Assessment 3: MGMT20143 Idea Selection and Business Pitch Report

This report, submitted by a student, presents an analysis of three business ideas, culminating in the selection of DeepMap, a company focused on creating high-definition maps for autonomous cars. The report evaluates the initial ideas, justifies the selection of DeepMap based on its potential for innovation and safety in autonomous driving, and suggests improvements to the business model, such as the need for a human supervisor and a reduction of employment opportunities. The report includes a revised business model canvas and detailed cash flow projections under best-case and worst-case scenarios, providing a comprehensive financial analysis. The cash flow analysis highlights key drivers such as debtor days, creditor days, and revenue growth, and includes a bibliography of relevant academic sources. The appendix contains the business model canvas for DeepMap, detailing key partnerships, activities, value propositions, customer relationships, segments, resources, channels, and cost and revenue structures. The report aims to provide a compelling business case to secure financial backing.

Running head: MANAGEMENT
Management
Name of the student
Name of the university
Author’s note

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MANAGEMENT
Table of Contents
1. Idea evaluation.......................................................................................................................2
2. Idea Selection.........................................................................................................................2
3. Improvements.........................................................................................................................3
4. Revised Business Model........................................................................................................3
5. Cash flow projections.............................................................................................................4
Bibliography.............................................................................................................................11
Appendix..................................................................................................................................13

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MANAGEMENT
1. Idea evaluation
One of the ideas that were developed by the group is of a map that helps create high
definition maps for autonomous cars. The company is involved in developing high profile
range of maps and creates value added solution. The advantage of the map is that it can help
in reducing the level of accident and ensure growth and development of DeepMap, the
company that manufactures the maps. However, the disadvantage is that measures need to be
taken for ensuring safety of the cars.
Along with this, the second idea that had been generated helps to focus on the
innovative nature of business at Menulog. The company is known to provide beverage and
food services to the people. The advantage is that it can help in the proper delivery of food by
using ideas such as DIY food delivery. The disadvantage or issue is that it can have negative
effective in trying to change the tastes of the customers.
The third idea that was developed is the NEPCABS Apps to help and manage the
ongoing problem that exists in Nepal. The advantage that the app can provide is that it helps
in booking a personal ride for the customers and help in eliminating transportation problem.
However, such an idea has already been developed in the form of Uber in America.
Argument can be made that it is the first of its kind in Nepal.
2. Idea Selection
The best idea in this case is the idea associated with DeepMap so that consideration of
maps can be developed for navigation process in cars. The idea generated can be feasible
mainly because it can assist in developing a navigation process, which can help in the safety
of the cars and provide self-driving and HD driving in cars.

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The reason for the selection of this particular idea is the fact that customers can be
safely acquired with the development of the navigation system on roads so that cars can be
made safe for travelling. The development of the cars provides an idea about the level of
technological competence used and the manner in which collaborating of the business can be
made to identify the success of the innovation. At the same time, the autonomous car service
provided by Deep Map can help in encouraging car mapping.
Thus, it can be said that based on these evidences the demand of the customer can be
fulfilled and self-driving HD cars can be a high value car service in the country. Other ides
analysed have major flaws or are already in existence in some form. For example, the idea of
Menulog can be considered as a drawback in attracting people to understand the taste of the
customers.
3. Improvements
Before pitching the idea to the investors, it is necessary to address certain gaps related
to the business idea. One such improvement that is required to be made is the supervision of
the cars. Driverless cars can be an innovative factor but despite this, it is necessary that a
person remain in charge about the driving as a guide. At the same time, employment
opportunities can be less, which may affect the business idea in terms of the corporate social
responsibility. Thus, proper mapping need to be done so that relative risk strategy can be
effectively reduced. Thus, it can be said that the improvement can help in developing a
concrete pitch idea to the investors so that the idea can gain support, which in turn can help in
the development of the idea.
4. Revised Business Model
(Refer to appendix)

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MANAGEMENT
5. Cash flow projections
Best-case scenario
2017-2018 2018-2019
CASH
FLOW
Marc
h
June Septem
ber
Decem
ber
Marc
h
June Septem
ber
Decem
ber
Marc
h
June
OPENIN
G
BALANC
E
$10,0
00
$8,25
0
$11,500 $14,95
0
$18,5
00
$24,8
50
$27,300 $36,65
0
$47,7
00
$61,2
50
Cash
incoming
$3,00
0
$5,00
0
$2,500 $6,000 $8,00
0
$2,00
0
$4,000 $2,500 $5,00
0
$5,00
0
Sales $1,50
0
$1,50
0
$1,500 $1,500 $1,50
0
$1,50
0
$1,500 $1,500 $2,00
0
$2,00
0
Asset sales $5,80
0
$5,80
0
$4,000 $5,800 $5,40
0
$4,50
0
$3,700 $5,800 $5,80
0
$5,80
0
Debtor
receipts
$8,00
0
$9,50
0
$12,000 $9,800 $10,0
00
$4,50
0
$8,700 $9,800 $7,80
0
$12,0
00
Other
income
$10,0
00
$15,0
00
$15,000 $15,00
0
$15,0
00
$15,0
00
$20,000 $20,00
0
$20,0
00
$20,0
00
Total
incoming
$25,3
00
$31,8
00
$32,500 $32,10
0
$31,9
00
$25,5
00
$33,900 $37,10
0
$35,6
00
$39,8
00
Cash
outgoing
Purchases
(Stock etc)
$1,00
0
$2,00
0
$2,000 $2,000 $2,00
0
$2,00
0
$1,500 $1,500 $1,50
0
$2,50
0

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MANAGEMENT
Advertisin
g &
marketing
$2,00
0
$2,00
0
$2,000 $2,000 $2,00
0
$2,00
0
$3,000 $4,000 $4,00
0
$4,00
0
Bank fees
& charges
$1,00
0
$1,00
0
$1,000 $1,000 $1,00
0
$1,00
0
$1,000 $1,000 $1,00
0
$1,00
0
Interest
paid
$4,00
0
$4,00
0
$4,000 $4,000 $4,00
0
$4,00
0
$4,000 $4,500 $4,00
0
$4,00
0
Utilities
(electricity
, gas,
water)
$1,50
0
$1,50
0
$1,500 $1,500 $1,50
0
$1,50
0
$1,500 $1,500 $1,50
0
$1,50
0
Track and
Trace
$500 $500 $500 $500 $500 $500 $500 $500 $500 $500
Lease/loan
payments
$5,00
0
$3,00
0
$4,000 $4,500 $2,00
0
$0 $0 $0 $0 $0
Rent &
rates
$450 $450 $450 $450 $450 $450 $450 $450 $450 $450
Repairs &
maintenan
ce
$500 $500 $500 $500 $1,00
0
$1,00
0
$1,000 $1,000 $1,00
0
$2,00
0
Licensing $100 $100 $100 $100 $100 $100 $100 $100 $100 $100
Insurance $8,00
0
$7,50
0
$7,000 $6,000 $5,00
0
$4,50
0
$5,500 $4,500 $2,00
0
$2,50
0
Superannu
ation
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Income tax $1,00 $1,00 $1,000 $1,000 $1,00 $1,00 $1,000 $1,000 $1,00 $1,00

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0 0 0 0 0 0
Wages
(including
PAYG)
$2,00
0
$5,00
0
$5,000 $5,000 $5,00
0
$5,00
0
$5,000 $6,000 $5,00
0
$5,00
0
Total
outgoing
$27,0
50
$28,5
50
$29,050 $28,55
0
$25,5
50
$23,0
50
$24,550 $26,05
0
$22,0
50
$24,5
50
Monthly
cash
balance
-
$1,75
0
$3,25
0
$3,450 $3,550 $6,35
0
$2,45
0
$9,350 $11,05
0
$13,5
50
$15,2
50
CLOSIN
G
BALANC
E
$8,25
0
$11,5
00
$14,950 $18,50
0
$24,8
50
$27,3
00
$36,650 $47,70
0
$61,2
50
$76,5
00
Worst-case scenario
2017-2018 2018-2019
CASH
FLOW
Mar
ch
June Septem
ber
Decem
ber
Mar
ch
June Septem
ber
Decem
ber
Mar
ch
June
OPENIN
G
BALANC
E
$10,0
00
$250 -$3,000 -
$5,550
-
$5,00
0
$1,00
0
-$3,050 $8,300 $5,95
0
$11,5
00
Cash
incoming
$2,00
0
$5,00
0
$2,500 $5,000 $9,00
0
$2,00
0
$2,000 $2,500 $5,00
0
$5,00
0
Sales $1,50 $1,00 $500 $500 $1,50 $1,00 $1,000 $1,000 $1,50 $1,00

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0 0 0 0 0 0
Asset sales $5,80
0
$5,80
0
$4,000 $5,800 $5,40
0
$4,50
0
$3,700 $5,800 $5,80
0
$5,80
0
Debtor
receipts
$8,00
0
$9,50
0
$12,000 $9,800 $10,0
00
$4,50
0
$8,700 $9,800 $7,80
0
$12,0
00
Other
income
$10,0
00
$15,0
00
$15,000 $15,00
0
$15,0
00
$15,0
00
$20,000 $20,00
0
$20,0
00
$20,0
00
Total
incoming
$25,3
00
$31,3
00
$31,500 $31,10
0
$31,9
00
$25,0
00
$33,400 $36,60
0
$35,1
00
$38,8
00
Cash
outgoing
Purchases
(Stock etc)
$6,00
0
$6,00
0
$7,000 $6,000 $6,00
0
$6,00
0
$6,000 $8,000 $8,00
0
$8,00
0
Advertisin
g &
marketing
$2,00
0
$2,00
0
$2,000 $2,000 $2,00
0
$2,00
0
$4,000 $4,000 $4,00
0
$4,00
0
Bank fees
& charges
$1,00
0
$1,00
0
$1,000 $1,000 $1,00
0
$1,00
0
$1,000 $1,000 $1,00
0
$1,00
0
Interest
paid
$4,00
0
$4,00
0
$4,000 $4,000 $4,00
0
$4,00
0
$4,000 $4,000 $4,00
0
$4,00
0
Utilities
(electricity
, gas,
water)
$1,50
0
$1,50
0
$1,500 $1,500 $1,50
0
$1,50
0
$1,500 $1,500 $1,50
0
$1,50
0
Track and $500 $500 $500 $500 $500 $500 $500 $500 $500 $500

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MANAGEMENT
Trace
Lease/loan
payments
$5,00
0
$5,00
0
$4,000 $2,500 $2,00
0
$0 $0 $0 $0 $0
Rent &
rates
$450 $450 $450 $450 $450 $450 $450 $450 $450 $450
Repairs &
maintenan
ce
$500 $500 $500 $500 $1,00
0
$1,00
0
$2,000 $1,000 $1,00
0
$1,00
0
Licensing $100 $100 $100 $100 $100 $100 $100 $100 $100 $100
Insurance $8,00
0
$7,50
0
$7,000 $6,000 $3,00
0
$5,50
0
$4,500 $4,500 $2,00
0
$2,50
0
Superannu
ation
$0 $0 $0 $0 $0 $0 $0 $0 $0 $800
Income
tax
$1,00
0
$1,00
0
$1,000 $1,000 $1,00
0
$2,00
0
$4,000 $8,900 $2,00
0
$11,0
00
Wages
(including
PAYG)
$5,00
0
$5,00
0
$5,000 $5,000 $5,00
0
$5,00
0
$5,000 $5,000 $5,00
0
$5,00
0
Total
outgoing
$35,0
50
$34,5
50
$34,050 $30,55
0
$27,5
50
$29,0
50
$22,050 $38,95
0
$29,5
50
$39,8
50
Monthly
cash
balance
-
$9,75
0
-
$3,25
0
-$2,550 $550 $4,35
0
-
$4,05
0
$11,350 -
$2,350
$5,55
0
-
$1,05
0
CLOSIN
G
$250 -
$3,00
-$5,550 -
$5,000
$1,00
0
-
$3,05
$8,300 $5,950 $11,5
00
$10,4
50

9
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BALANC
E
0 0
Analysis
The key drivers related to cash flow:
Debtor days: The significance is that it displays the number of times an organisation
can collect money from the customers. The improvement of the cash flow can be done by
using proper and effective development of the debtor management.
Creditor days ratio: It signifies the time required for a company to make payments
with the suppliers. The creditor days ration is very important since a company needs to make
payment to their suppliers so that the business can be kept running. A business would like to
maximise the operations by making delays in paying the bills. Despite this as stated by Tidd
and Bessant (2018) the business has its pros and cons. An important factor that needs to be
considered is the loss of goodwill for a company. In a start up business or idea, the best-case
scenario displays, positive monthly cash balance after making payments of the debts. At the
same time court, action against the company can be considered as a feasible action.
Revenue growth: As stated by Biemans (2018) companies prefer to purchase for
power revenue generation. However, only few of the companies tend to realise the issues,
which can be developed from it. Excessive products refer to cash layout. In the case of the
best-case scenario, a balance between the purchasing of new products from the declined
products of an organisation can be showed along with the cash flow in buying new stocks or
for repairing issues. Hence, companies can gain monthly raise in cash. On the other hand, the

10
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worst-case scenario can display a rise in the purchase of the stocks, which can be proved
effective for the company.

11
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Bibliography
Berry, F. S., & Berry, W. D. (2018). Innovation and Diusion Models in Policy Research.
In Theories of the policy process(pp. 263-308). Routledge.
Biemans, W. (2018). Managing innovation within networks. Routledge.
Christensen, C. M., Raynor, M. E., & McDonald, R. (2015). What is disruptive
innovation. Harvard Business Review, 93(12), 44-53.
Dudin, M., Kucuri, G., Fedorova, I., Dzusova, S., & Namitulina, A. (2015). The innovative
business model canvas in the system of effective budgeting. Asian Social
Science, 11(7), 290-296.
Etzkowitz, H., & Zhou, C. (2017). The triple helix: University–industry–government
innovation and entrepreneurship. Routledge.
Jensen, M. B., Johnson, B., Lorenz, E., Lundvall, B. Å., & Lundvall, B. A. (2016). Forms of
knowledge and modes of innovation. The learning economy and the economics of
hope, 155-182.
Joyce, A., & Paquin, R. L. (2016). The triple layered business model canvas: A tool to design
more sustainable business models. Journal of Cleaner Production, 135, 1474-
1486.
Kogan, L., Papanikolaou, D., Seru, A., & Stoffman, N. (2017). Technological innovation,
resource allocation, and growth. The Quarterly Journal of Economics, 132(2), 665-
712.
Lusch, R. F., & Nambisan, S. (2015). Service innovation: A service-dominant logic
perspective. MIS quarterly, 39(1).

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Ovans, A. (2015). What is a business model. Retrieved July, 5, 2016.
Tidd, J., & Bessant, J. R. (2018). Managing innovation: integrating technological, market
and organizational change. John Wiley & Sons.
Toro-Jarrín, M. A., Ponce-Jaramillo, I. E., & Güemes-Castorena, D. (2016). Methodology for
the of building process integration of Business Model Canvas and Technological
Roadmap. Technological Forecasting and Social Change, 110, 213-225.

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Appendix
Business model canvas
Key
partners
Different
groups of
business
BAIC group
Nvidia GPU
venture
Partners
Stakeholders
Key
activities
Mapping
and
location
strategically
Monitoring
of the cars
Proper
driving
guidance
Value
propositions
To be a leader in
building
autonomous car
with HD
mapping
To ensure that
proper guidance
is provided to the
people
Customer
relationships
Sophistication
Safety services
Guiding map
Location
provider
Customer
segments
Businessmen
Travellers
Individuals
Key
resources
Hardware
and software
products and
services
Self-driving
technologies
HD
technologies
Channels
Points of
distribution
Website of the
company
Social
networking sites
Cost structure Revenue stream

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Research and development expense for
HD mapping
Legal cost
Technological cost for the automated cars
Innovation costs
Sales volume increase
Licensing
Robot car