Project Information



Spring 2007 Project Information

1. Blue Pearl Trusts

2. Colorado State Parks

3. Convergys

4. Level(3)

5. Novaurora

6. Rogue Wave

7. Systems Classes

8.

9. Vail

Blue Pearl Trusts

Wade S. Luther, CEO

Blue Pearl Trust LLC

1301 Canyon Blvd. #303

Boulder, Colorado 80302

Ph; 303-521-6364

Email: luther.investments@

Background

Having read about and observed anecdotal evidence which suggests a relationship between a large bond auctions denominated in Australian Dollar and the brief and measurable appreciation of that currency, I am proposing a study to determine whether these “spikes” in currency value can be predicted by tracking the settlement times of the bond auctions and comparing them with a currency chart which tracks the value of the Aud/Jpy (Australian Dollar/Japanese Yen) currency pair.

The reason that I have chosen the Aud/Jpy currency pair has to do with the interest rate spread between these two currency pairs. Japanese interest rates are approximately .5 percent while Australian interest rates are 5.5 and above. For this reason, Japanese investors tend to be strong participants in Aud denominated bond auctions. Thus, they are able to borrow money in Jpy at .5% interest rates in Japan and lend it at 5.5% interest rates by purchasing Aud denominated bonds.

My hypothesis for this study is very simple. I believe that after a bond auction or group of bond auctions on a given day, there is a spike in demand by Japanese investors for Australian currency at the time of settlement (the deadline for payment). This phenomena seems to be measurable when the level of Aud denominated bond auctions exceeds approximately A$500 million in one day. Following this hypothesis a set of A$ 1 billion bond auctions should cause an even greater spike in the currency value.

Measurable Objectives

Each weekend I will forward new data to the student with regard to upcoming bond auctions in Australian Dollar. The student is expected to place this data into a spreadsheet, which can be converted into a timeline graph. This timeline will eventually emcompass the entire period of the semester. The student will need to research the exact settlement times for each type of bond auction. In other words, although settlement dates are provided, settlement times for Citibank auctions or World Bank auctions etc. may vary. Potentially, one auction might cause a spike at 5pm and one auction might cause a spike at 7pm etc. and it would be important to be as precise as possible in this regard. We will also need to factor in published bond redemptions (when the borrowing entity returns the money) This might be recorded on the spreadsheet as a negative value.

The next piece of this project would be to juxtapose this series of bond auction settlement times and redemptions with a currency chart that includes values denominated in Aud/Jpy. Thus we should be able to measure whether or not there is a predictable correlation between the bond auction settlement times and the rise or fall in currency values.

At the end of the project, the student should be able to write up a short report which contains conclusions drawn from the data that we collect.

Best Regards,

Wade S. Luther, CEO

Blue Pearl Trust LLC

1301 Canyon Blvd. #303

Boulder, Colorado 80302

Ph; 303-521-6364

Email: luther.investments@

Colorado State Parks

Tara K. Harmon

Colorado State Parks

 

1313 Sherman Street, Suite 618

Denver, CO 80203

cell: 303-898-4615

tarakharmon@

 

TBD in meeting on January 19th. AIS class will take most of these projects; I have also asked them to provide a Business Intelligence project for Kai’s class.

Convergys

Christy Green

Sr. Manager, Implementation

Work: 720-887-7882

Cell: 303-522-1020

christy.green@

An excerpt from the document follows, but in short we are looking for your students to build a portal and dashboard in Microsoft Sharepoint 2005 for us to use in our client engagements.  We ask that they run the project from the early planning stages through to deployment, including requirements gathering, design, build, and test.

Here is the Executive Summary from the attached document:

Convergys Business Intelligence Solutions requires a project portal to deliver project artifacts and information to both internal (within Convergys) and external (at remote client sites) users.  The portal should allow users to view data on a dashboard, conduct ad-hoc analysis of data via Microsoft Reporting Services and Analysis Services, and gain access to project documents.  The portal should include user level security to restrict access to specific projects, data, and artifacts.  The portal should also be customizable by user login or by a group of users associated to a client.  The project is agreed to be complete when all deliverables are finalized, a knowledge transfer has taken place, and the portal is deployed for one client on the Convergys network.

Within the scope of the project is a dashboard/portal in Microsoft SharePoint 2005, interfacing with MS Reporting Services 2005 and MS Analysis Services 2005 on SQL Server 2005; accessible both inside and outside of the Convergys firewall.  

Out of scope for the project is providing direct access to other Convergys applications or systems and interfacing with other databases or BI tools (Oracle and Cognos, for example).  

A majority of the work will be completed remotely, with the project team working on site at Convergys in Westminster once a week.  All work will be completed using student or university resources and equipment.  Questions about requirements and/or deliverables will be directed to the Convergys Project Manager and resolved within three business days.  Convergys will provide a project manager as a single point of contact for the project team.  The project team will also provide a project manager as a single point of contact.

Risks include not completing the project in the time allotted and a lack of tools or knowledge for the CU project team adding complexity to the project.

The project dates are to be proposed by the CU project team and agreed upon by both Convergys and the CU project team.  The work will be completed by the end of the semester.

Level(3)

Susan Adams

Director, Project Management Center of Excellence

Susan.Adams@

TBD project with their IT department’s Project Management Center of Excellence (PMCOE)

Novauroro

Johan Baeck, M.D.

Head of Commercial Operations, Research & Development

Novaurora

Email: johan@.

Website:

Phone: (720) 212-9399

Market opportunity

o Within the US, the skincare product market is a rapidly growing and attractive market.

o According to a market research study from Packaged Facts, the US market for skincare products is estimated to reach $5.8 billion in sales for 2006. Another source, the Freedonia Group, states that consumers are avid for non-invasive alternatives to Botox and cosmetic surgery, driving a cosmeceuticals market to grow 8.5% to $5.1 billion by 2007. Packaged Facts projects that sales of moisturizers, cleansers, hand and body lotions, and anti-aging skin products will top $7 billion by 2010, led by anti-aging products, which are expected to retain double-digit growth rates in the next several years. Packaged Facts anticipates anti-aging’s compound annual growth rate to be 11.3% through 2010. All other skincare segments are expected to see similar healthy growth, with the exception of facial cleansers, which should remain relatively flat. [i]

o The main drivers to market growth are highly functional product promises, such as protection, prevention, deep cleansing, or regeneration, combined with natural and organic ingredients.

o In analogy to the successful nutraceuticals trend of the 1990s, there is currently a distinct and rather successful trend towards the “medicalizing” of the skincare products or the creation of “cosmeceuticals”. Whereas the bulk of skincare products are being offered by major high-end players like Estée Lauder, Clinique and Lancôme, as well as by mass marketers L'Oréal and Olay, the real growth has been in so-called "doctor brands", namely skincare lines with a specific clinical promotional focus and often endorsed by dermatologists and plastic surgeons. Examples are products like StriVectin-SD and lines by Fredric Brandt, Erno Laszlo and N.V. Perricone. These have created a healthy 10% annual growth for this segment, stimulating a private label market for companies that help doctors develop their products, which include ingredients like green tea, retinol and Indian Chaulmoogra oil. Furthermore, retailers have begun to stock more of these lines to help boost sales and expand their customer base. It is expected that this market growth will continue in the next several years as consumers buy into the promise of better looking skin. [ii]

o Repositioning the skin care products - based on need and catering to a wider audience including teens, twenty-something and men -coupled with a more clinical (or cosmoceutical) approach will fuel market penetration and growth of skin care products companies.

Company overview

o Aurora Nova LLC () is a Boulder (CO) based company, founded by Pamela Lambert in 2000 with the goal of providing and marketing organic skin care products under the Novaurora trademark.

o From 2000 to 2002 the company formulated skin care products to accelerate tissue regeneration, heal and/or improve the health and appearance of acneic, aged or photo-damaged skin, while being eco-friendly and cruelty free (no animal testing).

o Due to minimal investment to date as well as limited marketing focus, sales to date have been somewhat limited; however, the company has attracted a growing number of satisfied and loyal customers. To date, sales currently have been mostly through the online channel, but we are exploring actively to make the products available through the retail channel as well.

o In December 2006, the principals in the company were expanded from Pamela Lambert (owner), PhD to include Johan Baeck, MD and Steve Preston. Among the three principals there is broad experience in both large and sophisticated goods companies, as well as small, intuitive, entrepreneurial and start-up firms.

o We plan to reposition our products along a more clinical approach as well as revamp the sales and distribution channels strategies.

Suggested project goals and objectives:

o Develop the business plan by April 2007

o Seek, present and obtain angel investment by June 2007.

o Focus will be on:

✓ Performing primary market research to fine-tune SWOT analysis, product positioning, mission statement and key messages,

✓ Assessing the competitive landscape, be it local or national,

✓ Running pricing analysis,

✓ Evaluating appropriate distribution channels, and

✓ Setting an optimal marketing mix.

Point of contact:

o Johan Baeck, Head of Commercial Operations, Research & Development, Aurora Nova LLC at johan@ or (720) 212-9399.

o Johan is an MD with 20 years of experience in marketing & sales, business development, new product planning and in-licensing in pharmaceuticals, biotech, medical devices, and nutraceuticals. As such he has worked for both large pharma (Abbott, Ross and Ciba-Geigy) and small pharma / biotech (Myogen and Pharmion).

o Over the last ten years Johan has supervised several MBA students on specific projects (both US and ex-US). In addition, Johan has worked as a consultant for pharmaceutical companies, biotech and non-profit patient organizations and foundations.

o Regular face-to-face one-hour meetings (at least once a week) with Johan will be provided.

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[i] Packaged Facts, January 4th, 2007

[ii] Forbes 7.28.05

Systems Classes

The systems division would like a student team to work with us on promoting our classes and other activities with Leeds students. Contact person is Ramiro Montealegre the Systems’ Division Chair.

Rogue Wave

Scott J. Lasica

Vice President, Technical Sales Worldwide

Rogue Wave Software, a Quovadx division

P:303.545.3141  C:720.352.5842  F:303.545.3382

Rogue Wave Software has decided to begin offering a new line of business in the form of delivering educational courses to professional software engineers.  We believe that there is a very large market emerging in the need for understanding of concurrent computing practices due to the emergence of multi-core processors.  The window for reaching this virtually untapped market is short, requiring us to identify sales prospects as quickly as possible and in large numbers.  We are partnered closely with Intel in essence “riding the coattails” of their multi-core marketing campaign.

The measurable objective for this project will be based solely on the close ratio (# of sales / # of marketing leads) by the end of the semester.  A close ratio of greater than or equal to .1% by the end of the semester will indicate success.

The scope of the project will be based around the activities required to bring a new business offering to market successfully.

The deliverables for this project consist of (with estimated duration in parens):

- Review of the current business plan with recommendations for change (2 weeks)

- Outline of a plan for market research on competition and pricing for the offering (2 weeks)

- Executing against the market research plan (4 weeks)

- Presentation of market research and recommendations

- Recommendations for changes to the business plan based on market research results (2 weeks)



Peter Niederman

Chief Executive Officer

Colorado Real Estate Online, LLC





PO Box 101203

Denver, Colorado 80205

303-748-1100 (o)

303-762-7800 (f)

pn@

Project TriFecta: Internet, Television and Print (newspaper)

Overall Project Oversight helps coordinate across the four research topics: Viral Marketing; Search Optimization; Branding; and Exit Strategy

Viral Marketing – Who are we marketing to? Focus on both buyers and sellers

Search Optimization – Making sure we are on Google’s first page for a number of different key words

Branding – ColoradoMLS, USAMLS, branding partners (build brand through partnerships)

Exit Strategy – Who will buy, why, and how much?

TriFecta concept: create a new paradigm for real estate marketing through user-generated content using three mediums.

1. Internet – create an internet based real estate solution showcasing local real estate information, neighborhood information, school statistics, arts & theatre, etc. Real Estate on-line will display open access content in addition to the use of internet data exchange “IDX”, realtor only multiple listing service listings through a cooperative branding agreement between USAMLS and its partners.

2. Television – create a real estate on-demand feature that can be requested by current TV customers to view real estate in local markets across the country. The on demand feature will have the capability of being interactive with the consumer so they can be contacted for additional information such as establishing new cable, power and other services in their new home, etc. Content from the website can also be displayed via TV

3. Print (newspapers) – create an opportunity for online real estate content to have a direct download feed to the newspapers for print display. Certain listings could be flagged as enhanced listings that will also be available to be viewed on line and on television. This fulfills the customer’s need to be viewed in print format.

All three verticals will be designed to cross market each other.

Vail Rock Resorts

Meg Freedman

Strategy Manager, Corporate Marketing

RockResorts and Vail Resorts Lodging Company

PH:   (303) 404-1884  

Fax:  (303) 404-6424

Cell:  (303) 949-3375  

390 Interlocken Crescent, Suite 1000

Broomfield, CO  80021





Proposed Projects

Submitted by: RockResorts (a division of Vail Resorts, Inc.)

Spring 2007 semester

1. Objective analysis of marketability and sustainability associated with commercial green building for luxury lodging properties and renovations. Generate a true comparative analysis between green building and equivalent traditional building practices. Incorporate such elements as true life cycle and natural resource costs and benefits; community benefits; and, product sourcing and related externalities.

2. Objective analysis of marketability and sustainability associated with luxury hotel supplies and operations. Generate a true comparative analysis between green operations and equivalent traditional hotel operations. Incorporate such elements as true life cycle and natural resource costs and benefits; community benefits; and, product sourcing and related externalities.

3. Utilizing ISO or similar well-recognized management system framework to tactically integrate sustainable and quality business practices into long-term corporate luxury lodging strategic planning processes.

4. Multi-level internal education and communication strategies to inspire environmental culture change in a luxury hotel operation.

5. Develop an integrated food and beverage strategy that cost-effectively supports sustainable cuisine in luxury resort hotels. Design components could incorporate sustainable locally/regionally based food cooperative to support local/regional businesses and creates opportunity for branded program.

6. Design and market environmentally and fiscally responsible golf course operations and strategies.

7. Design eco-vacation programs for our luxury hotels and determine how to market those opportunities to our guests (including partnerships).

8. Design environmentally responsible and indigenous spa programs, treatments, and educational opportunities for our guests.

9. Collaborative strategies within public and private sector partners to look at supporting greater utilization of alternative fuels and fuel-efficient vehicle technology with corporate/internal fleet and externalities associated with resort transportation systems.

10. Create business plan to position RockResorts or individual properties as pilot sites for alternative technologies and innovative transferable programs that support sustainable business practices for many industries/business sectors. For example, partner with the U.S. Department of Energy/National Renewable Energy Lab on a demonstration project for using solar power.

11. Develop a comprehensive business environmental and community impacts tracking model/tool and a strategy for utilization of data for strategic luxury lodging planning.

12. Challenge students to identify a business niche for us to build a leadership position relative to sustainable business practices within the luxury lodging industry and create a supporting awareness campaign

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