Our final Feasibility Analysis is complete! We turned in the final project this past Wednesday with great relief, but also with a bit of sadness. The team completed the final draft last Monday, followed by a series of lengthy edits by each team member. We decided to make our edits in “track changes” mode in MS Word, until the document become completely unruly with the number of highlighted updates between the different team members. An emergency meeting was called on Tuesday to go through the final document as a group and make the updates only on one master copy. All major edits were completed on Tuesday followed by yet another round of proofing, this time for minor edits. The final draft was finalized late Tuesday night (or should we say Wednesday morning).

Genoveva was tasked with binding the document at Kinko’s and delivering it to campus by the noon deadline on Wednesday. What follows is a lesson to all: always plan extra time for those unforeseen mishaps that may occur.

The final, bound document was due in Professor Allen’s office by noon on Wednesday, so the team felt they were in great shape with the document finalized late Tuesday evening. Genoveva popped into her local Kinko’s early Wednesday morning to get the document bound and to her surprise, they were out of clear covers for the binding. “No problem” the clerk told her, the Kinko’s on Wilshire can bind it for you. To be safe, Genoveva insisted they call the other Kinko’s to ensure there was not a wait for bindings. After making the call, the clerk came back with an ever assuring “no problem”. Great, the document can be bound on the way to campus. Of course, there was a problem. The Kinko’s on Wilshire had no recollection of the phone call and insisted no orders could be completed until after noon! Well, after arguing, pleading, and finally almost breaking down in tears, the production manager bound the document in what took less that 1 minute! Good thing Paul Orfalea had already come to our class to speak, otherwise Genoveva may have started to rant and rave how she was going to report the production manger to the founder of Kinko’s! Of course, all this could have been resolved if only we followed our lesson and planed ahead to get the document bound the day before. Needless to say, the document was handed in to Professor Allen’s office with 10 minutes to spare.

So, as one might imagine, the team was very relieved to turn in the final Feasibility Analysis, but we were also a bit sad. For all the hard work we put into the project, none of us will be taking it to the business plan class in the spring. The business concept, although we feel is quite feasible, morphed into something that lost our enthusiasm and drive to take it to the next step. Also, Alex and Bart will not be taking the business plan class in the spring, while Katya and Genoveva have decided to brainstorm over the winter break to come up with a new concept. Keep an eye out for us next spring. Armed with our newfound knowledge in feasibility, you never know what great ideas we might come up with over break!!

The VTC team would like to say our final farewell and thank everyone who tuned in to read about out progress each week.

November 23 TOP

The year is coming to a close very quickly. Final project deadlines that seemed so distant in the future, is now upon us. Time management is now critical. Therefore, rather than meeting at a VTC-approved Coffee Bean, VTC held its meeting at Popovich. Each of us had other team obligation before and after our meeting.

Our meeting was only scheduled to be one hour long, so efficiency was key. Our agenda was to:

? Go over Professor Allen’s comments on the written document
? Discuss Professor Allen’s recommendations given during the team consultation
? Review areas that haven’t been fully addressed
? Create a to do list based on the top three items in the agenda
? Assign tasks to team members

In summary, the key areas that VTC needed to concentrate on are the financial projections, industry analysis, and customer analysis. VTC did not spend much time working on financial projections for the draft feasibility analysis. Alex and Bart are assigned to complete this task. Anticipated work in this area includes calling the supplier and vendors for cost information, estimating how much time the founders should spend working at the VTC and how the founders will be compensated, re-formatting the projections to meet approved guidelines, and working with the customer analysis team to forecast demand.

Gen and Katya will work on the industry analysis. The first approach, using a related travel industry segment, car rental, as a model to analyze the industry was not as effective as anticipated. VTC intends on strengthening the industry analysis by reformulating the argument and shore it up with analysis by examining the travel industry from a macro perspective and statistics from consumer electronic companies.

Katya and Gen will work on strengthening our customer and target market analysis. Further secondary research will be performed and VTC will reanalyze the data from our primary research to support our argument.

VTC also intends to meet on Monday and Tuesday of next week to work on our elevator pitch for Wednesday evening.

In summary, there are a lot of items VTC must complete in a short amount of time. VTC, however, works well under pressure and our best efforts will be placed in putting out a good product for the elevator pitch and the final feasibility study.

November 16 TOP

The year is coming to a close very quickly. Final project deadlines that seemed so distant in the future, is now upon us. Time management is now critical. Therefore, rather than meeting at a VTC-approved Coffee Bean, VTC held its meeting at Popovich. Each of us had other team obligation before and after our meeting.

Our meeting was only scheduled to be one hour long, so efficiency was key. Our agenda was to:

• Go over Professor Allen’s comments on the written document
• Discuss Professor Allen’s recommendations given during the team consultation
• Review areas that haven’t been fully addressed
• Create a to do list based on the top three items in the agenda
• Assign tasks to team members

In summary, the key areas that VTC needed to concentrate on are the financial projections, industry analysis, and customer analysis. VTC did not spend much time working on financial projections for the draft feasibility analysis. Alex and Bart are assigned to complete this task. Anticipated work in this area includes calling the supplier and vendors for cost information, estimating how much time the founders should spend working at the VTC and how the founders will be compensated, re-formatting the projections to meet approved guidelines, and working with the customer analysis team to forecast demand.

Gen and Katya will work on the industry analysis. The first approach, using a related travel industry segment, car rental, as a model to analyze the industry was not as effective as anticipated. VTC intends on strengthening the industry analysis by reformulating the argument and shore it up with analysis by examining the travel industry from a macro perspective and statistics from consumer electronic companies.

Katya and Gen will work on strengthening our customer and target market analysis. Further secondary research will be performed and VTC will reanalyze the data from our primary research to support our argument.

VTC also intends to meet on Monday and Tuesday of next week to work on our elevator pitch for Wednesday evening.

In summary, there are a lot of items VTC must complete in a short amount of time. VTC, however, works well under pressure and our best efforts will be placed in putting out a good product for the elevator pitch and the final feasibility study.

Nobember 10 TOP

Since meeting with Professor Allen to discuss our feasibility draft, we have split up the work among the marketing and finance oriented team members. Bart and Alex are following the Professor’s guide for cash flow statement to make the format easier to understand, while Gen and Katya are working on revising the industry analysis.

It has been a challenge finding the right contacts in the industry. We have so far contacted various competitors, airports and car-rental agencies; however, it is rather difficult to get financial information from most of these entities, especially private companies. We plan to concentrate on this research throughout this week with the hope that we’ll be able to gather information that would help to make our demand projections and the cash flow statement more accurate.

We’re having a meeting towards the end of the week to discuss the results of our research and make revisions on our feasibility draft. We also want to discuss our plans for taking the business plan class next semester. If all of us take the class, we would need to discuss whether we would like to continue working on VTC or if we’ll be working on other projects. We would need to revise the partnership agreement if the team does not remain intact.

November 2 TOP

After a few days of rest it’s now back to the grind. We recently had a team meeting with Professor Allen and received some great feedback. We also realized that we have some significant changes to make. Also, our failure to follow the “Feasibility Rules of the Road” cost us several points in our first feasibility draft.

One of our immediate goals is for Alex and Bart, our finance and accounting gurus, to clean up our financial statements. Even though our assumptions were extremely detailed, we failed to present them in an easy to understand format. Katya and Gen will also be heavily involved in the reworking of our financials because we want the entire team to be able to defend our ideas when it’s time for the elevator pitch.

Next, we’ll all work on revising our industry analysis. Initially, the industry we chose was the rental sector. However, after meeting with Professor Allen we know we have to look further. In the coming week, we’ll be gathering data for adoption patterns of similar products. For example, the Onstar system, various portable electronics, and other travel gadgets. We will also be doing more research on the travel industry and specific competing products such as tour books.

One great find was from Genoveva’s recent out-of-town wedding trip. She managed to find a similar company to ours that rents cellular phones in airports. When Professor Gartner lectured last Wednesday, he urged the class to find a company similar to your business model and learn as much as possible from them. But we hadn’t yet found a company similar to ours – until now! We hope to gain valuable insights from this “rent-a-cellular” company that will make our final feasibility study stronger.

As for team dynamics, we seem to be functioning fairly well. This is probably due to each member focusing on his or her functional specialty (marketing, finance, etc.). We have decided to increase the number of weekly meetings and to have a different member of the team play the “devil’s advocate” role in each session. Hopefully, we will emerge from this ordeal stronger than ever. If not, at least we’ll have some good stories to tell in our upcoming journals.

One interesting story we omitted from our previous journal has to do with our marketing research survey. Some of the demographic data we collected included age, household income, and gender. Before hitting 3rd Street Promenade in Santa Monica, we joked about having more than two choices under the gender column. After all, this is California. To our surprise, after several minutes of interviewing our first respondent we were still unclear as to the person’s gender! (We decided on a “don’t ask, don’t tell” policy).

That’s it for now. It’s time to get back to work.

October 26 TOP

Our group is exhausted and has been dormant for a few days after turning in the draft feasibility analysis. VTC worked continuously last weekend and during the first part of the week to get our draft feasibility analysis done along with midterms and assignments due in other classes. However, VTC realizes that we had a lot of work to do before the feasibility analysis is complete. The next step includes finalizing the following areas:

• Financial Analysis – VTC needs to complete research to “fine-tune” our estimates. We will be contacting the following:
o Garmin – How much of a volume discount we can receive?
o Airport – What is the process to get a vendor’s license/kiosk? What is the cost to get approval or licensing? What is the monthly rental rate?
o Vendor at the airport – How much do utilities cost per month? How long does it take to ramp up the business?
o Airline – How much does it cost per month to advertise in the on-board magazine?
• Pricing – VTC intends to use the bottom-up approach to figure out how much our 10-day rental fee should be.
• Meet with Professor Allen to discuss needed improvements and incorporate them.
• Delegate remaining work and set-up a timeline for completion.

Over the next week, VTC intends to start making all of the required calls and get a game plan together to finish the remaining pieces of the feasibility analysis.

October 19 TOP

The team has fully recovered from the rejections of the intercept survey (I think Alex and Bart actually liked it!) and is busy putting together the first draft of our feasibility analysis. There’s a lot to do, but each of us has been working on bits and pieces along the way and we now need to pull it all together.

The results of our surveys from last week were quite interesting. We really thought they would give us a clear picture of the demographics of our customer: age range, male/female, average income, frequent traveler, etc. But the demographic results were all over the map. We had respondents from ages groups “under 25” all the way up to “55+” interested in the device. Household income wasn’t very telling either, as we had groups from under $25,000 a year, up to $100,000+ interested in renting the device. Gender was also mixed with 40% of those interested were women. One clear piece of information however, was that there was a strong interest in the device and people were more willing to rent it versus buy it. This was good news overall for VTC – but who was our customer?

Looking at these results, we were a bit concerned with how we were going to get our arms around the target customer. We were discussing our adventures surveying on the streets of LA and the various discussions we had with the respondents. Instead of clear demographics of our customers, we were starting to get a feel for more of the behavioral aspects of the customer. It seemed that people who planned destination vacations were more willing to rent the devices, versus those who just visit friends or family in a familiar location for their vacation. There were also more stories of how useful the device would be internationally, even though those interested in renting the device weren’t necessarily frequent international travelers. This is probably due to the “pain” factor of getting lost in an international city where people don’t speak your language. And finally, it seemed that convenience was an important aspect to many of those we spoke with. If it was easy for them to pick up and drop off, then they would definitely consider renting the device.

Talking all of this information in, we decided to narrow down are target customer to the vacation tourist, ages 25-65, traveling internationally from the U.S. to Europe, or from any other country into the U.S. We wanted to first focus on international travel since the pain of getting lost was the greatest internationally. We had to focus on the U.S. and Europe, since the GPS mapping software was available only for these destinations. We also decided to rent the devices in the airport, since we felt this was the most convenient location for travelers to pick up and drop off the devices.

Considering we had the whole world as our customer before the surveys (basically no clue!), we were feeling like we had made some good progress on narrowing down our target. There was still much to do and our feasibility draft was due the following Wednesday! Not to mention that we were loosing one of our team members, Bart, for a whole week while he went to Thailand for a school project!! Even though his trip was jammed packed with presentations and school activities, we assigned him the task of conducting some additional field research. We figured he could get to know fellow travelers as they waited for their international flights by asking them a few questions about a fantastic new electric travel guide that can be conveniently rented at the airport! So while Bart is getting to know the “international traveler”, the rest of us are diligently working on each of our pieces of the feasibility draft for the big Wednesday deadline!!

October 12 TOP

This week we’ve been very excited about finally starting on our primary research and finding out if there really is a market for the VTC device.

The group met on Wednesday to go over the questions for our intercept surveys. After much discussion, we decided on 18 questions. Bart and Alex thought 18 questions was too much for a quick intercept survey. They insisted that they are bound to walk away with a black eye after trapping innocent passersby into taking a “short” survey. Katya and Gen, although agreeing that the survey is longer than initially expected, argued that the questionnaire needed to be extensive enough to be able to answer the questions the team still had in defining the customer profile.
Plan of attack:
Friday, early morning–Bart and Alex hit the Promenade in Santa Monica.
Friday, early afternoon–Gen and Katya stake out at the Grove at Farmers’ Market.

Promenade and the Grove were strategically chosen for high pedestrian traffic and a mix of locals and tourists.

The Promenade
Bart and Alex decided that, once a respondent is approached and agrees to take the survey, one of them would read out the questions and try to make eye contact, while the other one would mark the answers. Their method of selection initially was every third person who passed a designated marker. They soon found however, that by the time they were done with the lengthy survey, if they had to wait for every third person to pass, they would be spending their whole weekend at the Promenade. The selection methodology was changed to asking the first person who passed the marker as they were done with the survey.

Bart and Alex were kings of efficiency and successfully completed 20 interviews in 2 hours. That’s 1 person per every 6 minutes!!!

The Grove
Katya and Gen weren’t quite so lucky. As they stood in front of Barnes and Noble with their clipboards and surveys ready to march into the bookstore’s travel isle, a security guard came up to them and suspiciously asked what they were up to. After mentioning that they were caught on camera, he said that there were no solicitors allowed on the private property without a proper permit. Katya and Gen went to the Grove concierge to request a permit, but by the time they approached, the secret service must have notified the concierge that they were coming as he greeted them with a grin and elaborated on the rules of solicitation. He offered them a solicitation application and said that the marketing department would get back to them on Monday. Monday was too late so Gen and Katya decided on the next plan of attack. This time the object of the destination was public property with a lot of traffic – Hollywood Boulevard!

Hollywood Blvd.
Katya and Gen found a shady spot near Mann’s Chinese Theater and, with clipboards in hand, started asking everyone who was passing by to take a survey. What they soon discovered is that they weren’t the only solicitors on Hollywood Blvd. and that the passersby were tired of being harassed. Gen and Katya never felt as rejected as they had standing on Hollywood Blvd. practically begging people to take the surveys – “but it will only take 5 minutes,” “it’s a student survey,” “it’s fun, we promise.” The rejection techniques varies from avoiding eye contact, shaking their heads, just saying “no” or giving some elaborate excuse about the guys up ahead. Finally, three hours later—four hours after their original meeting at the Grove—Gen and Katya both hungry, tired, and out $10 spent on parking, had completed only 11 surveys! They made a short stop in a nearby Origins for a momentary feeling of relaxation and bliss (and to get their parking validated), and then headed home.

Preliminary results
So far, we have preliminary results of our surveys. The majority of respondents expressed high interest in the VTC device and half of them said they would rent it for $30-50 per week on their next vacation. Very few said they would buy it. Respondents were split on the benefits that most appealed to them about the VTC; between the convenience of never getting lost and the usefulness of having all attractions and entertainment at their fingertips. They were also split in their preference of renting the VTC before departure or at the destination. The demographic information and travel habits of the respondents were mixed well.

Lessons learned
• We will never make it as professional solicitors as we wouldn’t be able to put up with so much rejection on every day basis.
• Two girls are not any more trustworthy in the eyes of the consumers then are two guys.
• We needed to have a parking budget for this class.

October 5 TOP

Time flies…we have less than three weeks until the first draft of our feasibility study is due. As a group, we were both excited and relieved that we had finally agreed on a business concept. Now that VTC has a concept it’s now time to get to work…the devil is always in the details.

As we mentioned last week, VTC presented our idea to the class and we got a lot of feedback. After class we agreed we needed to do more research to answer these key questions:

• Is there a GPS product out there whose features match our criteria?
• Are there any direct competitors in the market? If so, what are their business models?
• How are we going to conduct our primary and secondary research? How would we calculate demand?

These questions were critical for us answer so that we could develop the plan for a customer test. We agreed to answer these questions by our next team meeting on Wednesday morning at the Coffee Bean.

Wednesday was a morning of revelations. First, online research and direct phone calls to the tourism board in San Francisco did not indicate any direct competitors. Second, there are a lot of devices in the market that may satisfy our needs. Finally, we needed to define who our customer was. The last question is the most perplexing since its answer lies in what sales channel we intend to use to distribute our product.

The discussion of these issues lead our group in forming the following plan of attack in utilizing primary and secondary research:

Primary research
• Gain first hand knowledge of a GPS-equipped PDA device to understand its features and how to use it
• Two rounds of “intercept” surveys to identify a target consumer segment, gauge initial interest, and build a more accurate consumer profile

Secondary research
• Compare different GPS-equipped PDA devices
• Research potential regulatory restrictions on VTC renting out third-party devices and advertising
• Continue to search and profile for competitors and substitute services/products
• Gauge the attractiveness of the industry
• Determine the possible distribution channels

Finally, for the purposes of the plan for customer test, we developed how VTC would calculate our customer demand.

In finalizing our “Plan for Customer Test”, we realized a lot of our plan relies on primary research. As a result, we agreed to meet on Friday morning at Alex’s to set up a plan of action.

Street cleaning adj. – a period of time set-aside every week by a regional or local government claiming to clean streets and curbsides. The primary intent of this period of time is actually to collect more revenues and annoy local inhabitants.

Of course, Friday morning was street cleaning day in front of Alex’s place. We ended up moving our meeting a few blocks away to a VTC-approved meeting place, the Coffee Bean. This meeting was very short and to the point. We needed to delegate our work and this is our plan of attack:

Alex - Industry Analysis: see "Feasibility Rules of the Road" for areas to cover (everything under Industry except the customer stuff). Deliverable: write-up of your findings in Word.

Katya - Research options for different sales channels. Deliverable: Grid of different ideas with pros and cons.

Bart - Research legal aspects of renting the devices. Deliverable: Write up a paragraph or two on your findings.

Gen - Research the benefits that we'll offer with our service. Also, discuss the different benefits of the product. Deliverable: Grid of different benefits with pros and cons.

Gen/Bart/Katya - Develop customer survey. We'll all put together a list of questions we want to ask and combine into one survey. Deliverable: Come up with own survey questions and we'll discuss and combine into one on Wednesday.

As a team, we are aggressive in planning our internal deadlines as we all have different priorities close to the due date of the draft feasibility study. As a result, we intend to meet at another VTC-approved Coffee Bean this Wednesday morning to share the above deliverables.

September 28 TOP

We are thrilled to announce that the team has chosen a concept! And what is it, you ask? A rental service that offers portable electronic travel guides. Our company, VTC (Virtual Tour Companion), will change the way we travel in the future!! Our official concept statement is as follows:

“The Virtual Tour Companion is a convenient and affordable rental service that offers portable electronic travel guides to tourists for easy navigation and a more interesting and fun way to travel. The guide will be available via travel related and/or electronic retail outlets as well as the Internet.”

So how did we come to decide on this concept? Well, it took some compromising, some reworking of the idea, and a good team spirit.

Last Sunday we had over seven business ideas and the team was having an impossible time agreeing on just one. We discussed each idea and the pros and cons of starting the business. Still, no dominant winner emerged. We left that night feeling somewhat frustrated, as this decision was holding our team back from making progress in the class. We decided on a point allocation system. Each team member had 20 points to allocate to their top three choices. The deadline was noon the next day. Here are the results:

Portable Tour Guide 32 points
Amateur Golf Training 10
Picture Scanning Service 10
Educational Staffing Service 9
Upscale Barber Shop for Men 5
Home Inventory 4

The portable tour guide was the top winner, but as a result of only two team members’ heavy point allocation. The other two members had huge concerns about the idea. Our team was divided!

Katya and Genoveva, who were very excited about the idea, did some research on it. They found that the market for hand-held Global Positioning System (GPS) devices was strong and growing with sales increasing 37% since 2001 to $530 million (Wall Street Journal, September 19, 2003). One analyst made the claim that GPS devices will one day become as popular as computers and cell phones (Jeff Fisher at Motley Fool online). But Katya and Genoveva also discovered that similar devices were already on the market. Initially, the business idea was to develop a product, but leaders in GPS technology had already developed these devices with similar attributes to what we envisioned. The devices already on the market had electronic maps, voice guidance, and a memory full of points of interest. So while the existing devices weren’t exactly the same, they were close enough that we questioned our team’s ability to compete with these industry giants.

Bart and Alex were concerned with the complexity of the idea. Was our business going to develop the physical device, the software that runs on the device, or the content that contained all the travel related information? They felt we were biting off more than we could chew. Also, considering that no one on our team was an engineer, they questioned where we’d fit in the value chain. These were good questions.

The meeting of the minds! Early Wednesday morning, the team met at the Coffee Bean & Tea Leaf in Century City to hammer it out. We talked about the research Katya and Genoveva had pulled together and the concerns that Alex and Bart had. We were looking at the devices already on the market and all of us baulked at the sticker price of $500+ for the device and $300+ for the software. Wait a minute…what if we rented the devices? And the idea was born!

Now everyone was excited about the concept. Katya and Genoveva are very interested in the travel industry, Bart is fascinated with GPS technology, and Alex is very keen on the service sector. Finally, we had decided on a business concept! But the work is just beginning. Can we simply rent these existing devices, or do we want to refine the content to be more travel friendly? Who do we need to form partnerships with? How do we approach these industry giants? Can we prove there’s a market out there for this rental service? These were just a few of the questions we had.

Finally, Wednesday night during class, we volunteered to present our idea to the class, even though many of details still needed to be figure out. We felt that getting criticism on the idea early would help us determine the direction we would take. We received positive feedback from our classmates and they raised a few good questions. One person even mentioned a company in San Francisco that was providing a similar service. Although we now know there’s a competitor out there, we will have someone to use as a benchmark and to find out exactly what they do, and don’t do, so that we can do it better!

September 21 TOP

Hello and welcome to our team’s on-line journal. We are all very excited about the feasibility class and all have dreams of one day owning our own business. Our first big issue however, is deciding on a concept! Our team has met several times and is still debating on which concept we would like to proceed with.

Perhaps before we share our various concepts, we should introduce the team:

Alex Chan
Alex is originally from Wichita, Kansas. Prior to business school, he worked in San Francisco as a management consultant and bring to our group extensive knowledge in the areas of finance and strategy. He is planning on returning to San Francisco after graduation. His hobbies include bicycling, swimming and running.

Katya Cherny
Katya moved to the US from Moscow, Russia in 1989 and have lived in Los Angeles for the last 13 years. Her family owns and operates a small travel tour business in Los Angeles targeting the Russian community. She worked at KPMG prior to business school and is very interested in the travel industry, but also brings several other creative concepts to the group. Currently, her focus is in buss school is marketing possibly brand management or services. She enjoys theater and dancing.

Genoveva Glassman
Genoveva grew up in San Diego, California and has worked in the Los Angeles area for over five years in the entertainment industry. Specially, her focus was in business software development for various divisions. She has returned to business school to pursue her MBA focusing on marketing and entrepreneurship. She enjoys hiking and the outdoors.

Bart Leivo
Bart grew up Houston, Texas and surprisingly has no Texas accent and dislikes country music! He moved to Los Angeles to attend business school here at USC and pursue studies in finance and entrepreneurship. He loves Los Angeles and plans to live her after school. Bart’s background is in treasury and cash management and brings strong skills in financial discipline to help operate our business. He enjoys bicycling.

Earlier in the week we narrowed down our ideas to two concepts. Katya and Genoveva then met Professor Allen on Wednesday evening before class to discuss our concepts. Professor Allen helped us to think critically of whether these two ideas are really feasible, but also whether we truly had a gut feeling and passion for them. Our group met after class and decided to get “creative” over the weekend and see if we could come up with additional ideas.

Our next group meeting was on Sunday, where we each presented the new ideas we came up with. We are now in the position of having over seven ideas!
(1) Amateur Golf Training
(2) Upscale Barber Shop for Men
(3) Centralized Registry
(4) Home Inventory
(5) Picture Scanning Service
(6) Portable Tour Guide
(7) Educational Staffing Service

We currently are in the process of discussing the pros and cons of each of these ideas to come up with ONE idea that we’ll go with by the end of the evening. Hopefully it won’t be too long of a night! We also discussed which of the team members are moving on to the Business Plan class in the spring and we are weighting these team members favorite concepts a bit heavier, only because they would love to take the concept into the Business Plan class.

Overall, the team underestimated the difficulty in deciding on a concept. We are all still in good spirits and having fun discussing the ideas. So I guess we can say we have a great team – now if we could only decide on a concept!