Wharton presentation and work to Olivia

2. Final Presentation
• Project Objectives
• Overview of Completed Deliverables
• Recommendations & Findings:
– Marketing Launch Strategy
– Pricing
– Financial Models
• Conclusions

3. Project Objectives
• To define, analyze and assess the competitive landscape
of online social networking
• To identify online strategies and best practices to make
recommendations on:
• Pricing
• Feature Values/Service bundling
• Membership
• Content partnership
• Marketing Launch
• To ensure recommendations reflect Olivia’s core values &
are applicable to Olivia’s experiential transformation

4. Final Presentation
• Project Objectives
• Overview of Completed Deliverables
• Recommendations & Findings:
– Marketing Launch Strategy
– Pricing
– Financial Models
• Conclusions

5. Our Approach/Deliverables to Date
define ! analyze ! assess
Consumer
Mapping
Offering
Recs
Competitive
Analysis
Marketing
Strategy
Business
Modeling
Deliverables to Date:
Competitive Landscape & Persona Analysis
- Social Networking Landscape (What sites are Olivia competing with?)
- Features & Membership Benchmark (What do they offer & what do they charge?)
- Competitor Persona Segmentations (Who’s on what sites?)
- General Feature Recommendations (What worked, what didn’t)

6. Key Takeaways
• Conversion best achieved through free initial access to allow visitors to see
breadth of services
• Advertising continues to be primary revenue source
• No more than 1-2 membership tiers with clearly defined features
• Members look to network “up” to those they view as “above themselves”
• Ability to view and upload mixed media highly valued
• Dating feature highly valued, but also requires a separation from the
general site
– To meet security, quality, anonymity
• Users willingness to pay increases with enhanced media storage and
enhanced profile design capabilities
• Users’ willingness to pay increases with high-quality, exclusive content
• Most sites partner with others to generate additional high-quality content
Membership/Revenues
Site Features

7. Final Presentation
• Project Objectives
• Overview of Completed Deliverables
• Recommendations & Findings:
– Marketing Launch Strategy
– Pricing
– Financial Models
• Conclusions

8. Current and Target Customers
CURRENT Consumer Base TARGET Consumer Base

9. Current Marketing Launch Plan
Phase 1
BETA LAUNCH
December January February March Q2 Q3 Q4
Caribbean Escape
promotion with
Melissa Etheridge
Email campaign to pre-
register for beta
Homepage promotion for
beta registration Carribbean cruise launch party
Hawaii Cruise Intro Olivia hosted SF Party Activity Color Key:
Columbus Isle Resort Intro National Olivia House Party Night Online
Twist Radio Ad OurChart Launch (integration tbd) On-board
Travel Life Ad in Olivia mag PR
Integrated shot for LOGO TV Traditional
On-line L-Word DVD promotional
sweepstakes Other
Phase 3
Enhanced Features
Phase 2
E-Commerce Launch
Key word search purchase
Print Ad in NYT and Advocate
Outdoor Campaign in selected cities
Post TV ad on Olivia.com, YouTube, MySpace, other viral campaigns
Blue Shirt Group PR plan
Logo Television Ad
(Logo-online Integration Pending)
Olivia produced Logo show aired
Very Strong Launch: On-line, On-board, PR, Radio, TV,
Print, Outdoor

10. Marketing Plan Goals
As Discussed at Project Engagement
• Identify, recommend, and prioritize an online marketing launch strategy
for Olivia.com – Prioritization should be based on:
o Increased awareness of Olivia
o Not alienating the current customer base
o Incremental sales of travel
o Incremental sales of other online revenue streams
o Incremental sales of memberships

11. Olivia’s Lifestyle Focus Will Resonate Well
among Current and Target Consumer Base
Premium branding and presentation –
robust content – something for
everyone
Halo Effect

12. Challenges to Current Plan
Lack of “Sexy”
Lack of membership
incentives
• Can the Blue Shirt Group generate
enough of the right type of “buzz”?
o Must connect w/ Luxury and Hipster target
consumer – need “sizzle” and “sexy”
o Blue Shirt Group website leads us to
believe that they are very corporate
o Several entertainment marketing firms are
very good at event-driven, exciting PR buzz
– often targeted at trend-setters/hipsters
o Ex: Ketchum Media Entertainment
• Need resources set aside for
opportunistic events and
partnerships
o Opportunities will present themselves and
Olivia should be prepared to take
advantage of them
• “What’s in it for me?”
o Key in addressing when trying to
increase consumer base
o Encouraging trial will be very important
during the launch phases – free trial
memberships and direct sweepstakes
to encourage trial
• Solid content must be made
available from day 1 of soft
launch
o Content management system must
allow for easy, refreshment of content
– does current system allow for that?
o Content should leverage social mission,
be consistent, and be updated on a
weekly or bi-weekly basis to drive
traffic back to the site
o Customer base will not be fulfilled by
simply “connecting” – need continuous
updates to content

13. Additional Launch Opportunities: General
Guerilla Marketing
Sponsorships - add the “sizzle” & “sexy”
• Street Teams => awareness => traffic => consumer data collection
o Street teams should work the LGBT areas/bars/clubs in major metropolitan areas
o Teams can be equipped with technology that enables real time data collection, Olivia to follow-up
with free trial membership (various technology exists – kiosks, team members w/ mini-
computers that collect data, machines that swipe id’s to collect data, can couple w/ an incentive)
• Joonbug.com Model to increase site awareness and traffic
o Photographer goes to LGBT venues/events and snaps photos of patrons – reminder card is given
to them post photo, driving them back to Olivia.com to preview/purchase photo
• Olivia must be at the right parties with the right people
o Season 4 L-Word Soundtrack Release Party – 1/2/07 – public and VIP’s from Columbia,
Showtime, and Music w/ a Twist will be present
o Dinah Shore Celebrity Golf Weekend (3/28/07 – 4/1/07)
o Gay Pride Events/Stages (ex: G-Spot in SF with Mariah – promoter)

14. Additional Launch Opportunities: General
Strategic Partnerships
• Leverage Current and Planned Strategic Partnerships to Drive Traffic to
Olivia.com
o Subaru, Health Insurance, etc.
• Join Hollywood’s Elite
o Identify a STRATEGIC talent agency that can leverage its celebrity roster to further reinforce
Olivia’s brand message
o Celebrity endorsements that embody Olivia and its social mission
• Partner with Dove’s “Real Beauty Campaign”
o Strategy is aligned with Olivia and partnering with such a campaign reinforces Olivia’s brand
essence
• Select a Preferred Charity Sponsor
o Social and corporate responsibility resonates well within target consumer base
o Can also partner with events, organizations that represent lesbian issues - establish Olivia
presence as an advocate for lesbian issues to the wider public

15. Additional Launch Opportunities: General
Experiential Marketing
• Bring the Olivia Experience To Life on Multiple Platforms
o Create in high-profile locations such as Chelsea (NY), Castro District (SF), West Hollywood (LA)
o Bring the Olivia cruise experience to life for launch of Olivia.com (leverage your current strength
to showcase your new positioning)
o Each room of venue can bring to life a different section of the new website (travel,
connecting, lifestyle)
o Hold a launch party on the Intrepid Ship in Manhattan – unique venue, mobilize celebrity
guests and media
Contract Influencers to Ensure Integrity of Olivia across
marketing launch platforms while bringing the sexy
• All Olivia collateral should relay consistent messaging, branding, and
imaging
• Joseph Solis – CrossWalk Production – NYC Based (Amazing Talent)

16. Additional Launch Opportunities: On-board
Bring Website Elements to Life On-Board
Ship Activity Sign-Ups & Updates Incorporated into New Website
• Drive traffic to website prior to cruises to familiarize consumers with new
interface
o Allow women to sign up for on-board seminars and events in advance
o Have a “fun” section where Olivia business cards can be customized w/ personal information
prior to cruise and cruise specific merchandise is available for purchase
• Install intranet on board – all access runs through Olivia website
o Instant messaging, Olivia email, cruise schedules, etc.
• Allow cruise patrons to hold their own session that embodies an element
of the Olivia website
o Ex: “Professionalism” may be sharing one’s passion w/ others – presentation regarding their
business, non-profit work, ex – helps connect people first hand
Make Cruise Content Available On-line to Olivia Members
• Make video available of workshops held on cruises to Olivia.com
members
• Have live feed of exclusive concerts and performances done on-board

17. Uniting Olivia Vision with
Membership Plan
• To embrace inclusiveness,
connectedness, openness
and community
• To be the leading lifestyle
lesbian company with
current and fresh content
• To provide members with
access to features which
have been identified as
having incremental value
without impeding community
growth
• Plenty of free features and
limited hurdles to become
part of Olivia.com “pull”
• Online membership fee
– Access to partner
benefits and enhanced
features
• A la Carte Options
available to online
members
– Enhanced Dating
– Premium Content
– Olivia Email
Olivia Vision Membership Plan

18. Background
3 Tiered Membership Was Being Explored
by Olivia Team:
• Free
o Projected 4,877,720 traffic in year 1*
• Subscription $6.95/ month
o Projected 10,500 members in year 1*
• VIP Platinum $99/ year
o Projected 2500-3000 loyalists*
*As per Olivia Digital Model_v9

19. Membership Research
• Competitive analysis
reveals most
community features
are customarily free
– Main revenue
generator:
advertising
• Building critical mass
will increase Olivia’s
leverage, marketer’s
interest, and buzz
• This plan will call for
Phase 1 features to
remain free in future
Phases
• Solid launch and
delivery against brand
promise will ensure
this
Application to Olivia

20. • Social Networking
Advertising dollars are
projected to grow
• Advertising revenue is
key to maintaining and
growing site – keeping
it fresh and exciting
and building Olivia
brand
• Good News: Vertical
Social Networks, which
form around deep
passion areas are
becoming especially
enticing to advertisers
Membership Research Application to Olivia

21. Persona Contribution & Willingness to Pay
Presence/ContributiononSocialNetwork*
Price SensitivityLow High
LowHigh
*Based upon projected frequency, session length, and emotional connection (Organic Experience Brief)

22. Presence/ContributiononSocialNetwork*
Price SensitivityLow High
LowHigh
“High End
Olivia”
Values
member
benefits,
editorial
content,
professional
network, VIP
trip benefits
“Hip and
social”
Wants
quality, hip
content for
free
“Best of
Both”
Values
member
benefits, but
also wants
to hear from
others and
be heard on
Olivia.com
Persona Contribution & Willingness to Pay

23. • Personas with the greatest expected potential to contribute
to the site also tend to have a greater sensitivity to price
• Olivia.com should offer something for everyone (cater to
triangle)
– Persona with a lower willingness to pay is still extremely
valuable to Olivia, as she is the heartbeat and soul of the site.
Her time and energy will be invaluable to Olivia.com’s
development.
– Personas with a higher willingness to pay are also valuable
for they will only be satisfied with the best member benefits and
freshest content which will be a good challenge for Olivia.
Furthermore, marketers and partners will be eager to connect
with this group.
Persona Contribution & Willingness to Pay

24. Membership Structure Objectives
• Offer one affordable price to decrease the amount of hurdles
the customer faces when interacting with Olivia.com,
• Increase the traffic to and users of Olivia.com,
• Gain deeper understanding of customer, what she values and her
willingness to pay,
• Convert/ hook users for future membership plans in Phase IV+
(persona bundles, VIP membership etc.)

25. Basis for Price Recommendation
• Financial model and assumptions
• Challenging the assumptions
• Review of competitive landscape

26. Pricing Strategy Dec-06 Jan-07 Apr-07 Aug-07+
PHASE 1 PHASE 2 PHASE 3 "Member" PHASE 4
Community
Messaging
IM
Profiles
Dating lite
Groups
Forums
Photos
Travel blogs
Services
Polls Surveys
Refer a friend House Party
Store: stuff
Credit Card
Travel
Trip Info Trip Booking Trip statements
Itinerary
Destination Info
Community
Advanced Local
Additional Photo Storage
Access to Online Media
(concerts, podcasts, etc)
Services
Portal to member benefits
(financial planning,
insurance, etc.)
Travel
Trip Statements
Priority trip booking
(before public)
Access to Intranet on-board
Where are you now map
Community
Olivia Email
eHarmony-esqu White $29.99/mo
Label Dating Site
Post a job $14/mo
Post an Event $7/mo
FreeOliviaMembership$75/yearALaCarte
• Competitive analysis
reveals many
community features
are customarily free
to consumers
• Five features have
been identified as
having incremental
value without
impeding community
growth
o Enhanced
Dating
o Premium
Content
o Partner Benefits
o Enhanced Local
o Expanded
Storage/Profile
Design
Flexibility

27. Total Membership Value
Competitor Feature Pricing
Storage / Design ~$25
xanga, blogger Olivia Offering
typical print mag Content: Print ~$15
online newssources Content: Media / Video All Features Bundled
cnn.com, etc ~$20
$75
Loyalty Programs Partner Benefits ~$50
AAA, Student Adv.
~$90
A La Carte
Dating $30-50/ month
Future VIP Features $TBD

28. Feature Enhancement: Dating
• Enable test-based matching
o The two proven methods of monetizing dating are restricting contact and test-
based matching
o As an open network, Olivia.com can only enable the latter
• Construct dual profile architecture
o Premium subscribers maintain separate enhanced profiles viewable only to
the premium community
o Enhanced profiles include searchable attributes
• Partner with/develop a “Dr. Phil” of the lesbian community
o Expert advice is highly valued in other segments
o There are no obvious experts in the lesbian community online or off
o Olivia is well positioned to introduce a newcomer or groom an existing author
such as Mo Brownsey
• Enable “Virtual Dating”
o A virtual date is a more formal, more purposeful video chat between
prospective matches
o Well suited to core segments of single luxury connectors and small circles

29. Social Networking and Dating
• Social Networking is a friend market while dating is a stranger market
o Dating sites and social networking sites have largely remained mutually
exclusive
o Industry reluctance to merge features is founded on more than revenue
models
• Olivia.com is entering uncharted waters
o Success relies on unique dynamics of the lesbian community
o UI design is critical
• User Experience Requirements are diametrically opposed
o Social networking privacy controls are often based on degrees of separation,
which is obviously a dysfunctional control system for dating
o Social networking browsing patterns often emanate outward, while dating
browsing patterns require suggestive technologies
• Leveraging assets between networks must be considered carefully
o Maintenance of multiple profiles can be confusing
o Wall between networks must be “thick”

30. Content
• Streaming concert video
o As co-branded content, celebrity concerts aboard Olivia cruises will most likely
be the content for which consumers are most willing to pay Olivia
o Concert video can be offered a la carte but should also be bundled with
membership (and will most likely be consumed by members)
• Build artist communities
o Social networking and music are a natural match, allowing artists of all levels
to connect to fans
o Communities have strong connections to music, and the lesbian community is
no exception
o Artist pages should be supported, with profiles distinct from ordinary user
pages

31. Monthly Price via Social Networking
Competitive Landscape
$50Free
eHarmony $49.95
JDate $34.99
Match $29.99
LinkedIn $19.95
MySpace
Blogger
IgoUgo
Trip Connect
Zoom and Go
Lesbianation
Downlink
iVillage
Daily Candy
Xanga $2
Live Journal $1.67
Salon $1.91
Classmates $5
Olivia
$6.25
$75/year

32. Membership Dynamics
Why One Member Price and not three bundled tiers?
• The features did not drastically separate themselves as offering that much
more value to justify 3-tiers,
• One yearly membership fee will be clear and simple
• Want to echo the inclusiveness of Olivia and the site in the beginning- focus
members on contributing to the social networking aspects of the site and begin
building the site’s credibility and quality
A La Carte
• Want to capitalize upon personas who have a higher willingness to pay, and
those who are willing to pay-up for additional features (Phase IV++)
• By keeping “a la carte” features un-bundled, Olivia will have more flexibility
and control and will not erode or discount products in a bundle
• A La Carte options will also enable Olivia to gain a better understanding of her
‘new’ clientele and what features and partner benefits are truly valued (this
would be lost if features were bundled)

33. Core Persona to Feature Map
A La Carte Features Member Plan Features
Prem
ium
D
ating
Future
V
ip
FeaturesPartnerBenefits
Enhanced
C
ontent
Enhanced
Local
Enhanced
Storage
Small circle suburbia √ √ √ √ √
Luxury Connectors √ √ √ √
Hip Socializer √ √ √
Non-profit crusader √ √ √
Red state √ √ √ √
Moms and me √ √ √ √
Price Willing to Pay High High High Medium Low Low
Dating should be a la carte
• Industry pricing is much higher than for other features
• Usage patterns are likely to be sporadic
Hip Socializer likely will not pay for membership
• The features the hip socializer values are at lower price points, so the addition of a separate tier to serve her is
not very valuable
• Leaves Olivia free to price according to spending habits of less price sensitive segments

34. Financial Model
Revenue Streams
Year 1 Sub Total
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Year 1
Advertising
Total Projected Revenue $17,315 $34,629 $75,030 $105,989 $131,030 $139,765 $149,826 $158,640 $168,935 $177,826 $188,356 $197,325 $1,544,666
50% of Projected $8,657 $17,315 $37,515 $52,994 $65,515 $69,883 $74,913 $79,320 $84,468 $88,913 $94,178 $98,662 $772,333
E-Commerce
Merchandise $34,355 $41,225 $44,661 $48,530 $51,996 $55,462 $59,455 $62,952 $67,038 $70,566 $74,744 $78,304 $689,287
50% of Projected $17,177 $20,613 $22,330 $24,265 $25,998 $27,731 $29,727 $31,476 $33,519 $35,283 $37,372 $39,152 $344,644
Content $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Paid Listings
Total Revenue $24,241 $29,089 $31,513 $34,242 $36,688 $39,134 $69,919 $74,032 $78,836 $82,986 $87,899 $92,085 $680,664
50% of Projected $12,120 $14,544 $15,756 $17,121 $18,344 $19,567 $34,960 $37,016 $39,418 $41,493 $43,950 $46,042 $340,332
Subscriptions
Subscribers 300 500 700 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 10,500
Total Revenue @ $75/year $0 $0 $0 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $675,000
Total Revenues $75,910 $104,943 $151,204 $263,761 $294,714 $309,362 $354,200 $370,624 $389,809 $406,378 $425,999 $442,713 $3,589,617
Total 50% Revenues $37,955 $52,472 $75,602 $131,880 $147,357 $154,681 $177,100 $185,312 $194,905 $203,189 $212,999 $221,357 $1,794,809
Costs
Start Up (Y1) $18,056 $18,056 $18,056 $18,056 $18,056 $18,056 $18,056 $18,056 $18,056 $18,056 $18,056 $18,056 $216,672
Expenses $104,433 $104,433 $104,433 $104,433 $104,433 $104,433 $104,433 $104,433 $104,433 $104,433 $104,433 $104,433 $1,253,200
Total Expenses $122,489 $122,489 $122,489 $122,489 $122,489 $122,489 $122,489 $122,489 $122,489 $122,489 $122,489 $122,489 $1,469,872
Costs 1.25% of expected $148,598 $148,598 $148,598 $148,598 $148,598 $148,598 $148,598 $148,598 $148,598 $148,598 $148,598 $148,598 $1,783,172
Profit
Best Revenues - Costs -$46,580 -$17,546 $28,714 $141,271 $172,225 $186,873 $231,711 $248,135 $267,320 $283,889 $303,510 $320,224 $2,119,745
Revenues - 1.25% Costs -$72,688 -$43,654 $2,606 $115,163 $146,117 $160,764 $205,603 $222,026 $241,211 $257,780 $277,401 $294,116 $1,806,445
50% Revenues - Costs -$84,534 -$70,018 -$46,887 $9,391 $24,868 $32,192 $54,611 $62,823 $72,415 $80,700 $90,510 $98,867 $324,937
Worst 50% Revenues - 1.25%Cost-$110,643 -$96,126 -$72,996 -$16,717 -$1,241 $6,083 $28,503 $36,714 $46,307 $54,591 $64,402 $72,759 $11,637
50% Revenues - Costs -$84,534 -$70,018 -$46,887 -$28,109 -$12,632 -$5,308 $17,111 $25,323 $34,915 $43,200 $53,010 $61,367 -$12,563
(not including mem fee)

35. Final Presentation
• Project Objectives
• Overview of Completed Deliverables
• Recommendations & Findings:
– Marketing Launch Strategy
– Pricing
– Financial Models
• Conclusions

36. Challenges to Current Model
Ecommerce - Content Month 1 Month 2 Month 4 Month 6 Month 9 Month 12
Olivia.com Audience
(Avg Uniques/Mo.) 274,836 329,803 388,237 443,699 415,968 626,428
% who will download
content 2% 2% 2% 4% 4% 6%
Average Total Download
Purchase $2 $2 $4 $4 $6 $8
SubTotal Digital Content
Sales $10,993 $13,192 $31,059 $126,454 $128,712 $300,685
Total Revenues $100,368 $142,694 $271,861 $352,708 $483,946 $690,500
Content Sales:
• Between months 1 and 12, content download grows from 11% of revenues to
43.5%. This value indicates a major proportion of revenue will come from
downloads, is this too optimistic?
• iTunes, still the dominant content download service in the US, reported sales
of $450M in 2005
• Consumers are not accustomed to paying for digital downloads of video
• Monetization of content is generally best bundled with membership

37. Challenges to Current Model
Merchandising:
• In current financial model merchandising sales is ~34% of monthly revenues
• The average basket size of $25 may be aggressive given the nature of online
shopping vs. B&M
Ecommerce - Merchandise Month 1 Month 2
Olivia.com Audience (Avg Uniques/
Month) 274,836 329,803
% who are merchandise shoppers 5%
Unique Shoppers 13,742 16,490
Conversion to Buyers 10%
# of Buyers/Month 1,374 1,649
Average Ticket Size $25 $25
Sub Total Merchandise Sales $34,355 $41,225
Total Revenues $100,368 $142,694

38. Discovery Driven Planning
Test Assumptions at Milestones
Milestone Event Assumptions to be Tested
1. Phase One/Two 1. Total unique visits per month
(Free Model) 2. Page views per visit
3. CPM
4. Ecommerce - # of buyers & average ticket size
5. Graphic ad fill rate
6. Are pricing assumptions still valid, considering
emerging information about costs?
2. Phase Three 1. Number of monthly subscribers
(Subscription Model) 2. Which target market is generating the most
subscribers?
3. Should Olivia modify estimates of achievable
market size and target markets?
4. Are servicing & labor requirement assumptions
accurate?
6. If price change is necessary, can it be isolated to a
particular market segment?
7. Does the website fit with the original concept and
plan? Does this create any new opportunities?

39. Final Presentation
• Project Objectives
• Overview of Completed Deliverables
• Recommendations & Findings:
– Pricing
– Marketing Launch Strategy
– Financial Models
• Conclusions

40. Project Objectives
• To define, analyze and assess the competitive landscape
of online social networking
• To identify online strategies and best practices to make
recommendations on:
• Pricing
• Feature Values/Service bundling
• Membership
• Content partnership
• Marketing Launch
• To ensure recommendations reflect Olivia’s core values &
are applicable to Olivia’s experiential transformation

41. Final Thoughts
• Olivia’s most favorable driver is its ability
to leverage itself as a lifestyle company
– This positioning will allow it greater reach
across a diverse consumer base
• Updated brand imaging and positioning
should resonate well with current and
target consumer base
• Exceptional talent and passion lies within
your current team