Marketing, Growth & Management Consulting

Envere Plays Key Role In Mapmaking Start-Up

With clearance from the University of California to take an on-campus developed software package private, a geo-scientist undertook the task of completing software development and establishing a new mapmaking service.

Timing for the effort was coincidental with Google's launch of Google Earth and Microsoft's announcement of its Virtual Earth package establishing a unique set of conditions for a new and comparatively (very) small competitor.

Functionally the software provides a simple interface to complex and massive GIS databases allowing virtually anyone access to satellite photos of geographic details. The result is maps of actual on the ground features that can be used for personal, business, research, education or any other use. Photo clarity enhances understanding plus location specifics, advertising promotions and even personal information depicting that special fly-fishing spot are possible. Various layers are viewable with or without pre-defined features (state and county lines, railroads, etc.) and development by defined groups for custom map construction is possible.

Unique to the package is an orientation as a “software engine” that encourages users to develop custom applications through low cost, a variety of interface options and consulting services if required. Unlike Google and Microsoft whose stated mapping service goals are to generate more users thus attracting more advertising income, this software engine is intended to solve problems for users and let advertising revenues evolve organically over time.

Issues relating to a speedy launch, software completion, filing of a second patent application, market definition and segmentation, pricing, marketing approaches and venture funding were major issues to sort out in the summer of 2005.

Envere was engaged to participate in business plan writing, forecasting, market research, launch logistics and angel investor presentations.

After several months the team had a couple of finely honed business plan versions completed, several early stage presentations accomplished, the “engine” fully prepared for launch, a second patent application completed and several high potential customers prepared to purchase services.

It was determined that potential customers should be given priority over the search for angel funding for the following reasons:

o They represented a ready income source

o In all cases they were variants of previously defined potential customers

o A functioning business would be more attractive to potential investors at a later time

o These customers were directly related to previous work performed by the enterprise's founder

o A good deal of learning would flow from working with these clients that could eventually be useful for entering markets that may include Google and Microsoft

o This approach is felt to provide a means for gaining market notoriety without being overshadowed by massive competitors

While this decision was felt to be the best all around financially and from the product development perspective it was also a conscious effort to step away from the much more lucrative possibilities connected with launching to a broader general audience.

Envere completed a massive amount of market research to define and segment potential customers, outline pricing issues by market segment, layout a very detailed five year forecast with pro forma cash flow, establish management team and staff head counts and related salary impact, wrote sections of the business plan and participated in several potential customer and angel investor discussions. An ongoing relationship exists and future work is anticipated.

As of early fall 2005 this enterprise has acquired several customers, is approaching others and attending industry trade shows and exhibits. It is anticipated that angel investors will again be sought in future months and the ultimate goal of selling the enterprise to a Google or Microsoft competitor can be achieved.