1. THE NAKED If you feel naked without battery ! Valentin BRISSON Clara BEZON Mélanie CISNEROS Claire BROCCO Jonathan EAP

2. Who are we? “Nobody we will never say that, but the main problem of our phones is the battery autonomy. The Naked battery is the solution. Everybody who feels naked without phone battery and need to recharge his phone urgently and needs from 20% to 40% battery (just for a call, just to find a way, etc…) can by our product in vending machines in tube stations, trains stations, airports or nightclubs. “

3. Business Model Key PartnersKey ActivitiesValue PropositionsCustomer RelationshipsCustomer Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What Value do we deliver to the customer? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Which ones have we established? Who are our most importnat customers? Which Key Ressources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each customer Segment? How are they integrated with the rest of our business model? Which Key Activities do partners perform? Revenue Streams? Which customers needs are we satisfying? How costly are they? Key Ressources Channels What Key Ressources do our Value Propositions require? Throught which Channels do our Customer Segments want to be reached? Our Distribution Channels? Custommers relationships? How are we reaching them now?,Revenue Streams? How are our Channels integrated? Which ones work best? Which ones are most cost- efficient? How are we integrating them with customer routines? Cost Structures Revenue Streams For what value are our customers really willing to pay? For What do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

4. Value Proposition  What Value do we deliver to our customers: We offer the possibility of smartphone’s users to recharge in time their phone without any power outlet to recharge it rapidly at distance.  Which one of our customers problems are we helping to solve? The phone battery autonomy is too low for a day.  Which customers’ needs are we satisfying? An urgently need to use the phone: call a cab, find a way… An ecological need : our battery can be throw in the batteries’ garbage  Witch kinds of product are we selling? Small external and disposable batteries with a capacity from 20% to 40% for 3 kinds of phone: iphone 4/4s, iphone 5/5s/5c/6, smartphone with universal battery.

5. Unique Selling Proposition We are not sure about our unique selling proposition because we don’t how much is the cheaper way to sell for us and the better way to gain money. So we could propose 2 ways of selling our product :  1 st way : The Naked Battery is selling by vending machines in tube stations, train stations, airports and nightclubs. For a lower price (less than 10£)  2 nd way : The Naked Battery is selling in many shops retailers on the airports, train stations, tubes stations or behind the bar on the nightclubs.

6. Ours Directs Competitors Yanko Design Lepow Juno Power IOGEAR Zendure Intocircuit power RAVPower EasyAcc

7. Ours Directs Competitors Threat of New Entrant Yanko Design

8. Top 5 competitors, top 3 Indirect competitors

9. Our Marketing Strategy Our product is a bit complex new product that consumers don’t know. So, we need to make know our product and to give it the credibility and the legitimacy that it doesn’t have for the moment. To Get Notoriety, we have to : Create the need in the consumer’s mind Show to the customers why our product is good and profitable Convince the customer that our product is very useful and is what he needs a) High investment efforts in our marketing strategy : « Push » & « Pull »Marketing

10. The ecological aspect of our product is not easy to understand, so we have to make a strong communication campaign on the subject to inform customers and push the capital gain. UK population more and more concerned about environmental impacts UK population wants to be careful about what they buy The ecological aspect can : influence their buying decision Attract consumers who didn’t feel the need to buy our product before to know its ecological virtues Comparative advantage

11. « Pull » Strategy : As we are producer of our product, we have to make it know to the consumers. We need to extend our brand and our product to the consumer to set up a need or to make appear a request of our brand. To make a strong communication campaign we have to ste up some partnerships to get money. That’s why we are going to base our marketing on a double strategy : « Pull » & « Push » « Push » Strategy: We are not only selling our product directly to customers, we are also selling to vending machines’companies. As we are selling to retailers too, we have to make the promotion of our product to retailers to allow them to sell it well.

12. This double strategy will be applied to some traditional communication (for credibility) like shows of new technologies or newspapers etc…  Traditional Media Marketing Thanks also to internet, with all social medias (to minimize costs and to touch more consumers)  Social Media Marketing

13. Conclusion of our marketing stretegy To conclude, we would like to use a social media marketing and a Traditional Media Marketing through a B2B and a B2C Strategy. WHY B2C ? Set up a private online shop on our website Sell packs of 5-10-15 batteries directly to customers WHY B2B ? Sell our product to vending machines’ companies Vending machines companies will sell our product on the street, on train stations, on nightclubs, on airports,