Difference between revisions of "Team:AUC-EGYPT/Entrepreneurship"

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<h1>ENTREPRENEURSHIP</h1>
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    <li> <a id="ESback" href="#ES">Executive Summary</a></li>
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  <li> <a id="Tback" href="#T">Team</a></li>
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  <li>Market
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    <br></br>
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    <ul>
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            <li><a id="EAback" href="#EA">Environmental analysis
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            </a></li>
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    </ul>
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        <ul>
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            <li><a id="PIback" href="#PI">Problem Identification (Market needs)</a>
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            </li>
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        </ul>
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        <ul>
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            <li>Segmentation
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            </li>
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    </ul>
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          <ul>
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            <li>Stakeholder mapping
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        </ul>
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            <ul>
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            <li>Competitor analysis
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            </li>
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        </ul>
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            <ul>
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            <li>Unique Value Proposition (UVP)
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            </li>
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        </ul>
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  </li>
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  <li>Possibility & Scalability</li>
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  <li>Cost structure </li>
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  <li><b>Funding </b></li>
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            <ul>
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            <li>Success Metrics
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            </li>
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        </ul>
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            <ul>
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            <li>Funding milestones
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            </li>
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        </ul>
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  <li>Impact</li>
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  <li>Appendix</li>
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</ul>
  
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<br></br>
  
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<h3>★  ALERT! </h3>
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<h3 ><a id="ES" href="#ESback">Executive Summary</a></h3>
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<p>This page is used by the judges to evaluate your team for the <a href="https://2020.igem.org/Judging/Medals">medal criterion</a> or <a href="https://2020.igem.org/Judging/Awards"> award listed below</a>. </p>
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<p> Delete this box in order to be evaluated for this medal criterion and/or award. See more information at <a href="https://2020.igem.org/Judging/Pages_for_Awards"> Instructions for Pages for awards</a>.</p>
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<p>We are adopting a B2B business model targeting physicians in military hospitals and directly distributing to them. Our target market strategy: concentrated marketing. Our unique value proposition: Our therapy is specifically designed & tailored for the treatment of COVID-19; It is not a repurposed drug similar to indirect competitors available in the market. </p>
  
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<h3><a id="T" href="#Tback">Team</a></h3>
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<p>We are adopting a B2B business model targeting physicians in military hospitals and directly distributing to them. Our target market strategy: concentrated marketing. Our unique value proposition: Our therapy is specifically designed & tailored for the treatment of COVID-19; It is not a repurposed drug similar to indirect competitors available in the market. </p>
  
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<h3><a id="PI" href="#PIback">Problem Identification</a></h3>
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<p>We are adopting a B2B business model targeting physicians in military hospitals and directly distributing to them. Our target market strategy: concentrated marketing. Our unique value proposition: Our therapy is specifically designed & tailored for the treatment of COVID-19; It is not a repurposed drug similar to indirect competitors available in the market. </p>
  
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<h3><a id="EA" href="#EAback">Environmental Analysis</a></h3>
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<p>
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<b>Macroeconomic:</b>
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<ul><li><b>Political & Legal:</b></li></ul>
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Recently, the relevant Egyptian Health authorities backed by the government pushed for a clinical research management bill that legalizes and controls the implementation of clinical trials in the country (Gomaa, 2020). This shows an increasing interest on the government’s end in supporting the research and development of novel therapeutics created within the country. The country’s interest in COVID-19 therapeutics is also evident in the promptness of action in securing a production license of Remdesivir in June just weeks after the drug received its Emergency Usage Authorization from the FDA (Al Tawy, 2020). However, support for genetic engineering endeavors is not yet available as a bill for the regulation of GE research remains in parliament debate (Badr, 2015).
  
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<b>Economic:</b>
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With the COVID-19 pandemic, we have seen a growing investment in therapeutic and diagnostic R&D by Egyptian funding bodies (ex: Academy of Scientific Research and Technology- ASRT Call 2020). Recently, we witnessed the launch of the largest research project in Egyptian history aiming to fully sequence the Egyptian genome with a whopping budget of 1 billion Egyptian pounds led by the Egyptian center for Research and Regenerative Medicine and guided by the ASRT (ياسين, 2020). This we believe will strongly support our cause as the first Egyptian developer and manufacturer of a SynBio-based therapy for such a heavy health burden.
  
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<h1>Entrepreneurship</h1>
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Technological:
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There is not an already existing infrastructure for a product like ours. Research facilities are mostly purely academic, while production facilities mainly focus on producing drugs and compounds under license without R&D. There is a strong focus related to teaching biotechnology and related techniques in universities, but with little real-world implementation. An unseized opportunity exists in connecting the dots by calling for collaborations between academia and industry. Further, as a startup, we do not have an already supported and fully functioning infrastructure (biological factory, bioreactor machine etc.).
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Socio-cultural: The expectation is that the social environment in Egypt will not be receptive to GMO products upon release. We may face some resistance. In 2013 for instance, protests were held in front of the Ministry of Agriculture to oppose the use of GMO crops as there was a perception that they cause cancer (Sadek, 2014). There is clearly a certain associated stigma with the public’s perception regarding GMOs resulting from a lack of awareness about what the term actually means and negative connotations associated with DNA manipulation.
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Microeconomic:
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Consumers: Our consumers are B2B markets, specifically Egyptian hospitals. We plan to expand to international markets in the future.
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<h3>Best Supporting Entrepreneurship Special Prize</h3>
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Marketing Intermediaries: No marketing intermediaries as we will be directly distributing to the hospitals.
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Competitors: There is no evidence of any direct competition in the Egyptian market, which is an advantage. This is viewed as an opportunity for our business as this environment perfectly sets the scene for the release of our product.  
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<p>The Best Supporting Entrepreneurship award recognizes exceptional effort to build a business case and commercialize an iGEM project. This award is open to all teams to show that entrepreneurship is something all teams can aspire to do with their project. This award can go to an new project, or to a previous project that a team aimed to commercialize. Have you filed a provisional patent on your project/device/process? Have you raised money to build and ship products? Have you pitched your idea to investors and received money? As always in iGEM, the aim is to impress the judges!
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To compete for the <a href="https://2020.igem.org/Judging/Awards">Best Supporting Entrepreneurship prize</a>, please describe your work on this page and also fill out the description on the <a href="https://2020.igem.org/Judging/Judging_Form">judging form</a>.
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<h3>Inspiration</h3>
 
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<p>You can look at what other teams did to get some inspiration! <br />
 
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Here are a few examples:</p>
 
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<ul>
 
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<li><a href="https://2016.igem.org/Team:Sydney_Australia">2016 Sydney Australia</a></li>
 
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<li><a href="https://2016.igem.org/Team:Pasteur_Paris">2016 Pasteur Paris</a></li>
 
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<li><a href="https://2014.igem.org/Team:UCC_Ireland">2014 UCC Ireland</a></li>
 
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<li><a href="https://2014.igem.org/Team:Imperial">2014 Imperial College London</a></li>
 
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<h3>Patents and intellectual property</h3>
 
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If your team is seriously considering commercializing and looking into building a company after the competition, you may want to look at how you are going to protect your work and secure investment. Investors will usually require some form of intellectual protection, so you may want to investigate how to apply for a patent or provisional patent in your country and region before disclosing your project at iGEM. Remember that you can only be evaluated in iGEM based on what you share on your wiki and at the Jamboree, so any work you don't present can't count towards your project. </p>
 
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<p>This is an area where we are different as we care about sharing, openness and contributing to the community and investors don't always agree with these values. It is up to you and your team to decide what to do. Remember that most universities have a commercialization department and that you can talk to them before coming to a decision.
 
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Revision as of 14:10, 25 October 2020

ENTREPRENEURSHIP



Executive Summary

We are adopting a B2B business model targeting physicians in military hospitals and directly distributing to them. Our target market strategy: concentrated marketing. Our unique value proposition: Our therapy is specifically designed & tailored for the treatment of COVID-19; It is not a repurposed drug similar to indirect competitors available in the market.

Team

We are adopting a B2B business model targeting physicians in military hospitals and directly distributing to them. Our target market strategy: concentrated marketing. Our unique value proposition: Our therapy is specifically designed & tailored for the treatment of COVID-19; It is not a repurposed drug similar to indirect competitors available in the market.

Problem Identification

We are adopting a B2B business model targeting physicians in military hospitals and directly distributing to them. Our target market strategy: concentrated marketing. Our unique value proposition: Our therapy is specifically designed & tailored for the treatment of COVID-19; It is not a repurposed drug similar to indirect competitors available in the market.

Environmental Analysis

Macroeconomic:

  • Political & Legal:
Recently, the relevant Egyptian Health authorities backed by the government pushed for a clinical research management bill that legalizes and controls the implementation of clinical trials in the country (Gomaa, 2020). This shows an increasing interest on the government’s end in supporting the research and development of novel therapeutics created within the country. The country’s interest in COVID-19 therapeutics is also evident in the promptness of action in securing a production license of Remdesivir in June just weeks after the drug received its Emergency Usage Authorization from the FDA (Al Tawy, 2020). However, support for genetic engineering endeavors is not yet available as a bill for the regulation of GE research remains in parliament debate (Badr, 2015). Economic: With the COVID-19 pandemic, we have seen a growing investment in therapeutic and diagnostic R&D by Egyptian funding bodies (ex: Academy of Scientific Research and Technology- ASRT Call 2020). Recently, we witnessed the launch of the largest research project in Egyptian history aiming to fully sequence the Egyptian genome with a whopping budget of 1 billion Egyptian pounds led by the Egyptian center for Research and Regenerative Medicine and guided by the ASRT (ياسين, 2020). This we believe will strongly support our cause as the first Egyptian developer and manufacturer of a SynBio-based therapy for such a heavy health burden. Technological: There is not an already existing infrastructure for a product like ours. Research facilities are mostly purely academic, while production facilities mainly focus on producing drugs and compounds under license without R&D. There is a strong focus related to teaching biotechnology and related techniques in universities, but with little real-world implementation. An unseized opportunity exists in connecting the dots by calling for collaborations between academia and industry. Further, as a startup, we do not have an already supported and fully functioning infrastructure (biological factory, bioreactor machine etc.). Socio-cultural: The expectation is that the social environment in Egypt will not be receptive to GMO products upon release. We may face some resistance. In 2013 for instance, protests were held in front of the Ministry of Agriculture to oppose the use of GMO crops as there was a perception that they cause cancer (Sadek, 2014). There is clearly a certain associated stigma with the public’s perception regarding GMOs resulting from a lack of awareness about what the term actually means and negative connotations associated with DNA manipulation. Microeconomic: Consumers: Our consumers are B2B markets, specifically Egyptian hospitals. We plan to expand to international markets in the future. Marketing Intermediaries: No marketing intermediaries as we will be directly distributing to the hospitals. Competitors: There is no evidence of any direct competition in the Egyptian market, which is an advantage. This is viewed as an opportunity for our business as this environment perfectly sets the scene for the release of our product.