1. Is the Beehive in the right garden?
Jacob Estrin
Elizabeth Sackson
Graeme Whitaker
Aleisha Dunn
QUT Consulting

2. Agenda Overview Analysis Alternatives Recommendation Implementation
Conclusion

3. Opportunity
How do we continue to grow while reestablishing our organizational simplicity and retaining our core values?
Beekeeper Values
Effective
Affordable
Achievable

4. Issues Internal Disruption Mainstream Legitimacy Lack of focus
Engineering vs Sales
Facilities
Mainstream Legitimacy
Securing the future
Foothold in the US market
Lack of focus
Spread to Thin
Alignment to Core Values

5. Solution
Beekeeper to focus on the hospitality, retail and manufacturing industry.
Create a new offline startup to cater directly to cruise lines, local agriculture and the military.
Keep it Simple
Bee Brave
Bee Proactive

6. Key trends Increasing mobile workforce –
Difficulty of communicating across distributed workforces
Increasing uptake of technology
Growing retail and hospitality sectors
Increasing customer desire for customization
Growing customer expectation for efficiency and timeliness
Reduced brand loyalty

7. Internal analysis Strengths Weaknesses Customization
Developing and adapting to new technology e.g. data security
Generating capital
Growth hacking (acquisition & activation)
Increasing internal complexity
Miscommunication between internal units
Slowing of delivery
Customer retention
Brand legitimacy
Opportunities
Threats
EU General Data Protection Regulation
Growing distribution workforce
Variety of competitors with deep pockets

8. Competitor analysis
**Assumption - 100% of competitors do not have an offline capability and use a centralized model

9. Options Considered
Focus on hospitality, retail and manufacturing and develop a new offline version of the product
Partner with a large technology firm
Generalize the product and remove the specific industry focus
Transform Beehive into a security-centric product

10. Options Considered Hospitality Focused with Offline Initiative
Creating a new Company to create offline product
Streamline and clean up internal organizational structure
Find a large company to partner with to establish legitimacy
Strategic Partnership
Partner with a large technology company
Leverage off their networks and customers
Broad Generalist Focus
Create a standard delivery pipeline for new features
Restructure the organization to focus on mass market development
Partner with mainstream customers
Pivot to Security
Increase focus on security and integration
Realign product marketing to focus on security centric industries
Pursue government partnerships

11. Option Review Beekeeper Values Effective Affordable Achievable Option
Cost
Time
Criteria Ranking (5)
Hospitality focused with offline initiative
$11.38 Million
24 Months
4.75
Strategic Partnership
$1-1.5 Million
12 Months
3.5
Broad Generalist Focus
$1.5-2 Million 4
Pivot to Security
$15 Million
36 Months
3.75
Beekeeper Values
Effective
Affordable
Achievable

12. Recommendation
Beekeeper to focus on the hospitality, retail and manufacturing industry.
Create a new offline startup to cater directly to cruise lines, local agriculture and the military.

13. Recommendation Create a New Hive Clean up the Current Hive
Creating a new Company to target new industries
Clean up the Current Hive
Streamline and clean up internally
Find the Honey Pot
Partner with a large company to establish legitimacy

14. Implementation Plan Clean up the Current Hive (6 Months)
Standardize sales offering
Connect customers to innovation pipeline
Setup new premises
Knuckle down on core industries
Create a new Hive (18 Months)
New Brand
New Premises
New Value Proposition
New Industries
Find the Honey Pot (18 Months)
New USA Partner
Intensive Development
Expansion

15. Risks Pillar Risk Risk Rating Mitigation Mitigated Risk Rating
Staff resistance to change impacting productivity
Medium
Dedicated change management approach
Low
Pillar 2
Limited Customer Demand
Early Customer Engagement
Pilot First
Multiple Targets
Pillar 3
Incumbents in the new industries respond quickly
Medium/High
Create stickiness through agility and customer service
Cannot engage a partner which meets criteria
Leverage off successful roll out in Switzerland.
100,000 staff
120 Hotels
Pilot is not Successful
Gather Requirements
Change Management
Manage Expectations

16. 1. Clean up the hive 1 – Clean up 2 – Create new 3 – Honey pot
Standardized offering + customers connected
Imbedded change
New premises established
Core industries only

17. 2. Create new hive
1 – Clean up
2 – Create new
3 – Honey pot

18. 3. Find the honey pot 1 – Clean up 2 – Create new 3 – Honey pot
Partnership launched
Proven model

19. Financial summary Cost Clean up the hive
Project team 5 FTE 3 / day
300K
Create a new hive
Establish new company
20K
Development & Mgmt team (3x400k x 2yrs)
2.4M
New office setup (800K/yr)
1.6M
Engineering team (10x200K x 2yrs) 4M
Sales and support (8x120K x 6mths)
430K
Launch to market
200K
Find the honey pot
Project team x 6mths)
720K
Engineers x 18months)
60K
Customer x3)
Customer x 15)
900K
Sales x 3mths)
30K
Sales
450K
TOTAL
11.38M

20. What’s New What’s Staying What’s Disappearing Our new division
Startup focus
Target new industries for disruption
What’s Staying
Our Existing Focus
Simplify
Establish legitimacy
What’s Disappearing
Over customization
Keep it Simple and meet core need

21. Positioned for further strategy decisions in 2 years
How do we continue to grow while reestablishing our organizational simplicity and retaining our core values?
Beekeeper to focus on the hospitality, retail and manufacturing industry while creating a new offline startup to cater directly to cruise lines, local agriculture and the military.
Enables BeeKeeper to Capitalize on their current competitive advantage and create a new agile exciting venture to disrupt other industries
Positioned for further strategy decisions in 2 years

22. Questions ?

23. Option Ranking Option Hospitality focused with offline initiative
Strategic partnership
Broad Generalist Focus
Pivot to Security
Key Criteria
Beekeeper Values 5 3
Effective 4
Affordable
Achievable
4.75
3.5
3.75

24. Alternative Risks Strategic partnership Broad Generalist Focus
Pivot to Security
Loss of Values
Loss of competitive advantage
Potential lack of internal capability
Lose control of the company
Is not a bold solution
Risk of alienating current contracts
Potential loss of future business
Does not provide clear strategic focus
No guarantee to security government partnerships