This SMART 100 profile and the information it contains is a duplication of content submitted by the applicant during the entry process. As a function of entry, applicants were required to declare that all details are factually correct, do not infringe on another’s intellectual property and are not unlawful, threatening, defamatory, invasive of privacy, obscene, or otherwise objectionable. Some profiles have been edited for reasons of space and clarity.
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1. THE BEGINNING
This innovation initially came to life when…
I developed IP as a result of completing Doctoral research. I was later awarded patents in Australia, New Zealand, USA and Singapore and after using the IP in the off-line world for a few years, I took the plunge and incorporated the IP into a SaaS platform in 2014.
2. WHAT & HOW
The purpose of this innovation is to…
…help businesses easily and cost effectively collect customer feedback, measure financial impact and identify actions the business can focus on to maximise the value. It solves the problem of being able to connect customer feedback with bottom line results.
It does this by…
…providing three key elements:
- pre-configured short smart surveys that are distributed electronically to existing or former customers. Responses are collected, analysed and reported
- enabling calculation of customer lifetime value both before the survey and using the survey feedback
- what-if tool and comprehensive action plan are provided to guide decision-making to maximise financial impact
3. PURPOSE & BENEFITS
This innovation improves on what came before because…
Businesses typically either don’t collect customer feedback or, if they do, they use a plethora of possible mechanisms that don’t deliver any meaningful insights.
They also often find it very difficult to translate the feedback into actual bottom line impacts, clearly identify next steps and predict the impact of taking those steps.
Its various benefits to the customer/end-user include…
…helping the customer make more money from existing customers, leveraging existing customer relationships to get new customers and maximise the value of its overall customer base.
4. COMPETITIVE LANDSCAPE
In the past, this problem was solved by…
…undertaking generalised customer surveys that didn’t have predictive powers or calculating customer lifetime value manually or using a spreadsheet in isolation of customer feedback based purely on historical results and without regard to customer intentions. What-if planning was largely a guesstimating exercise.
Its predecessors/competitors include…
…several standalone survey products designed purely to collect feedback without regard to the predictive nature of questions. Lifetime value calculations were often done using a spreadsheet and inconsistent formulae.
5. TARGET MARKET
It is made for…
…organisations conducting business online (pure play or hybrid), whether B2C or B2B, across all industry sectors and operating in major English speaking markets globally e.g. Australia, New Zealand, UK, USA, Canada, Singapore, etc. It is estimated that the size of the addressable target market is at least 2.5 million organisations.
It is available for sale through…
…a subscription based SaaS platform valuiza.com and it will possibly be distributed via e-commerce platforms as an add on.
Our marketing strategy is to…
…go direct to market, initially Australia, through email campaigns, social media and content marketing via influential online communities. When evidence of scalability has been gathered, marketing efforts will be directed towards larger markets such as UK, Canada and USA.
FINE PRINT: This SMART 100 profile and the information it contains is a duplication of content submitted by the applicant during the entry process. As a function of entry, applicants were required to declare that all details are factually correct, do not infringe on another’s intellectual property and are not unlawful, threatening, defamatory, invasive of privacy, obscene, or otherwise objectionable. Some profiles have been edited for reasons of space and clarity.
