Godspeed

 

EnBW Stuttgart

Incubation program 2019

Moritz Schreyer

Vanessa Kammerbauer

Kevin Schulz

In EnBW's incubation program, the task was to develop a business idea within the timeframe of 16 weeks into a marketable business model.  

 

The basic idea of "Godspeed" was to dive into the mobility sector and create added value in the field of business travel for companies and therefore especially for their employees. In Germany alone 190 million business trips per year, which resulted in costs of approximately 53 billion €.  

 

On the basis of research results and interviews held with business travellers, it was possible to identify that problems frequently appear with travel bookings, during (business) travel and with travel expense. Therefore the desire was to develop a system which focuses these problems and makes a smooth travel experience possible.  

 

With "Godspeed", individual business trips from one source with one settlement are to be guaranteed. This means that the employee can individually determine the modalities for his or her trip using an intermodal travel app and book it using the app. During the trip, an AI supports the business traveller, for example, by informing him of current trip changes. Finally, the employee receives a collective statement of account.  

 

In this way, "Godspeed" enables employees to tailor their business trip to their individual requirements. From the companies' point of view, the advantages are process optimization and cost savings. 

ROLE
FINDINGS
OUTLOOK

No investment

Project will not be followed up

Many isolated solutions in the business travel market

Unified ticketing fails (450 public transport providers)

Companies show interest in Godspeed

Existing systems do not include public transport

Existing systems focus on metropolitan areas

Large companies use rigid systems

Conversion not stemable for EnBW

Structuring and archiving of data

Creation of questionnaires

Acquisition of interview partners

Conducting interviews

Competitor analysis

Creation of user scenarios

Business model development

Methodical approach 
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Competitor analysis

The aim of the competitor analysis was to examine the competition in detail. Our interest was to find out who is already active on the market for intermodal travel apps, what their USPs look like and what modalities are offered in the applications. In addition, we were interested in how high their funding was and which investors were financing the individual competitors.

End customers and expert interviews

At Stuttgarts train station and airport we interviewed business travellers about their travel process (e.g. preparation time, choice of booking portal, travel expense procedure). For the expert interviews we drew on employees from the business travel management sector of medium-sized and large companies. These included, for example, Porsche, Daimler, Mahle and EnBW.

Ideation (How Might We questions)

We transferred the customer problems identified in the interviews into How Might We questions. 

In order to develop ideas for solutions, we reformulated these into positive questions. We also collaborated with other startups to generate the widest possible range of ideas.

Business idea

From the "How Might We" questions answered, a collection of ideas on the individual problems first emerged. The most meaningful ideas were transformed into system requirements that were to be integrated into a business model. With this knowledge we developed business ideas with different focuses.

Business model canvas (BMC)

The business model canvas served us to analyze and further develop our existing business model. With the help of the individual areas we were able to eliminate uncertainties and introduce previously unthought aspects. In addition, the business model canvas served as a communication platform for advisors and investors.

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