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Chase Corbridge, Mike Wille, Jordan Furniss, Taylor Moss
1
Pain



    Customers Interviewed:



2
Solution




3
Tech comes to home
                     Business model canvas
  only to diagnose
                          construction
      problem
Day     Month   Year




                                                                                                                                                                                                                                                                                                                                                                                                          No.




    Who are our Key Partners?                                           What Key Activities do our Value Propositions require?   What value do we deliver to the customer?                                             What type of relationship does each of our Customer                                                        For whom are we creating value?
    Who are our key suppliers?                                          Our Distribution Channels?                               Which one of our customer’s problems are we helping to solve?                         Segments expect us to establish and maintain with them?                                                    Who are our most important customers?
    Which Key Resources are we acquiring from partners?                 Customer Relationships?                                  What bundles of products and services are we offering to each Customer Segment?       Which ones have we established?
    Which Key Activities do partners perform?                           Revenue streams?                                         Which customer needs are we satisfying?                                               How are they integrated with the rest of our business model?
                                                                                                                                                                                                                       How costly are they?




                                                                        What Key Resources do our Value Propositions require?                                                                                          Through which Channels do our Customer Segments
                                                                        Our Distribution Channels? Customer Relationships?                                                                                             want to be reached?
                                                                        Revenue Streams?                                                                                                                               How are we reaching them now?
                                                                                                                                                                                                                       How are our Channels integrated?
                                                                                                                                                                                                                       Which ones work best?
                                                                                                                                                                                                                       Which ones are most cost-efficient?
                                                                                                                                                                                                                       How are we integrating them with customer routines?




    What are the most important costs inherent in our business model?                                                                                                       For what value are our customers really willing to pay?
    Which Key Resources are most expensive?                                                                                                                                 For what do they currently pay?
    Which Key Activities are most expensive?                                                                                                                                How are they currently paying?
                                                                                                                                                                            How would they prefer to pay?
                                                                                                                                                                            How much does each Revenue Stream contribute to overall revenues?




                                                                                                                                                                                                                                                                                               This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
                                                                                                                                                                                                                                                                                                             To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
                                                                                                                                                                                                                                                                                      or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.




5
Tech comes to home
                     Business model canvas
  only to diagnose                           Not profitable
                          construction
      problem
Pain



    Customers Interviewed:



7
Solution




8
Not financially
    Tech comes to home
                            Business model canvas    feasible with cost
      only to diagnose
                                 construction       structure / revenue
          problem
                                                           stream



    Diagnose auto body
                                                       Too difficult to
    repairs with picture      Visit 10 local auto
                                                      accurately assess
    uploaded to web for           body shops
                                                    damage from a photo
            bid

                           Interviewed:


9
Re-Interviewed:
                   Shadowed:




       15-90                         3-4
minutes per estimate              every day



10
Pain




11
Interviews Confirming Pain :




12
Solution




13
Shops Interviewed:


                            Our
                          Customer




14
15
furnissj	
  

                                                                               Jordan	
  Furniss	
  
Customer	
                     Amount	
         From	
                     Date	
  
                                                                               furnissj@autobid.com	
  

                                                                               Join	
  AutoBid	
  Plus	
  

Smith,	
  John	
               $895.85	
        Geico	
  	
                7	
  Nov	
  2011	
  
                                                                               Account	
  seTngs	
  

                                                                               Sign	
  out	
  


Richards,	
  John	
            $5,336.71	
   State	
  Farm	
   1	
  Nov	
  2011	
  

Petersen,	
  Sco?	
            $2,986.28	
   All	
  State	
                26	
  Oct	
  2011	
  

Wille,	
  Mike	
               $7,542.99	
   Geico	
                       25	
  Oct	
  2011	
  

Liddle,	
  Steve	
  	
  	
     $627.66	
        Bear	
  River	
            25	
  Oct	
  2011	
  	
  

Corbridge,	
  Chase	
   $1,294.45	
   State	
  Farm	
   22	
  Oct	
  2011	
  

Brown,	
  Stephanie	
   $519.07	
               Progressive	
   15	
  Oct	
  2011	
  
furnissj	
  

                             Customer	
                                    Amount	
                                   From	
                                  Date	
  
                             Smith,	
  John	
                              $895.85	
                                  Geico	
  	
                             7	
  Nov	
  2011	
  

Original	
  
Preliminary	
  EsWmate             	
                   	
  Vehicle:	
  1999	
  SUBA	
  Legacy	
  L	
  4D	
  SED	
  4-­‐2.2L-­‐FI	
  Black	
  	
  
Customer:	
  SMITH,	
  JOHN        	
                   	
                      	
                     	
  	
  
Line             	
  OperaWon      	
  DescripWon	
     	
                      	
  Qty                	
  Extended            	
                      	
  Labor           	
  Paint	
  
                 	
                	
                   	
                      	
                     	
  Price	
  $	
  
1  	
  	
  	
    	
  REAR	
  BUMPER	
                   	
                      	
  1.0	
  
2                	
  R&I	
  bumper 	
                   	
                      	
                     	
                      	
                      	
  1.0             	
  	
  
3                	
  Bumper        	
                   	
                      	
                     	
                      	
                      	
  1.0             	
  2.4	
  

Category          	
                 	
                 	
                       	
  Basis                     	
                  	
                  	
  Rate            	
  Cost	
  
Body	
  Labor     	
                 	
                 	
                       	
  2.0	
  hrs	
  	
  	
  @   	
                  	
                  	
  $42/hr          	
  84.00	
  
Paint	
           	
                 	
                 	
                       	
  8.0	
  hrs	
  	
  	
  @   	
                  	
                  	
  $42/hr          	
  302.44	
  
Grand	
  Total    	
  	
  
                  	
                 	
                 	
                       	
                            	
                  	
                  	
                  	
  386.44	
  



   Import	
                     To	
  Audatex	
  
furnissj	
  




    ImporWng…	
  
  EsOmate	
  
Successfully	
  
 Imported!	
  	
  

View	
  in	
  Audatex	
  
Tech comes to home                                Not financially
         to diagnose        Business model canvas    feasible with cost
     maintenance need/           construction       structure / revenue
       collision repair                                    stream



     Diagnose auto body
                                                    Too many variables
     repairs with picture     Visit 10 local auto
                                                     that bids can’t be
     uploaded to web for          body shops
                                                    given from a photo
             bid




 SaaS that can convert                              MVP solves a huge
                            Shadowed body shops
   between all major                                headache for the
                             and created a MVP
  estimating software                                    shops!


19
Time spent by employees re-entering bids
                     Yearly

          $540,000,000
          300 hours/year shop average
          60,000 US body repair shops
20
8 Commitments 3 States

                This is wonderful!
              –Owner, Sergio Martins
     $2.5 M

            When can we start using this?
              –Owner, James Nichols
     $2.5 M

              This is a serious thing for
                 the auto industry.
                 –Owner, Ray Banks

21
     $1 M
Shop Owners Interviewed:
             States:




22
256 shops   85 shops   315 shops   116 shops


23
Day     Month   Year




                                                                                                                                                                                                                                                                                                                                                                                                           No.




     Who are our Key Partners?                                           What Key Activities do our Value Propositions require?   What value do we deliver to the customer?                                             What type of relationship does each of our Customer                                                        For whom are we creating value?
     Who are our key suppliers?                                          Our Distribution Channels?                               Which one of our customer’s problems are we helping to solve?                         Segments expect us to establish and maintain with them?                                                    Who are our most important customers?

                                                                                   *Signing up                                                                                                                                        Personal
     Which Key Resources are we acquiring from partners?                 Customer Relationships?                                  What bundles of products and services are we offering to each Customer Segment?       Which ones have we established?
     Which Key Activities do partners perform?                           Revenue streams?                                         Which customer needs are we satisfying?                                               How are they integrated with the rest of our business model?
                                                                                                                                                                                                                        How costly are they?


                                                                                   clients                                                          Time                                                                              account
                                                                                   *Developing                                                     saving                                                                               reps                                                                                                                         Auto body
                   APU                                                                                                                                                                                                                                                                                                                                                 shops
                                                                                   lean SaaS
                 Solutions
                                                                                                                                                 Eliminate
                                                                                                                                                  human
                                                                         What Key Resources do our Value Propositions require?
                                                                         Our Distribution Channels? Customer Relationships?                         error                                                               Through which Channels do our Customer Segments
                                                                                                                                                                                                                        want to be reached?

                  Estimating                                                                                                                                                                                                    *Sales
                                                                         Revenue Streams?                                                                                                                               How are we reaching them now?
                                                                                                                                                                                                                        How are our Channels integrated?

                                                                                  Software                                                                                                                              Which ones work best?
                                                                                                                                                                                                                        Which ones are most cost-efficient?

                  Software:                                                                                                                                                                                                     groups
                                                                                                                                                                                                                        How are we integrating them with customer routines?


                                                                                  platform
                   *Audatex                                                                                                                  Increase
                     *CCC                                                                                                                  Productivity                                                                         *Direct
                   *Mitchell                                                                                                                                                                                                    sales


     What are the most important costs inherent in our business model?
                                                                                     Hosting and                                                                             For what value are our customers really willing to pay?
     Which Key Resources are most expensive?
     Which Key Activities are most expensive?
                                                                                                                                                                             For what do they currently pay?
                                                                                                                                                                             How are they currently paying?                                    Monthly                                                                                   Pay per
                                                                                    Development                                                                              How would they prefer to pay?
                                                                                                                                                                             How much does each Revenue Stream contribute to overall revenues?

                                                                                                                                                                                                                                              recurring                                                                                    use
                                                                                                                                                                                                                                                 fee

                                                                                                                                                                                                                                                                                                This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
                                                                                                                                                                                                                                                                                                              To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
                                                                                                                                                                                                                                                                                       or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.




24
Worldwide
                    $1.5 Billion / year
                    $199/month * 625,000 shops


     TAM
                    North America, Europe, China
       SAM          $816 Million / year
                    $199/month * 340,000 shops



           Target
           Market           Largest 10%
                     $81 Million / year
                     $199/month * 34,000 shops



25
Lessons Learned
             Build an MVP asap

              Shadow to Learn

                  Fail Fast

     Flaws cannot be Hidden in the Canvas




26
Chase Corbridge – CEO              Advisors
     •  Security One                    Scott Petersen-Industry Advisor

     •  Bulls Eye Pest Control
                                        Robert Wille- Technical Advisor
     •  Incite Marketing
                                        James Nichols- Industry Expert
     Mike Wille - CTO
     •  Bamboo Forever                  Peter Hamilton – Programmer RoR
     •  Raging Bull Marketing
     •  Platinum Protection

     Jordan Furniss - COO
     •  Vivint
     •  Façade Clothing
     •  Dowser
     Taylor Moss – VP of Sales / front end web developer
     •  Klymit
     •  TruConnect Mobile
     •  Oak Strategy Partners
27
Chase Corbridge, Mike Wille, Jordan Furniss, Taylor Moss
28
“The Big 3”
      There are presently five companies in the United States that  
       sell Estimatics: CCC, Mitchell, Audatex, Web-Est LLC (“Web-
      Est”), and Applied Computer Resources, but the three major
     competitors in the Estimatics market today are CCC, Audatex
      and Mitchell, which collectively hold the lion’s share of the
     market — approximately 99% — thus earning the nickname, the
                               “Big Three.”

        From the FTC’s documentation of their case against CCC.
                   http://www.ftc.gov/os/caselist/
             0810155/090309cccmitchellpublicopinion.pdf


29
$90,000,000
     $80,000,000
     $70,000,000
     $60,000,000
     $50,000,000                                        Sales
     $40,000,000                                        COGS

     $30,000,000                                        Gross Profit

     $20,000,000
     $10,000,000
             $0
                   2012   2013   2014   2015    2016


     $90,000,000
     $80,000,000
     $70,000,000
     $60,000,000
     $50,000,000                                          Sales
     $40,000,000                                          Gross Profit
     $30,000,000                                          Net Income
     $20,000,000
     $10,000,000
              $0
                   2012   2013   2014    2015    2016
30
The CIECA suite of exchange standards/messages are based on XML,
      eXtensible Markup Language. The strength of XML is that it provides a
      generic way to process data on the internet and an efficient way to transfer
      data between applications and business partners.
      CIECA refers to these standards/messages as the BMS (Business Message
      Specification). In the Collision Repair Industry, CIECA BMS/XML provides a
      foundation for real-time exchange of data between repairers, insurers, car
      rental companies, parts & materials providers, and more.
      Implementing the BMS standards within the collision repair industry results
      in more efficiencies, consistencies, cost savings, and vehicle owner
      satisfaction - saving the industry time, effort, money, and customers.

      The BMS/XML includes messages for transactions relative to Vehicle Damage,
      Glass, Rental, Salvage Assignments, Estimates, Salvage Dispositions,
      Attachments (images), Parts and Materials Procurement, Repair Status,
      Authorizations, Invoicing & Statements, Rental Locations, and Subrogation.
      Twice annually CIECA produces a Release Package which includes the BMS,
      the XML schema, and the Code Lists. This provides developers and business
      partners with predictable systems development cycles
     http://www.youtube.com/watch?feature=player_embedded&v=PwL3FnRBHtQ
31
SEMA Show takes place October 30 - November 2, 2012 at the Las Vegas
     Convention Center.
     The SEMA Show is the premier automotive specialty products trade event
     in the world. It draws the industry’s brightest minds and hottest products
     to one place, the Las Vegas Convention Center. In addition, the SEMA
     Show provides attendees with educational seminars, product
     demonstrations, special events, networking opportunities and more.

     SEMA Show 2011 drew more than 60,000 domestic and international
     buyers. The displays are segmented into 12 sections, and a New Products
     Showcase featured nearly 1,500 newly introduced parts, tools and
     components. In addition, the SEMA Show provides attendees with
     educational seminars, product demonstrations, special events,
     networking opportunities and more…
32
APU Solutions is the technology leader for the insurance,
      collision-repair and alternative parts-supply industries.


      APU's web-based network provides nationwide parts
      availability, quality, pricing and procurement, plus tools to
      track and manage Alternative Parts Utilization.


     • PartsNetwork
     • SubroNetwork
     • TotalLossNetwork
     • DataNetwork
33
Employee work time spent on entering estimates
     * 50 min/bid * 30 bids/month = 25 hours/month
     * 25 hours * 12 months/year = 300 hours/year
     * $30/hour * 300 hours = $9,000 year per shop
     * $9,000/shop * 60,000 shops = $540,000,000




34
Specifications:
     Estimating industry just beginning to embrace SaaS
     estimating platforms. Wide open spaces for SaaS solutions
     that improve the functionality of these estimating
     platforms.

     Peter Hamilton – Back-end engineer
     140 hours to working MVP
     1-2 months
     Ruby on Rails development of the XML code




35

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Auto bid final presentation

  • 1. Chase Corbridge, Mike Wille, Jordan Furniss, Taylor Moss 1
  • 2. Pain Customers Interviewed: 2
  • 4. Tech comes to home Business model canvas only to diagnose construction problem
  • 5. Day Month Year No. Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. 5
  • 6. Tech comes to home Business model canvas only to diagnose Not profitable construction problem
  • 7. Pain Customers Interviewed: 7
  • 9. Not financially Tech comes to home Business model canvas feasible with cost only to diagnose construction structure / revenue problem stream Diagnose auto body Too difficult to repairs with picture Visit 10 local auto accurately assess uploaded to web for body shops damage from a photo bid Interviewed: 9
  • 10. Re-Interviewed: Shadowed: 15-90 3-4 minutes per estimate every day 10
  • 14. Shops Interviewed: Our Customer 14
  • 15. 15
  • 16. furnissj   Jordan  Furniss   Customer   Amount   From   Date   furnissj@autobid.com   Join  AutoBid  Plus   Smith,  John   $895.85   Geico     7  Nov  2011   Account  seTngs   Sign  out   Richards,  John   $5,336.71   State  Farm   1  Nov  2011   Petersen,  Sco?   $2,986.28   All  State   26  Oct  2011   Wille,  Mike   $7,542.99   Geico   25  Oct  2011   Liddle,  Steve       $627.66   Bear  River   25  Oct  2011     Corbridge,  Chase   $1,294.45   State  Farm   22  Oct  2011   Brown,  Stephanie   $519.07   Progressive   15  Oct  2011  
  • 17. furnissj   Customer   Amount   From   Date   Smith,  John   $895.85   Geico     7  Nov  2011   Original   Preliminary  EsWmate    Vehicle:  1999  SUBA  Legacy  L  4D  SED  4-­‐2.2L-­‐FI  Black     Customer:  SMITH,  JOHN           Line  OperaWon  DescripWon      Qty  Extended    Labor  Paint            Price  $   1         REAR  BUMPER      1.0   2  R&I  bumper            1.0     3  Bumper            1.0  2.4   Category        Basis      Rate  Cost   Body  Labor        2.0  hrs      @      $42/hr  84.00   Paint          8.0  hrs      @      $42/hr  302.44   Grand  Total                    386.44   Import   To  Audatex  
  • 18. furnissj   ImporWng…   EsOmate   Successfully   Imported!     View  in  Audatex  
  • 19. Tech comes to home Not financially to diagnose Business model canvas feasible with cost maintenance need/ construction structure / revenue collision repair stream Diagnose auto body Too many variables repairs with picture Visit 10 local auto that bids can’t be uploaded to web for body shops given from a photo bid SaaS that can convert MVP solves a huge Shadowed body shops between all major headache for the and created a MVP estimating software shops! 19
  • 20. Time spent by employees re-entering bids Yearly $540,000,000 300 hours/year shop average 60,000 US body repair shops 20
  • 21. 8 Commitments 3 States This is wonderful! –Owner, Sergio Martins $2.5 M When can we start using this? –Owner, James Nichols $2.5 M This is a serious thing for the auto industry. –Owner, Ray Banks 21 $1 M
  • 23. 256 shops 85 shops 315 shops 116 shops 23
  • 24. Day Month Year No. Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? *Signing up Personal Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? clients Time account *Developing saving reps Auto body APU shops lean SaaS Solutions Eliminate human What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? error Through which Channels do our Customer Segments want to be reached? Estimating *Sales Revenue Streams? How are we reaching them now? How are our Channels integrated? Software Which ones work best? Which ones are most cost-efficient? Software: groups How are we integrating them with customer routines? platform *Audatex Increase *CCC Productivity *Direct *Mitchell sales What are the most important costs inherent in our business model? Hosting and For what value are our customers really willing to pay? Which Key Resources are most expensive? Which Key Activities are most expensive? For what do they currently pay? How are they currently paying? Monthly Pay per Development How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? recurring use fee This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. 24
  • 25. Worldwide $1.5 Billion / year $199/month * 625,000 shops TAM North America, Europe, China SAM $816 Million / year $199/month * 340,000 shops Target Market Largest 10% $81 Million / year $199/month * 34,000 shops 25
  • 26. Lessons Learned Build an MVP asap Shadow to Learn Fail Fast Flaws cannot be Hidden in the Canvas 26
  • 27. Chase Corbridge – CEO Advisors •  Security One Scott Petersen-Industry Advisor •  Bulls Eye Pest Control Robert Wille- Technical Advisor •  Incite Marketing James Nichols- Industry Expert Mike Wille - CTO •  Bamboo Forever Peter Hamilton – Programmer RoR •  Raging Bull Marketing •  Platinum Protection Jordan Furniss - COO •  Vivint •  Façade Clothing •  Dowser Taylor Moss – VP of Sales / front end web developer •  Klymit •  TruConnect Mobile •  Oak Strategy Partners 27
  • 28. Chase Corbridge, Mike Wille, Jordan Furniss, Taylor Moss 28
  • 29. “The Big 3” There are presently five companies in the United States that   sell Estimatics: CCC, Mitchell, Audatex, Web-Est LLC (“Web- Est”), and Applied Computer Resources, but the three major competitors in the Estimatics market today are CCC, Audatex and Mitchell, which collectively hold the lion’s share of the market — approximately 99% — thus earning the nickname, the “Big Three.” From the FTC’s documentation of their case against CCC. http://www.ftc.gov/os/caselist/ 0810155/090309cccmitchellpublicopinion.pdf 29
  • 30. $90,000,000 $80,000,000 $70,000,000 $60,000,000 $50,000,000 Sales $40,000,000 COGS $30,000,000 Gross Profit $20,000,000 $10,000,000 $0 2012 2013 2014 2015 2016 $90,000,000 $80,000,000 $70,000,000 $60,000,000 $50,000,000 Sales $40,000,000 Gross Profit $30,000,000 Net Income $20,000,000 $10,000,000 $0 2012 2013 2014 2015 2016 30
  • 31. The CIECA suite of exchange standards/messages are based on XML, eXtensible Markup Language. The strength of XML is that it provides a generic way to process data on the internet and an efficient way to transfer data between applications and business partners. CIECA refers to these standards/messages as the BMS (Business Message Specification). In the Collision Repair Industry, CIECA BMS/XML provides a foundation for real-time exchange of data between repairers, insurers, car rental companies, parts & materials providers, and more. Implementing the BMS standards within the collision repair industry results in more efficiencies, consistencies, cost savings, and vehicle owner satisfaction - saving the industry time, effort, money, and customers. The BMS/XML includes messages for transactions relative to Vehicle Damage, Glass, Rental, Salvage Assignments, Estimates, Salvage Dispositions, Attachments (images), Parts and Materials Procurement, Repair Status, Authorizations, Invoicing & Statements, Rental Locations, and Subrogation. Twice annually CIECA produces a Release Package which includes the BMS, the XML schema, and the Code Lists. This provides developers and business partners with predictable systems development cycles http://www.youtube.com/watch?feature=player_embedded&v=PwL3FnRBHtQ 31
  • 32. SEMA Show takes place October 30 - November 2, 2012 at the Las Vegas Convention Center. The SEMA Show is the premier automotive specialty products trade event in the world. It draws the industry’s brightest minds and hottest products to one place, the Las Vegas Convention Center. In addition, the SEMA Show provides attendees with educational seminars, product demonstrations, special events, networking opportunities and more. SEMA Show 2011 drew more than 60,000 domestic and international buyers. The displays are segmented into 12 sections, and a New Products Showcase featured nearly 1,500 newly introduced parts, tools and components. In addition, the SEMA Show provides attendees with educational seminars, product demonstrations, special events, networking opportunities and more… 32
  • 33. APU Solutions is the technology leader for the insurance, collision-repair and alternative parts-supply industries. APU's web-based network provides nationwide parts availability, quality, pricing and procurement, plus tools to track and manage Alternative Parts Utilization. • PartsNetwork • SubroNetwork • TotalLossNetwork • DataNetwork 33
  • 34. Employee work time spent on entering estimates * 50 min/bid * 30 bids/month = 25 hours/month * 25 hours * 12 months/year = 300 hours/year * $30/hour * 300 hours = $9,000 year per shop * $9,000/shop * 60,000 shops = $540,000,000 34
  • 35. Specifications: Estimating industry just beginning to embrace SaaS estimating platforms. Wide open spaces for SaaS solutions that improve the functionality of these estimating platforms. Peter Hamilton – Back-end engineer 140 hours to working MVP 1-2 months Ruby on Rails development of the XML code 35