Highlights: • 50B+ (USD) goods-based giving market suffering from fragmentation, inefficiency and waste that can be profitably resolved by Amp through process improvement and technology for which member-monetization and ecosystem will drive value. • Developed Social Good as a Service (SGaaS), an onl…
Highlights: • 50B+ (USD) goods-based giving market suffering from fragmentation, inefficiency and waste that can be profitably resolved by Amp through process improvement and technology for which member-monetization and ecosystem will drive value. • Developed Social Good as a Service (SGaaS), an online charity-drive model that addresses the inefficiencies of the traditional physical collection model by enabling virtual purchases & donations to be as easy as giving cash without the donor having to physically acquire and transport the desired goods. • SGaaS and "in-the-moment" goods-based giving will capitalize on social engagement, data-driven ecosystems and the growing desire by consumers for spending to have identifiable & measurable, socially positive impact with improvement to the donor’s (“member’s”) social reputation.
Business & Technology Model Snapshot: • Amp hosts member-supported drives that raise goods via mobile/tablet/desktop by selecting goods they wish to purchase from a "wedding registry"-like list developed by drive sponsors and their beneficiaries. • Amp bulk purchases and coordinates the delivery of the goods at the completion of the drive at which time members are provided a receipt for tax purposes as well as “success stories” about the drive, all of which will provide transparency and efficiency to the process. • Brand equity will be developed between Amp and members where members will learn of more drives, participate in those drives and sponsor their own drives all towards a member monetization model for Amp’s enterprise valuation.
Key Milestones: May 2014 • Launched a minimally viable product to simultaneously test the; (a) moving parts and (b) interest in the marketplace. • The platform supported the efforts and the logistics of a sample set of drives which successfully tied together the online and offline activities in the value chain.
January 2015 • Having executed drives in several verticals, Amp decided to focus on better nutrition and hunger as the stake in the ground while making sure that the technology and business model will scale to verticals supporting other causes: affordable housing (building materials), children (school supplies, camping gear) and animal shelters (pet supplies). • Amp experienced profitable margin even at small volume while; (a) learning what is needed in order to scale its marketing, logistics and technology, and (b) starting to map out how to develop a member/donor engagement model so it would come to own the relationship which could be monetized at combinatorial scale.
April 2015 • Decided to start with a “connector” business model whereby authoritative entities and persons with domain expertise around healthy food will promote the use of Amp for food drives to their followers, partners and constituents via social and other media. • Amp started to pick up support from industry groups promoting healthy eating to their large constituencies while endorsing the use of the Amp platform.
Go Forward Plan: Platform technology updates will allow Amp to: • Take ownership of the member relationship through user experience so the brand equity is with Amp which will allow Amp to engage the member in many other drives for maximum engagement and member/user monetization. • Reward members through peer content and activity syndication to build their reputation economy and sponsor drives.
Mobile technology development will allow Amp to: • Focus on in-the-moment engagement as well as social tools such as content & hashtag syndication, rewards, text messaging and geolocation that will allow members to find causes & goods to donate based on products, interests and activities. • Design support for mobile payment companies and cryptocurrencies that will incentivize those companies to participate.
Business model update will allow Amp to: • Capitalize on the interest of large companies with strong logistics and customer bases to get into the market. • Implement revenue model around subscription/MRR, sponsorships and promoted drives. • Create co-opetition with beneficiaries focused on cash donations that might mistakenly see Amp as a threat.
Marketing efforts update will allow Amp to: • Develop instructional tools to help drive sponsors and beneficiaries fashion drives towards maximum success. • Exploit social around pundit connectors and donor engagement. • Develop brand equity around the terms "real” and "transparency" while creating its own metrics.
Team: • Patrick O’Neill: CEO/founder. West Point grad. Army veteran who created successful businesses focused on basic human needs. • Martin Scheidl: CTO. MIT grad, Director & CTO of cloud service & mobility offerings for both early stage and Fortune 50. • Joseph Avellino: COO. Created, ran and revived technology companies, now focused on technology for social good.
Targets: 600 drives, 200,000 members, $5 million value of goods transacted and donated from start of the go-to-market re-launch.
