BioInvaders, GP

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1






BioInvaders, GP






General Partner:
Brett N. Scott


Sub Partner: Brandon J. Scott




April 3, 2011



2


Table of Contents

Table of Contents:





Page 2

Mission Statement:





Page 3

Executive Summary:






Page 3

Primary Idea:






Page 3

Opportunity:






Page 3

Operations:






Page 5

Service:






Page 5

Company Description:





Page 5

Ownership and Management:




Page 5

Web
-
Site:






Page 6

Web
-
Site Logic :





Page 10

Marketing:






Page 11

Value Proposition:





Page 11

Market Attractiveness:





Page 11

Marketing/Sales Strategy and Competition
:


Page 12

History, Evolution, and Expansion of the Idea:


Page 12

Competitive Advantage:




Page 12

Market Analysis:





Page 12

Competitors:






Page 12

Marke
ting Strategy:





Page 13

Financing:






Page 14

Funding Request:





Page 17

Appendix:






Page 18


3


Mission:

To connect

those who collect

with
those who buy invasive species laboratory specimens
:
bioremediation.

Executive Summary:


BioInvaders

began on
April 1
st
, 2009
. The
Founding partners are Brett Scott (85% ownership),
General Partner, and Brandon Scott (15% ownership), Sub Partner
.
BioInvaders has two

employee
s

and
is located in Houston, Texas.
BioInvaders is currently based

on computer equipment owned by
the firm
and a domain name purchased through GoDaddy.com
.
BioInvaders is a market maker for collectors and
users of invasive species laboratory specimens. BioInvaders does not have a bank account
.
BioInvaders
is the firs
t firm to create a marketplace for the direct trade of invasive species by gatherers and
dissectors
, thus accomplishing bioremediation
.


Primary Idea
:

BioInvaders

is a for
-
profit company that generates revenue by
incentivizing Scientists to collect
invasiv
e species from the environment and selling them to schools as laboratory specimens
.


The firm is
exploring the potential of providing a service to connect teachers with grant funding entities to generat
e
funds to assist teachers in budgeting

for a
BioInva
ders specimens
.

What makes
BioInvaders

an environmentally friendly company? We have iterated a market
mechanism that capitalizes on an environmentally conscious operation while generating sustainable
products both in the business and ecological sense.
Further, we increase young life science students’
awareness of global environmental issues such as biodiversity, invasive species biology, and systematics.
The idea for
BioInvaders

came as an epiphany to pursue profits in a manner that resulted in a posit
ive
and socially conscious outcome.

Sustainability includes three dimensions: people, planet, and profit. The people component of
the equation will be covered through
BioInvaders
’s educational value. The firm’s products will also
satisfy animal rights g
roups, such as PETA, which normally oppose the use of live specimens in the
laboratory.
Life
-
science and pharmaceutical companies will have risk reduction as far as biodiversity and
their research and going interests are concerned.
Indirectly, taxpayers
will receive more utility because
expenditure in the habitat restoration sciences will be reduced during the process and eliminated after
complete annihilation of

the invasive specimens
. Not to mention the taxes that
BioInvaders

will
generate along with t
he economies in education expenditure that can be achieved once every school in
America is using
BioInvaders specimens for laboratory exploration
. By linking an environmental problem
with a business solution humanity will be muc
h better off and shareholde
r value will be maximized
.

Opportunity
:

Sustainability is rapidly gaining importance as one of the most pressing developmental issues
faced by humanity in the twenty
-
first century. The rapid distribution, proliferation, adaptation, and use
of knowledge is

critical to the human species as we seek to adjust our lifestyles, societies, and economic
4


systems to meet our current needs while ensuring the availability of resources for future generations to
meet their own needs. The sustainability initiative is cur
rently dominated by a lot of philosophies that
are only concerned with cost and risk reduction. There are a few emerging businesses that provide
products and services with a sustainable dimension, but the main thrust of sustainable development
remains lar
gely in the hands of government and non
-
profit institutions. Further, firms that focus on
sustainable issues are largely concerned with matters of global warming, including carbon sequestration,
alternative energy, and carbon cap
-
and
-
trade to name a few.

Thus,
BioInvaders

capitalizes on the
emerging trends for institutional investors and big business to invest in a sustainable future while
exploiting an unexplored market niche in both the instructional laboratory supply and habitat
restoration businesses.

Biologists worldwide regard invasive species, habitat destruction, and environmental risk as the
main threats to biodiversity. In America alone, there are over 6,500 non
-
indigenous species that pose
risk to native species, ecosystems, and biome health.

According to the USGS, “The current annual environmental, economic, and health
-
related costs
of invasive species exceed those of all other natural disasters combined.” (Source, Sensitive Company
Property). A number of government and non
-
profit institution
s are focused on the detection,
assessment, monitoring, and understanding of newly established invaders. But these entities lack the
resources to innovate, manage, and remove the species from the environment. That is where
BioInvaders

comes in. We will
exploit business ideas and combine them with solid environmental
management principles to create a positive impact in the ecosystem while generat
ing maximum return
for the partners
.

BioInvaders

will attempt to exploit a favorable gap between the maturity o
f invasive species
research, the need for instructional laboratory specimens, and the general trend towards corporate
social responsibility. The firm will also attempt to influence policymakers to redirect expenditures to
favor our business model. Howeve
r, intimate knowledge of the customer leads us to believe that
marketing on the sustainable value alone will be enough to persuade eco
-
issue conscious biology
teachers to buy our product.




5


Operations:

Service
:

BioInvaders makes a market for the direct tr
ade of invasive species laboratory specimens
.
Using
an auction pricing structure, collectors and users of invasive species can sell and buy specimens on the
BioInvaders website
.
BioInvaders provides an outlet for those who gather invasive specimens and t
hose
who dissect invasive species
.

Company Description
:

BioInvaders

ma
tches invasive species collectors and users

based on
specimen and price.



Figure 1. The
BioInvaders

Business System shows the flow of Capital

between the customers and the
firm,

and

the flow of

Invasive Specimens

between

the customers
.

Ownership and Management
:


BioInvaders

is owned and managed by Brett N. Scott

and Brandon J. Scott
.
BioInvaders is a
General Partnership

located in Houston, Texas.
Brett Scott owns 85% of the part
nership and Brandon
Scott the remaining 15%.


BioInvaders interacts with collectors and users of invasive species
.



6


Interaction through BioInvaders is intuitive. Starting with the BioInvaders homepage, both
collectors and dissectors of invasive species

u
se e
-
mail to register and maintain accounts.


Figure 2
. The
BIOINVADERS

Homepage shows the interface that greets customers each and every time
they interact with the firm on the internet.

After registering, customers are asked whether they are
collectin
g or dissecting invasive species
.


Figure 3
. The
Collector/Dissector

Page should only be encountered by each customer once, and
determines how they will interact with the website thereafter by directing them to the applicable page.

7


BioInvaders

maintains
control over usage of the system by customers, both
collectors and
dissectors
, by way of administrative tools which are built into the website. Only
BioInvaders

administrators can see both
Collector and Dissector

information.


Figure 4
. The
BioInvaders

administrators can track the most important statistics pertaining to the
business online: especially the Accounts.

Collectors are half of the

source of revenue generation for the firm. The
Collector web
-
page
allows them

to edit contact information, sche
dule
collection events, determine prices, rate users
,
contact
collaborators
, and
manage
the bank account through which
do business with BioInvaders
.

8



Figure 6. The
Collector page generates half the revenue for BioInvaders

and provides an ea
se of
interact
ion; including specimen

offering and
collection
scheduling, bank account information,
co
llaborators
, contact information, and rating.


The web
-
pages that
collectors and dissectors

view have attractive features. Th
e rating system
allows collectors to rate
dissectors based on payment and delivery,

and visa versa.
Collaborator and Lab
Partner

interaction gives BioInvaders

a social media edge. The
sliding price/specimen

meters give
customers a match when there is alignment between what the
dissector

wants
to

pay and for what the
collector is willing to sell
.

The
collection scheduler

is the final piece of
technology that makes it possible
for collectors and dissectors to cooperate on specimen delivery
.


9


The Dissector web
-
pages give the invasive species users

sim
ilar functionality as the Collectors

including contact with “
Lab Partners
” and managing the bank account through which they
pay
.
Various
methods of payment are available
.
Invasive species specimen deliveries are only offered to Dissectors
when applic
able parameters match with the Collector
.


Figure 7
. The
Dissector page gives invasive species specimen users

the opportunity t
o find specimen
matches based on species, schedule, price
, and rating; and allows them to interact with
Collaborators
.




10


The web
-
site provides an ease of interaction for the customers and a logic that provides the
firm with strictest control at all times. A similar phone system gives those without access to the internet
the opportunity to
collect and dissect invasive speci
es
.


Figure 8. Web
-
Site Logic illustrates how the information flows on the internet including administrator
and customer access to information therein.

11


Marketing:

Value Proposition
:

For teachers from middle
-
school through college,
BioInvaders

offers the

most sustainable,
humane, and instructional laboratory specimens among all educational suppliers. Teachers that spend
their budget on a
BioInvaders

product will directly contribute to bioremediation and habitat restoration:
something they can’t buy anyw
here else.

For Scientists who collect Invasive Species, BioInvaders offers
a marketplace for the trade in specimens…the first of its kind.

Market Attractiveness
:

BioInvaders will use a service business model and will seek synergies where appropriate to
ac
hieve economies. The firm will account for unexpected occurrences and i
ncongruities

in the market
by maintaining an active research and development program to continue to search for innovative ways
to achieve environmental outcomes through economic means.

Fuel consumption will be minimized to
manage for environmental risk. Carbon
emissions (measured through fuel consumption, plastic
packaging materials, electricity usage, and shipping) are offset through global climate exchange
resources as well as annua
l company tree plantings.

The population in the United States is expecting greater value for its education dollar. The
intellectual climate today dictates that these outcomes be met in a socially conscious manner.
Consumers are becoming aware of the envi
ronmental dimension of a products value, and teachers as
consumers will be persuaded by similar factors. Knowledge of invasive species distribution is constantly
expanding, proliferating, and becoming accessible. By exploiting these favorable market cond
itions,
BioInvaders will forge an entirely new market while maintaining a large share of the profit pool.


12


Marketing/Sales Strategy and Competition
:

A preliminary nationwide market research survey was conducted in order to gauge teachers’
demand for
BioIn
vaders
’s innovative product. Over 95% of teachers responding said that given two
equally priced educational experiments, they would invest their budget into the more environmentally
impactful product. A similar proportion of teachers indicated that they
would even be willing to pay
more money for a kit they knew was helping the environment. The teachers surveyed indicated a range
of funds between $500
-
$28,000/yr which could be spent on laboratory products.

Although there are a few firms in the educational supply field which could be competitors with
BioInvaders
, a number of opportunities for market penetration are identifiable.
BioInvaders

differentiates itself in the marketplace based on the ethics by whic
h
the specimens are produced
. The
company will provide an alternative to producers that sacrifice animals only in the name of profit. The
products are endorced

by professors f
rom distinguished universities.

History, Evolution, and Expansion of the Idea
:


The evolution of the BioInvaders concept can be accurately characterized as a task unification
and a
ttribute dependency

model. By combining the environmental, education, and profit value into one
business we will help solve global problems and provide sc
hools with quality products. The service
model of the business grew outward from the core bioremediative product idea. By examining ways
that teachers interacted with students, products, experiments, tests, grading, and teaching assistants,
we developed
ideas to stimulate demand for our core
, invasive specimens
. The services will be
delivered through the website

and over the phone

and are intended to provide a value
-
added
dimension.

Competitive Advantage:

Sustainable competitive advantage can be achiev
ed in a number of ways. First will be brand
recognition: everyone will recognize the BioInvaders product and service model. Copy
-
cats will be
punished by the market. Second will be the expansion into specimens made from parts recycled
materials from sl
aughterhouses.

Market Analysis
:

BioInvaders

makes a market for
Gatherers and Users of Invasive Species
. The
Educational and
Scientific specimen

market is growing, and while
BioInvaders

creates its own niche
,

the firm stands to
capture substantial value i
n the existing market. The target m
arket is Collectors and Dissectors of
Invasive Species specimens
.

Competitors of
BIOINVADERS

are as follows:

1.


Education Laboratory Suppliers

2.


Teachers Self Made Kits

3.

Virtual Dissections

13


Marketing
Strategy
:

BioInvaders:
Contracts a third party marketing service to penetrate the market complet
ely;

A
dvertise
s

the invasive species specimens through the most effective

channels;

Grow
s

t
he market by
educating Scientists and Teachers to be Collectors and Dissectors of invasive

species;

Create
s

a cult
ure
of safety;

Enforce
s

the safe culture to

substantiate advertising. BioInvaders

uses the following tactics to
grow: advertising,
third party marketing
, print media, and public relations.





14




Financing:

BioInvaders

rationally invest
s

Capital and derive
s

maximal returns, soonest,
while

maintaining
strictest Capital control especially the delive
ry of profit to the Partners, Brett Scott and Brandon Scott
.
Init
ial research indicates that BioInvaders

require
s

$
22,000

to

start
-
up, $11
,000 of which the firm invests

with the remainder banked in risk free accounts. Sources of Capital are to be determined.

Collectors pay
BioInvaders

½ of the revenue generated from the sale of an invasive species
specimen
.
Dissectors pay
Bio
Invaders

a fee equivalent to 100% of the price of a specimen
.
Thus,
BioInvaders captures ½ of the total utility of an invasive species specimen transaction.
The revenue
stream consists of

2 parts: The Collector fee and The Dissector fee.



Figure 9.

The Revenue Utility illustration details the Fee structure, as percent of total utility that
compris
es the Revenue Structure of BioInvaders
.



0%
20%
40%
60%
80%
100%
120%
Utility
Collector
Utility
Collector
Pay
Collector
Fee
Dissector
Utility
Dissector
Price
Dissector
Fee
$ Revenue Utility

$ Revenue Utility
Utility

Collectors

Dissectors

15


Marginal costs occur in four parts: use, marketing, pay, and overhead.
BioInvaders

continually
seeks to minim
ize cost.


Figure 10. The Cost Utility illustration demonstrates a breakout of marginal Costs, as a percent of total
utility, which
BioInvaders
incurs during operations.



16



The Appendix contains the Pro
-
Forma financial projections for BioInvaders, inclu
ding: Start
-
up
Expenses, Opening Day Balance Sheet, Projected Balance Sheet, Loan Amortization Schedule, Breakeven
Analysis, Cash Flows, Profit and Loss (5 Years), and Sales Projections.

Start
-
up costs occur from these necessary items:

Employees: Two

Wag
es:

$50/hour with most incentives

Website:
Collectors, Dissectors
, Bank Accounts, Credit Cards, Communication, and Scheduling

Phone System: Same functionality as the website

Doing Bu
siness As Fictionous Name: BioInvaders

Business

Form:
General
Partnership

Insurance: Liability

Bank Accounts: Named Accounts


Funding Request:


BioInvaders

is seeking $
22,000

of start
-
up Capital.

Over the first five years of operation,
BioInvaders

requires $
11,000

per year to cover operational costs which the firm

will generate internally

after starting
-
up. BioInvaders

will use $11
,000 of the start
-
up Capital to cover
initial costs while banking
$11
,000 in risk free accounts to offset risk due to variance.



17


Appendix:

The following four illustrations are the curre
nt financial statements for BioInvaders.

Balance Sheet








Assets



Liability and Owns



Cash

$0

Liabilities



Accounts Receivable

$0

Notes Payable

$0

Depreciable Assets

$0

Accounts Payable

$0

Fixed Assets

$
22,000


Total Liabilities

$0





Owns







Valuation

$22,000






Retained Earnings

$0





Total Owns

$22,000


Total Assets

$22,000


Total Liability and Owns

$2
2,000


Appendix Figure 1. The Balance Sheet describes Total Assets, Liabilities, and Owns of BioInvaders.

Income
Statement








Debit

Credit

Revenues









Gross Revenue



$0









Expenses









Total Expenses



$0

Net Income





$0

Appendix Figure 2. The Income Statement shows the most up
-
to
-
date information about BioInvaders’
net income.

18



Statement of Retained Earnings





Retained Earnings

$0



Net Income

$0

Retained Earnings



$0


Appendix Figure 3. The Statement of Retained Earnings describes the sum of Retained Earnings and Net
Income of BioInvaders.

Statement of Money Flows




Money Flows from Financing

$0



Money Flows from Investing

$0



Money Flows from Operations

$0

Money Flow



$0


Appendix Figure 4. The Statement of Money Flows shows the current money flow through the firm,
BioInvaders.




19



Appendix Figures 5
and 6. The Start
-
up Expenses and Opening Day balance sheet detail exactly where
all funds will go at the beginning of BioInvaders.


20



Appendix Figure 7. The Projected Balance Sheet of BioInvaders shows the balance sheet for two years.

21



Appendix
Figure 8. The Loan Amortization Schedule details exactly when and how BioInvaders pays
back money loaned to the firm.


22



Breakeven Analysis




BioInvaders












Cost Description

Fixed Costs ($)


Variable Costs (%)

Variable Costs




Marketing



10.0%

Use



2.0%

Pay



2.0%

Overhead



1.0%





Fixed Costs




Maintenance


$ 500



Advertising


$ 5,000



Accounting and legal


$ 800



Insurance


$ 1,000



Interest


$ 1,081



Principal portion of debt payment


$ 22,000







Total Fixed Costs


$ 30,381







Total Variable Costs





15%









Breakeven Sales level =

35742




Appendix Figure 9.

The Breakeven Analysis shows exactly how many units need to be sold for
BioInvaders to go into the black.


23



Appendix Figure 10. The Cash Flows projection shows a month by month breakdown of expected cash
flows into BioInvaders including a positive cash

flow in the first month. Exactly $11,000 of cash is
needed to get the firm operational with an additional $11,000 reserved for contingencies.


24




Appendix Figure 11. The Statement of Profit and loss details the net income of BioInvaders

for the first 5
years of operations.


25



Appendix Figure 12. The Sales Forecast shows the volume and dollar values of average sales for the first
12 months of BioInvaders.


26


BRETT NATHANIEL SCOTT

626 Winter Oaks Dr.


Houston, TX 77079 | 281
-
658
-
8579 |
ivyvault@yahoo.com



EDUCATION

Rady School of Management, University of California San Diego

Master of Business Administration 2006
-

2009

Cornell University, College of Arts and Sciences, Ithaca, NY

B.A. Biology: concentration in Neurobiology and
Behavior 1998
-

2002

Varsity Letter: Track and Field

EXPERIENCE

Guess Retail Incorporated
, Los Angeles, CA

Sales Management and Loss Prevention, December 2008


March 2011

Managed a sales team of eighteen associates. Scheduled employees for sales floor
co
verage. Sold quality clothing and other retail products. Throughput high volumes of
inventory. Improved year over year sales metrics. Safed product through the application of
loss prevention protocol.


Allele Biotechnology and Pharmaceuticals
, San Diego
, CA

Business Development/Sales Consultant, December 2006


March 2007

Marketed innovative biotechnologies. Budgeted strategic investments. Modeled the firm’s
financial architecture. Re
-
engineered business processes. Bought economical and effective
inputs
. Sold quality and valued products. Strengthened customer relationships. Sought new
business opportunities.

Environmental Associates Limited
, Ithaca, NY

Sales/Project Manager, March 2004


August 2006

Increased revenues from the sales of contract laborato
ry services. Garnered new clients.
Managed a team of three sales representatives. Created innovative ways to add value for our
customers. Represented the company at scientific and industry meetings. Researched,
developed, and marketed microbiology services
. Achieved proficiency in a wide array of EPA
certified methods. Recruited and trained new employees.

Cornell University, Department of Biomedical Sciences


Research Assistant, May 2002


March 2004

Explored a variety of topics concerning epithelial transport pathways in the yellow fever
mosquito, Aedes aegypti. Combined diverse techniques such as the fluid secretion assay of
Ramsay, electron
-
microprobe analysis of secreted fluid, and two electrode vo
ltage clamp.
Authored two papers and collaborated on two additional projects. Presented posters at
scientific meetings.

Animal/Cell Physiology, Genomics Experimentation Assistant

Developed instructional genomics and physiology experiments. Collaborated wit
h faculty
members in the development of a new course and participated in the inaugural semester.
Supervised students in the use of live animals in laboratory research. Authored an
experiment concerning two electrode voltage clamp methods.

Cornell Universit
y, Department of Entomology


Research Assistant, May 2001


May 2002

Collected data for a variety of entomology experiments such as the biomagnification of Bt
corn toxins in soil arthropods. Co
-
authored a paper on the subject of soybean aphids in New
York
State. Led a team of five students in daily
BioInvaders
.

27


PUBLICATIONS

Scott, Brett N., Ming
-
Jiun Yu, Lenora W. Lee, and Klaus W. Beyenbach. Mechanisms of K+
transport across basolateral membranes of principal cells in Malpighian

tubules of the yellow
fever mosquito, Aedes aegypti. Journal of Experimental Biology. 207 (10): 1655
-

63, 2004.

Massaro, Richard C., Lenora W. Lee, Ankit B. Patel, Daniel S. Wu, Ming
-
Jiun Yu, Brett N.
Scott, David A. Schooley, K.M. Schegg, Klaus W. Beyenb
ach. The mechanism of action of
the antidiuretic peptide Tenmo ADFa in Malpighian tubules of Aedes aegypti. Journal of
Experimental Biology. 207 (16): 2877
-
88, 2004.

Losey, John E., J. Keith Waldron, E. Richard Hoebeke, Lee E. Macomber, and Brett N. Scott.

First record of the soybean aphid, Aphis glycines Matsumura (Hemiptera: Sternorrhyncha:
Aphididae), in New York. The Great Lakes Entomologist. 35 (2): 101
-
105, 2002.