A conceptual proposal for the development of a fully non-polluting personal transport vehicle.

1. H CAR -
Higher Fidelity Prototype and
Marketing
H-CAR TEAM – LEADER KARINA VISSONOVA / Members Bernard Kwok, Faisal Arslan, Jared C., Arv Hardin Stanford
1 12/3/2012
University On-Line Crash Course in Creativity Fall 2012

2. H CAR / EccoCar TEAM
H-CAR TEAM – LEADER KARINA VISSONOVA / Members Bernard Kwok, Faisal ArsAlan, Jared C., Arv Hardin
2 12/3/2012
Stanford University On-Line Crash Course in Creativity Fall 2012

3. H CAR Team Approach – Scientific
Method: We followed the basics of – the Course Lecture
H-CAR TEAM – LEADER KARINA VISSONOVA / Members Bernard Kwok, Faisal Arslan, Jared C., Arv Hardin
3 12/3/2012
Stanford University On-Line Crash Course in Creativity Fall 2012

4. Financials
We set an initial business hypothesis, critically re-examined it several
times, and recast the business model based on industry analyses and
concept Feasibilities
We realized early on that the original concept was / is highly non-feasible
as conceived with Mag Lev Technology
That technology has very significant barriers to entry (Capital cost)
We did examine the TAM and SAM based on various growth option
Our customers were identified as inner city and urban residents with a
need for small scale personal transportation
We do not have the necessary insider connections but we do know who
the key players are
Feedback from experts in capital project financing indicated this is a
business requiring many billions of Euros as current conceived.
This business requires considerable revamping
H-CAR TEAM – LEADER KARINA VISSONOVA / Members Bernard Kwok, Faisal Arslan, Jared C., Arv Hardin
4 12/3/2012
Stanford University On-Line Crash Course in Creativity Fall 2012

5. H CAR – ECCOCAR –
Business, Technology, Market Model
H CAR / ECCOCAR H CAR / ECCOCAR
PROPOSED Target Customers
BUSINESS
Best Match
Business, Custome
r, Technology
H CAR / ECCOCAR
Desired Technology

6. Entrepreneurial Sales / Mktg – We were not in a position to
do anything other than initial market exposure for our H CAR Concept through FB
and Emails. None of the course recommended channels were appropriate at this
time
- Qualified Lead
- 1st Sales call
- Demo
- Feasibility
- Proposal
- Purchase Order
H-CAR TEAM – LEADER KARINA VISSONOVA / Members Bernard
Kwok, Faisal Arslan, Jared C., Arv Hardin Stanford University On- 6 12/3/2012
Line Crash Course in Creativity Fall 2012

7. Entrepreneurial Sales / Mktg – The Following AARRR
model for web marketing was reviewed but we did not apply it at this time
H-CAR TEAM – LEADER KARINA VISSONOVA / Members Bernard Kwok, Faisal Arslan, Jared C., Arv Hardin Stanford 7 12/3/2012
University On-Line Crash Course in Creativity Fall 2012

8. Sales vs Customer Acquisition Costs –
The course model for our type of Entrepreneurial venture is completely inappropriate. The
course targets web apps primarily.
H-CAR TEAM – LEADER KARINA VISSONOVA / Members Bernard Kwok, Faisal Arslan, Jared C., Arv Hardin
8 12/3/2012
Stanford University On-Line Crash Course in Creativity Fall 2012

9. Entrepreneurial Sales -
Quantitative understanding of all aspects of entre,
distribution, sales, marketing, etc are key to any business
It is too early in the conceptualization of this business concept
to do other than very rudimentary analyses at this time
H-CAR TEAM – LEADER KARINA VISSONOVA / Members Bernard Kwok, Faisal Arslan, Jared C., Arv Hardin
9 12/3/2012
Stanford University On-Line Crash Course in Creativity Fall 2012

10. Understanding Entrepreneurship
Team Leader’s Guideline 1
In the "dime" lecture, the course lecturer made this point:
Entrepreneurship is a search process for a new business model
It is testing hypothesis of a business model until it is viable
Doing it in time that is cost effective.
And this is exactly what we are doing
H-CAR TEAM – LEADER KARINA VISSONOVA / Members Bernard Kwok, Faisal Arslan, Jared C., Arv Hardin
10 12/3/2012
Stanford University On-Line Crash Course in Creativity Fall 2012

11. H CAR / ECCOCAR - Team Status
Team Leader’s Guideline 2
We believe we are actually on the right track:
We are focusing on a business model that aims at sustainable
transport introduction to urban contexts.
We are in a search process for the product that answers to
our visions.
Technologies are several (in smart cars) and the quest is far
from over.
What we are investigating is how to make these technologies
feasible in the market.
H-CAR TEAM – LEADER KARINA VISSONOVA / Members Bernard Kwok, Faisal Arslan, Jared C., Arv Hardin
11 12/3/2012
Stanford University On-Line Crash Course in Creativity Fall 2012

12. Team Leader’s Guideline 3
We, for now, replace the radical/ disruptive innovation maglev
concept with any smart car tech.
Say the TATA India “Airpod”.
To test whether the feasibility of our business model!
H-CAR TEAM – LEADER KARINA VISSONOVA / Members Bernard Kwok, Faisal Arslan, Jared C., Arv Hardin
12 12/3/2012
Stanford University On-Line Crash Course in Creativity Fall 2012

13. Team Leader Guideline 4
Our business model is to franchise the production (instead of
locate it in cheap labor countries and then ship around the
world),
To rent or lease the car (instead of selling and not being
responsible for reclaiming the materials and putting cost onto
society), and
To partner with city municipalities etc to have tax reduction
for the franchisees and for those that rent the car. Lastly, the
cars are taken back for recycling.
H-CAR TEAM – LEADER KARINA VISSONOVA / Members Bernard Kwok, Faisal Arslan, Jared C., Arv Hardin
13 12/3/2012
Stanford University On-Line Crash Course in Creativity Fall 2012

14. Request to a Team member from Team Leader
This is a model we can ask business people to comment on.
Do you know which type of smart car scores the best in
performance in terms of least waste from the
batteries, production?
Is the ‘airpod’ the closest to our "green" aims?
H-CAR TEAM – LEADER KARINA VISSONOVA / Members Bernard Kwok, Faisal Arslan, Jared C., Arv Hardin
14 12/3/2012
Stanford University On-Line Crash Course in Creativity Fall 2012

15. Request to a Team member from Team Leader
This is a model we can ask business people to comment on.
Which one you think we should propose for the business
model test?
Which one you think will be the best?
H-CAR TEAM – LEADER KARINA VISSONOVA / Members Bernard Kwok, Faisal Arslan, Jared C., Arv Hardin
15 12/3/2012
Stanford University On-Line Crash Course in Creativity Fall 2012

16. Summary – H CAR / ECCOCAR
The H CAR / ECCOCAR team took on a very large and difficult
project knowing that there would be many challenges and
barriers
None-the-less the environmental issue is extremely important
Societies in general are behind this type of business venture.
This is an important start
We intend to build more details in the following assignment
H-CAR TEAM – LEADER KARINA VISSONOVA / Members Bernard Kwok, Faisal Arslan, Jared C., Arv Hardin
16 12/3/2012
Stanford University On-Line Crash Course in Creativity Fall 2012