1. Build a next-gen product
1.1. Problem
1.1.1. Optimization is difficult
1.1.1.1. Building optimizers is a specialist job
1.1.1.1.1. Technologically
1.1.1.1.2. Scientifically
1.1.1.1.3. Business wize
1.2. Opportunity
1.2.1. Optimization has HUGE potential in my different areas
1.2.1.1. Only 1% of the world's problems that can, are currently tackled by optimization
1.2.2. Solvice has built solver in 3 areas
1.2.2.1. Mobile workforce
1.2.2.1.1. State of the art solver and API, especially for Field Service
1.2.2.1.2. OK solver for last mile delivery
1.2.2.2. Local workforce
1.2.2.2.1. Start of the art solver and API for complex and volatile businesses like hospitality and retail
1.2.2.3. Warehouse picking
1.2.2.3.1. OK solver for picking optimization
1.2.3. Solvice has machine learning exprience
1.2.3.1. Level 1: Our current solvers are constantly improve through machine learning
1.2.3.1.1. There is a POC ready for self-optimizing solvers that have the potential to cater to a wider set of problems
1.2.3.2. Level 2: Generic solver
1.2.3.3. Opportunity II: Interface blocks
2. To build a roadmap and realise these objectives, major investments are needed.
2.1. Grow the business
2.1.1. Double marketing effort
2.1.1.1. Media
2.1.1.1.1. 90000
2.1.1.2. People
2.1.1.2.1. 90000
2.1.2. Double the sales effort
2.1.2.1. 200000
2.1.2.2. 2 SDR + 1 Senior Sales
2.1.3. Build customer-facing products (dashboards, plugins, apps, ...)
2.1.3.1. 2FTE
2.2. Build the product
2.2.1. 3FTE
2.3. (+ current CEO doing 70% M&S)
2.4. 800k/jaar
3. Grow the solver business
3.1. More Customers
3.1.1. Invest in more marketing & sales in existing markets (Europe + Israel & North America)
3.1.1.1. Marketing
3.1.1.1.1. More media
3.1.1.1.2. More content
3.1.1.1.3. New arguments
3.1.1.2. Sales
3.1.1.2.1. More SDR
3.1.1.2.2. Smart Partnerships
3.1.2. New Geographic markets
3.1.2.1. Middle East
3.1.2.1.1. Yes, needs exploration and budget
3.1.2.2. Asia
3.1.2.2.1. Opportunistic
3.1.2.3. South America
3.1.2.3.1. Opportunistic
3.1.2.4. Africa
3.1.3. Other customer profiles
3.1.3.1. End customers
3.1.3.1.1. Will need a different commercial approach as these are not easily identifiable.
3.1.3.1.2. SEO
3.1.3.2. Integrators
3.1.3.2.1. Tried it, without success
3.1.3.3. Segmentation
3.1.3.3.1. Business Line
3.1.3.3.2. Size (based on sites or resources)
3.1.4. Other sectors
3.1.4.1. ERP
3.1.4.1.1. More difficult pitch, but potential for both OnRoute & OnShift
3.1.4.2. Warehouse Management
3.1.4.2.1. Only relevant if we add OnPick back to our focus
3.1.4.3. Cloud Providors
3.1.4.4. More products
3.1.4.4.1. OnPick
3.1.4.4.2. OnStock
3.1.4.4.3. New products
3.2. More Sales with existing customers
3.2.1. Offer new Products
3.2.1.1. Scheduling products
3.2.1.1.1. Paying features
3.2.1.1.2. Plugins
3.2.1.1.3. New use cases
3.2.1.2. Related products
3.2.1.2.1. Forecasting
3.2.1.2.2. Distance matrix
3.2.1.2.3. Anymap
3.2.2. Boost end user adoption
3.2.2.1. Marketing collaboration with software vendors
3.2.2.1.1. e.g. Strobbo marketing action
3.2.2.2. Product collaboration with software vendors
3.2.2.2.1. Co-develop features
3.2.2.3. Direct to end user
3.2.2.3.1. Long term pull strategy
3.2.2.3.2. Alternative business model: go direct