🔍
RnDAO workspace
/
🛡️
School DAO
/
🗄️
Old Notion Archive HTML version
/
Go-to-Market & Monetization Strategy 671919ee8f204dec8e2ca8f822d62976

Go-to-Market & Monetization Strategy 671919ee8f204dec8e2ca8f822d62976

🏦
Go-to-Market & Monetization Strategy
I. Go-to-Market Strategy
1.1. Ambassador Programs & Gamification:
  • Objective: Engage and empower student leaders to champion the SchoolDAO platform within their institutions.
  • Identification & Recruitment Strategies:
    • Leadership Forums: Engage with school leadership forums or student council meetings. Present the vision and benefits of SchoolDAO and invite students to sign up as ambassadors.
    • Digital Campaigns: Launch campaigns targeting student influencers or bloggers passionate about education, change, or technology. Offer them exclusive benefits like early access or unique platform features.
    • Entrepreneurial Programme: identify and train those who are completely engaged with the programme and offer them extra leadership and credits which can be used for Universities and future work/entrepreneurial skills.
  • Engagement Through Gamification:
    • Introduce point systems, badges, or rewards for active participation, from proposing ideas to voting and debating.
    • Allow students to redeem accumulated points for tangible rewards or privileges, making the platform more attractive to potential users.
    • Potential to partner with a DID (digital ID) provider to power above features
1.2. Strategic Partnerships with Educational Organizations:
  • Objective: Form mutually beneficial collaborations with educational boards, teacher associations, or school chains and web3 native teachers organizations (Ed3DAO/KnowtheBlocksMaven).
  • Benefits & Adoption Drivers:
    • Data Insights: Provide educational institutions with analytics on student sentiment, trending issues, or engagement metrics, assisting in informed decision-making.
    • Professional Development: Offer specialized training modules or workshops on engaging with the digital generation, capitalizing on insights from SchoolDAO's platform.
    • Platform development: Web3 co-ownership allows for us and our partners to be incentivised to contribute to the development of the platform by those who use and need it most.
1.3. Themed Challenges & Social Media Engagement:
  • Objective: Boost platform adoption and engagement by linking SchoolDAO activities to real-world outcomes and social recognition.
  • Implementation Strategy:
    • Themed Challenges: Initiate challenges like the "Zero Waste Challenge" where students can propose actionable initiatives.
    • Social Media Engagement: Promote challenges on platforms popular with students, such as Instagram or TikTok. For instance, during the "Zero Waste Challenge", encourage content sharing with hashtags like #ZeroWasteSchool or #SchoolDAOChallenge. Feature the most impactful or engaged schools on SchoolDAO's official channels, incentivizing participation and platform adoption.
II. Monetization and Sustainability Strategy
2.1. Freemium Model with Premium Features:
  • Objective: Offer basic functionalities for free while providing value-added services at a premium.
  • Features Breakdown:
    • Free Features: Basic voting mechanisms, a standard analytics dashboard, and generic discussion forums.
    • Premium Features: Advanced sentiment analysis tools, in-depth engagement metrics, and specialized training modules or workshops for educators.
2.2. Licensing & White Label Solutions:
  • Objective: Offer a customizable version of the SchoolDAO platform for larger educational institutions or chains.
  • Pricing Strategy:
    • Charge $10,000 annually for a medium-sized school for the white-labelled version. This considers the value of customization, support, and the unique proposition of involving students in governance. In comparison to other administrative software investments, this offers unparalleled value in enhancing student engagement.
2.3. Partnerships with Established EdTech Companies:
  • Objective: Diversify revenue streams and enhance platform functionality through strategic collaborations.
  • Rationale & Benefits:
    • For mature EdTech firms, partnering with SchoolDAO provides access to a novel user demographic, potentially spurring their own product adoption.
    • For example, companies specializing in digital educational tools might experience increased adoption if SchoolDAO discussions shed light on curriculum requirements or learning gaps.
  • Priority Partners: Focus on collaborations with firms like Kahoot, Quizlet, and Edmodo.
2.4. Grants:
  • Objective: Position project to avail of various grants.
  • Rationale & Benefits:
    • Diversify revenue streams.
    • For example,from EU Democracy and Governance Grants (Horizon Europe or European Endowment for Democracy) to environment related/ECG grants.
    • Synergies exist between project aims to help develop democratic leadership skills of student users and student interest in sustainability and environmental regeneration and objectives of related grant programs
2.5. Partnerships with local governments/boards of education as well as NGOs
  • Objective: Establish a connection with the primary supporters of education, securing funds, certification, and the inclusion of our organization in the school curriculum. This collaboration will also enable us to provide supplementary support to all students.
  • Opportunities:
    • Governments: education is a priority for any government, if we can showcase how our work helps to empower students, improve their career prospects and academic results there is a good chance we could develop links with local governments to seek funding and access to official proceedings under their jurisdiction. Moreover, once we have one governmental body partnered the likelihood of adding more increases exponentially.
    • NGOs: There are a number of NGOs in many geographies which are focused on education, empowering minorities and children. There is a strong potential to create partnerships to further their and our objectives together.
    • Foundations: Similarly to NGOs but slightly different vocabulary and benefits for the foundation who could fund our activities.
2.6. Future opportunities: Additional Markets and Segments
  • Objective: Once the platform is developed there are many similar markets that could really do with having the voices of actors empowered. We have already explored the refugee segment as well as unions. We are open to exploring other markets and segments beyond these.
  • Opportunities:
    • Refugees: We have already started to explore this variant and look at funding from the EU as well as contacts in refugee camps in Germany and Netherlands. We have also been in touch with other NGOs to access the demand for this type of service. The demand is there, the use case is there, but the School environment is a lower hanging fruit.
    • Unions: We have been in touch with a Teacher Union and we have explored how this system could work for Unions and optimise their processes and their transparency. We have decided not to go further at this moment due to lack of resources.
    • Others: we are currently open to more markets and segments as the opportunities arise.
🔍
RnDAO workspace
/
🛡️
School DAO
/
🗄️
Old Notion Archive HTML version
/
Go-to-Market & Monetization Strategy 671919ee8f204dec8e2ca8f822d62976

Go-to-Market & Monetization Strategy 671919ee8f204dec8e2ca8f822d62976

🏦
Go-to-Market & Monetization Strategy
I. Go-to-Market Strategy
1.1. Ambassador Programs & Gamification:
  • Objective: Engage and empower student leaders to champion the SchoolDAO platform within their institutions.
  • Identification & Recruitment Strategies:
    • Leadership Forums: Engage with school leadership forums or student council meetings. Present the vision and benefits of SchoolDAO and invite students to sign up as ambassadors.
    • Digital Campaigns: Launch campaigns targeting student influencers or bloggers passionate about education, change, or technology. Offer them exclusive benefits like early access or unique platform features.
    • Entrepreneurial Programme: identify and train those who are completely engaged with the programme and offer them extra leadership and credits which can be used for Universities and future work/entrepreneurial skills.
  • Engagement Through Gamification:
    • Introduce point systems, badges, or rewards for active participation, from proposing ideas to voting and debating.
    • Allow students to redeem accumulated points for tangible rewards or privileges, making the platform more attractive to potential users.
    • Potential to partner with a DID (digital ID) provider to power above features
1.2. Strategic Partnerships with Educational Organizations:
  • Objective: Form mutually beneficial collaborations with educational boards, teacher associations, or school chains and web3 native teachers organizations (Ed3DAO/KnowtheBlocksMaven).
  • Benefits & Adoption Drivers:
    • Data Insights: Provide educational institutions with analytics on student sentiment, trending issues, or engagement metrics, assisting in informed decision-making.
    • Professional Development: Offer specialized training modules or workshops on engaging with the digital generation, capitalizing on insights from SchoolDAO's platform.
    • Platform development: Web3 co-ownership allows for us and our partners to be incentivised to contribute to the development of the platform by those who use and need it most.
1.3. Themed Challenges & Social Media Engagement:
  • Objective: Boost platform adoption and engagement by linking SchoolDAO activities to real-world outcomes and social recognition.
  • Implementation Strategy:
    • Themed Challenges: Initiate challenges like the "Zero Waste Challenge" where students can propose actionable initiatives.
    • Social Media Engagement: Promote challenges on platforms popular with students, such as Instagram or TikTok. For instance, during the "Zero Waste Challenge", encourage content sharing with hashtags like #ZeroWasteSchool or #SchoolDAOChallenge. Feature the most impactful or engaged schools on SchoolDAO's official channels, incentivizing participation and platform adoption.
II. Monetization and Sustainability Strategy
2.1. Freemium Model with Premium Features:
  • Objective: Offer basic functionalities for free while providing value-added services at a premium.
  • Features Breakdown:
    • Free Features: Basic voting mechanisms, a standard analytics dashboard, and generic discussion forums.
    • Premium Features: Advanced sentiment analysis tools, in-depth engagement metrics, and specialized training modules or workshops for educators.
2.2. Licensing & White Label Solutions:
  • Objective: Offer a customizable version of the SchoolDAO platform for larger educational institutions or chains.
  • Pricing Strategy:
    • Charge $10,000 annually for a medium-sized school for the white-labelled version. This considers the value of customization, support, and the unique proposition of involving students in governance. In comparison to other administrative software investments, this offers unparalleled value in enhancing student engagement.
2.3. Partnerships with Established EdTech Companies:
  • Objective: Diversify revenue streams and enhance platform functionality through strategic collaborations.
  • Rationale & Benefits:
    • For mature EdTech firms, partnering with SchoolDAO provides access to a novel user demographic, potentially spurring their own product adoption.
    • For example, companies specializing in digital educational tools might experience increased adoption if SchoolDAO discussions shed light on curriculum requirements or learning gaps.
  • Priority Partners: Focus on collaborations with firms like Kahoot, Quizlet, and Edmodo.
2.4. Grants:
  • Objective: Position project to avail of various grants.
  • Rationale & Benefits:
    • Diversify revenue streams.
    • For example,from EU Democracy and Governance Grants (Horizon Europe or European Endowment for Democracy) to environment related/ECG grants.
    • Synergies exist between project aims to help develop democratic leadership skills of student users and student interest in sustainability and environmental regeneration and objectives of related grant programs
2.5. Partnerships with local governments/boards of education as well as NGOs
  • Objective: Establish a connection with the primary supporters of education, securing funds, certification, and the inclusion of our organization in the school curriculum. This collaboration will also enable us to provide supplementary support to all students.
  • Opportunities:
    • Governments: education is a priority for any government, if we can showcase how our work helps to empower students, improve their career prospects and academic results there is a good chance we could develop links with local governments to seek funding and access to official proceedings under their jurisdiction. Moreover, once we have one governmental body partnered the likelihood of adding more increases exponentially.
    • NGOs: There are a number of NGOs in many geographies which are focused on education, empowering minorities and children. There is a strong potential to create partnerships to further their and our objectives together.
    • Foundations: Similarly to NGOs but slightly different vocabulary and benefits for the foundation who could fund our activities.
2.6. Future opportunities: Additional Markets and Segments
  • Objective: Once the platform is developed there are many similar markets that could really do with having the voices of actors empowered. We have already explored the refugee segment as well as unions. We are open to exploring other markets and segments beyond these.
  • Opportunities:
    • Refugees: We have already started to explore this variant and look at funding from the EU as well as contacts in refugee camps in Germany and Netherlands. We have also been in touch with other NGOs to access the demand for this type of service. The demand is there, the use case is there, but the School environment is a lower hanging fruit.
    • Unions: We have been in touch with a Teacher Union and we have explored how this system could work for Unions and optimise their processes and their transparency. We have decided not to go further at this moment due to lack of resources.
    • Others: we are currently open to more markets and segments as the opportunities arise.