Bobsla – Electric Fun on Snow Angus Cheung | Sunny
Description: Bobsla Electric Fun on Snow Angus Cheung Sunny Sun Eden Sorrell Raymond Franczuk Asper School of Business Presenting to: Sergey Ignatyev, CEO of Bobsla Innovation on Snow Understanding the challenge Financial Stability Competitive
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slide1. Bobsla – Electric Fun on Snow Angus Cheung | Sunny Sun | Eden Sorrell | Raymond Franczuk Asper School of Business Presenting to: Sergey Ignatyev, CEO of Bobsla<br>
slide2. Innovation on Snow<br>
slide3. Understanding the challenge Financial Stability Competitive Product Positioning Viable Business Model How can Sergey position Bobsla with competitive business model that will attract investors’ funding? Challenges Problem Goals Acquire investors’ funding Position Bobsla with competitive advantage Develop sustainable and profitable business model<br>
slide4. Differentiate Bobsla by focusing on the business and entertainment space Our Recommendation $15 million profit in 5 yrs Expansion into NA 0.91 ROI Position as Go Kart of the Snow Provide aftermarket Support Expand offering to Northern USA and Canada 1 3 2<br>
slide5. Unique offering from the traditional market Expensive ($10-25k) Heavy & dangerous Major Pollutant (2-4x) Noisy (90dBa) Unique competitive advantage as a fun in the snow vehicle Lower costs Roll cage safety Emissions-free Zero-noise Traditional Snowmobiles Bobsla<br>
slide6. Traditional Snowmobiles i-Cat Pro Focused positioning to differentiate from competition Aurora E-Sled Consumer Oriented Costs Mattro ROVO DC Polaris / Zero Motorcycles<br>
slide7. Traditional Snowmobiles i-Cat Pro Focused positioning to differentiate from competition Aurora E-Sled B2C Costs Mattro ROVO DC Polaris / Zero Motorcycles Bobsla B2B<br>
slide8. Like Harley riders or Jeep owners Why Bobsla must differentiate from the core snowmobile market Bobsla does not appeal to the same customer demographic as a traditional snowmobile does Bobsla must differentiate its product and focused on a niche market<br>
slide9. Where in the B2B can Bobsla target? Go-Karts & Amusement Parks Ski Resorts Fun entertainment Outdoors snow demographic Seasonal Built-in Facilities Can turn existing go-kart tracks into snow kart tracks Can create new snow-kart tracks or use as general transport Bobsla should target existing markets where traditional snowmobiles do not have access to National Parks Restricted Too large to access<br>
slide10. Go Karts of the Snow<br>
slide11. Why North American market is critical to success Over 1.1 million registrations in US Over 600k registrations in Canada Bobsla must reach this market with its entertainment-focused product Affinity to snow sports and entertainment<br>
slide12. Pathway to success for Bobsla Financial Stability Competitive Product Positioning Viable Business Model<br>
slide13. How can Sergey position Bobsla with competitive business model that will attract investors’ funding?<br>
slide14. Alternatives Direct B2C Sales Global Patent Licensing Focus on B2B and entertainment Position Bobsla as a direct-to-consumer product and compete against traditional snowmobiles Patent design and technologies and license to global competitors for low-risk ROI Differentiate by focusing on B2B entertainment to leverage unfulfilled opportunities in the market E.g. Low-cost E-Sled E.g. License to Arctic Cat E.g. Niche Go-Kart of the Snow<br>
slide15. Alternatives evaluation<br>
slide16. Alternatives evaluation<br>
slide17. Differentiate Bobsla by focusing on the business and entertainment space Recommendation Position as Go Kart of the Snow Provide Aftermarket Support Expand offering to Northern USA and Canada 1 3 2 $16.5 million Estimated Cost<br>
slide18. Position as Go Kart of the Snow WHAT WHY The need to expand current business model to generate additional revenue IMPACT Enhanced brand awareness within Canada & US
Entering untapped new business opportunities Target Seasonal Go-Kart Businesses and Ski Resorts Value Driven Marketing & Communication<br>
slide19. Target Seasonal Go-Kart Businesses and Ski Resorts Seasonality, current facilities utilization, business volume, target customers groups Business partner selection criteria Ex: Niagara Speedway, Downhill Karting, Multi-level Go-Karts Seasonal Go-Kart businesses Ex: Aspen Mountain, Sunshine Village Ski and Snowboard Resort Ski Resorts Cost per unit ~$13,480 5-20 units depending on business<br>
slide20. Value Driven Marketing & Communication Why Bobsla?
The environmental and safety concerns
Offset seasonal business models
Ongoing communication: Pipedrive $100 USD/m 1 summer + 1 winter
Ex: Canada Ski Areas Conference
Ski resort industry tradeshows and exhibits
World Ski and snowboard festival, whistler Twice a year/ team of 2 employees
Partnership with ski resorts
Ex: Sunshine Village
Education and showcase products Value-added Partnership Generate Brand Awareness & Connection Differentiate Bobsla Value Driven Communication Attend Trade Shows Experiential Tournaments<br>
slide21. WHAT WHY Leveraging current strengths to minimize capital pressures for sustained growth in the North American Market. IMPACT Timing of Cap Ex with Growth Projections
Increased Logistical Flexibility Leverage Existing Suppliers and Focus on Logistics Expand Assembly Capacity Expand offering to Northern USA and Canada Phase 1 Phase 2<br>
slide22. Phase 1 – Leverage Existing Strengths & Focus Efforts on Logistics Springboard off Existing Manufacturing Network Established Relationships & Known Quality
Opportunity for Growth Partner with Freight Forwarder How Details Why Less Complexity
Minimizes Cap Ex
Quick to Market 3rd Party Last Mile Fulfillment Outsourcing of Export and Logistical Requirements
E.g. Daco Logistics Per Order Fulfillment
E.g. First Class Trucking<br>
slide23. Phase 2 – Establishing North American Assembly Plant 20% Growth Rate
0.1M/yr in Tooling, Equipment Facility Details Target Locations Positioned for Growth Roseau, Minnesota
Near Polaris Manufacturing Campus Perform Final Assembly of Bobsla
Estimated 1M Cost (Lease, Tooling, equipment) Greater Logistics Flexibility Strategic Central Location
Critical Mass of Professionals Scale to Meet Market Demand<br>
slide24. Provide Aftermarket Support WHAT WHY Building a positive brand reputation through prompt high quality support. IMPACT Improved Customer Relationships
Minimizing Support Costs
Scalable Support Model Virtual Support Team Training & Empowerment of Local Service Techs<br>
slide25. Building a Leading Virtual Support Team Hire support team in Austria
Background in Customer Support & Go-Kart/Ski Environment Hands on training of Bobsla Products
Understanding of Customer Needs & Communication Establish Core-Values & Mission of Business Empowerment
Obtain Feedback from Customers & Incorporate Hire the Right People Focus on Empowerment Train them Well<br>
slide26. Technology is Key to the Virtual Support & Empowerment Strategy Video Support Support Technologies Interactive Training and Guides Directly Support Troubleshooting via Video Chat
Investigate AR&VR Solutions to improve interaction Offer virtual training sessions to empower on-site maintenance staff
Comprehensive Troubleshooting and Support Guides Customer Empowerment is Key to Sustained Growth<br>
slide27. Bringing it all together… Position as Go Kart of the Snow Provide Aftermarket Support Expand offering to Northern USA and Canada 1 3 2 Differentiate Bobsla by focusing on the business and entertainment space Build the Brand Meet the Need Establish Reputation<br>
slide28. Timeline<br>
slide29. Fundamental Assumptions USD $13,480 per Bobsla Supply Chain does not get significantly worse 1M – Assembly Plant
0.1M -- Annual Upgrades 30% of 175 US Go-Kart tracks 5-20 Units per location Market will respond favourably to “go kart” concept<br>
slide30. Projected Revenue Existing Capacity
150 Units/Year USD Thousands Total 5Yr Revenue
$ 31.5 M 2023 Capacity (Add Plant)
450 Units / Year USD $13,480 / Unit<br>
slide31. Project Specific Costs Gross Margin
48% (2021) to 60% (2023)
66% (2025) USD Thousands Total 5Yr Cost
$ 16.5 M Unit Cost Decreases
$7000 -> $5600 (2023)
$5191 (2026) Main Cost Drivers
Production: $ 11.5 M (total)
Assembly Plant $ 1M<br>
slide32. Profit Summary Quantitative:
Funding Needed: $ .56 M
ROI: .91X Qualitative:
Challenged by COVID USD Thousands Total 5Yr Profit
$ 15 M<br>
slide33. Asking $1 million in funding from Red Bull<br>
slide34. Scenario Analysis USD Thousands Best Case
Project Profit: $19 Million Worst Case
Project Profit: $11 Million<br>
slide35. KPIs<br>
slide36. Risks Management Probability Impact 1 2 Risks Mitigation Safety concerns from Go-Karting usage Implement safety bumpers like go-karts and consumer usage waivers 1 COVID-19 continues to impact global entertainment and travel industry Develop virtual sales channels and market to semi-local (European) regions 2 Inadequate maintenance skills set by businesses Provide value-added in-field maintenance servicing 3 3<br>
slide37. Year 5+ Today 2026 •Post-pandemic with assembly capacity
on 2 continents
•Established brand in major markets
•Supported by Redbull 2021 Financially unstable Unclear business model Looking to the future<br>
slide38. Conclusion How can Sergey position Bobsla with competitive business model that will attract investors’ funding? Differentiate Bobsla by focusing on the business and entertainment space Problem Solution Components Impacts Position as Go Kart of the Snow Provide Aftermarket Support Expand offering to Northern USA and Canada 1 3 2 $15 million profit in 5 yrs Expansion into NA 0.91 ROI<br>
slide39. Thank you! Questions?<br>
slide40. Appendix<br>
slide41. Appendix A<br>
slide42. Appendix B – (Financial Assumptions)<br>
slide43. Distribution of Ski Resorts Worldwide https://www-statista-com.uml.idm.oclc.org/statistics/801752/distribution-ski-resorts-by-region/<br>
slide44. Sensitivity Analysis Sensitivity Priorities
Stream 1 Revenue
Stream 2 Revenue
Capex 5<br>
slide45. Why Bobsla must differentiate from the core snowmobile market Snowmobilers are enthusiasts Enjoys range and speed Like Harley riders or Jeep owners ~30 km/hr ~50 km range Dirt bikes & go-karts Bobsla does not appeal to the same customer demographic as a traditional snowmobile does Bobsla must differentiate its product and focused on a niche market<br>
slide46. Key questions Could Sergey salvage his startup and finally turn it into the “Tesla on Snow”?
Business Model – Selling Hardware, organizing events, licensing the patented technology, B2B or B2C and Launch market (Austria, US or Canada)
Current positioned as entertainment / profession for use in businesses
Allow people to race them at companies – payback in 2 years
Marketing/Advertising/After Sales service – A lot of brand awareness, how to achieve conversion
Financing/Investors – Limited to local angel investors
Number of Subcontractors (20 subs) – current capacity is 150 vehicles per year. Pricing is 7k at small scale, and can drop to 5k if critical mass reached.<br>
slide47. Challenges Funding / finding investors – Covid Impacts on Ski Tourism and Riding
Product Pricing (>$15k can pressure vehicles aimed at the entertainment market)
Economies of scale to reach $5000 per vehicle Funding / finding investors – Covid Impacts on Ski Tourism and Riding
Product Pricing (>$15k can pressure vehicles aimed at the entertainment market)<br>
slide48. Analysis Facts Traditional snowmobiles are expensive, sophisticated/complicated, heavy, dangerous, and heavily polluting.
100 mile (161 km) range
450-650 pounds
Up to 90 mph
Over 200 deaths and 14,000 injuries in NA
200-600 g/km CO2 emissions
90 dBA
Restrictions in US on where it can be used (not in national parks)
Global market of $1.4 billion and $1.8 billion between 2020-2027
Growth of 3.5% annually between 2016-2021
US, Canada, Russia largest markets (85% of the global market)
Canada & Russia largest growth in the future
Market leaders 2020: Arctic Cat, Polaris, Yamaha, Bombardier, and Alpina
123,862 snowmobiles sold worldwide in 2020 (51036 in US and 43535 in Canada)\
Over 1.1 million and 600k registered in US and Canada respectively
$26 billion annually in the US and $9.3 billion in Canada and another $5 billion for Europe and Russia.<br>
slide49. Alternatives Differentiate Bobsla by focusing on the Business and Entertainment Space Expand offering to Northern USA and Canada Position as Go Kart of the Snow Provide Aftermarket Support Target Seasonal Go-Kart Businesses and Ski Resorts Marketing & Communication Logistics (Manufacturing, Shipping) Expand Assembly Capacity Virtual Support Team Training & Empowerment of Local Service Techs<br>
slide50. Analysis Facts Average rider is 45 yr-old
Rides 1788 km per year in NA
Spends $2000-3000 a year
Competing Products:
i-Cat Pro (Austria) – $30k – only 50km range and 350+kg
Mattro (Austria) -- $39k – Joystic Steering, no longer in the market, repositioned as industrial
Aurora e-sled (Finland) -- $35k – only 50km range and 350+kg (2.5 miles/kWh)
Future Entrants:
Polaris and Zero Motorcycles – 2025 will be entering the market, first vechical by end of 2021
Taiga – 130km range, 15k, still in pre-order mode
BOBSLA
3.5 miles/kWh
Compact, low weight, unique driving pleasure
High levels of safety w/roll cage and low center of gravity<br>
slide2. Innovation on Snow<br>
slide3. Understanding the challenge Financial Stability Competitive Product Positioning Viable Business Model How can Sergey position Bobsla with competitive business model that will attract investors’ funding? Challenges Problem Goals Acquire investors’ funding Position Bobsla with competitive advantage Develop sustainable and profitable business model<br>
slide4. Differentiate Bobsla by focusing on the business and entertainment space Our Recommendation $15 million profit in 5 yrs Expansion into NA 0.91 ROI Position as Go Kart of the Snow Provide aftermarket Support Expand offering to Northern USA and Canada 1 3 2<br>
slide5. Unique offering from the traditional market Expensive ($10-25k) Heavy & dangerous Major Pollutant (2-4x) Noisy (90dBa) Unique competitive advantage as a fun in the snow vehicle Lower costs Roll cage safety Emissions-free Zero-noise Traditional Snowmobiles Bobsla<br>
slide6. Traditional Snowmobiles i-Cat Pro Focused positioning to differentiate from competition Aurora E-Sled Consumer Oriented Costs Mattro ROVO DC Polaris / Zero Motorcycles<br>
slide7. Traditional Snowmobiles i-Cat Pro Focused positioning to differentiate from competition Aurora E-Sled B2C Costs Mattro ROVO DC Polaris / Zero Motorcycles Bobsla B2B<br>
slide8. Like Harley riders or Jeep owners Why Bobsla must differentiate from the core snowmobile market Bobsla does not appeal to the same customer demographic as a traditional snowmobile does Bobsla must differentiate its product and focused on a niche market<br>
slide9. Where in the B2B can Bobsla target? Go-Karts & Amusement Parks Ski Resorts Fun entertainment Outdoors snow demographic Seasonal Built-in Facilities Can turn existing go-kart tracks into snow kart tracks Can create new snow-kart tracks or use as general transport Bobsla should target existing markets where traditional snowmobiles do not have access to National Parks Restricted Too large to access<br>
slide10. Go Karts of the Snow<br>
slide11. Why North American market is critical to success Over 1.1 million registrations in US Over 600k registrations in Canada Bobsla must reach this market with its entertainment-focused product Affinity to snow sports and entertainment<br>
slide12. Pathway to success for Bobsla Financial Stability Competitive Product Positioning Viable Business Model<br>
slide13. How can Sergey position Bobsla with competitive business model that will attract investors’ funding?<br>
slide14. Alternatives Direct B2C Sales Global Patent Licensing Focus on B2B and entertainment Position Bobsla as a direct-to-consumer product and compete against traditional snowmobiles Patent design and technologies and license to global competitors for low-risk ROI Differentiate by focusing on B2B entertainment to leverage unfulfilled opportunities in the market E.g. Low-cost E-Sled E.g. License to Arctic Cat E.g. Niche Go-Kart of the Snow<br>
slide15. Alternatives evaluation<br>
slide16. Alternatives evaluation<br>
slide17. Differentiate Bobsla by focusing on the business and entertainment space Recommendation Position as Go Kart of the Snow Provide Aftermarket Support Expand offering to Northern USA and Canada 1 3 2 $16.5 million Estimated Cost<br>
slide18. Position as Go Kart of the Snow WHAT WHY The need to expand current business model to generate additional revenue IMPACT Enhanced brand awareness within Canada & US
Entering untapped new business opportunities Target Seasonal Go-Kart Businesses and Ski Resorts Value Driven Marketing & Communication<br>
slide19. Target Seasonal Go-Kart Businesses and Ski Resorts Seasonality, current facilities utilization, business volume, target customers groups Business partner selection criteria Ex: Niagara Speedway, Downhill Karting, Multi-level Go-Karts Seasonal Go-Kart businesses Ex: Aspen Mountain, Sunshine Village Ski and Snowboard Resort Ski Resorts Cost per unit ~$13,480 5-20 units depending on business<br>
slide20. Value Driven Marketing & Communication Why Bobsla?
The environmental and safety concerns
Offset seasonal business models
Ongoing communication: Pipedrive $100 USD/m 1 summer + 1 winter
Ex: Canada Ski Areas Conference
Ski resort industry tradeshows and exhibits
World Ski and snowboard festival, whistler Twice a year/ team of 2 employees
Partnership with ski resorts
Ex: Sunshine Village
Education and showcase products Value-added Partnership Generate Brand Awareness & Connection Differentiate Bobsla Value Driven Communication Attend Trade Shows Experiential Tournaments<br>
slide21. WHAT WHY Leveraging current strengths to minimize capital pressures for sustained growth in the North American Market. IMPACT Timing of Cap Ex with Growth Projections
Increased Logistical Flexibility Leverage Existing Suppliers and Focus on Logistics Expand Assembly Capacity Expand offering to Northern USA and Canada Phase 1 Phase 2<br>
slide22. Phase 1 – Leverage Existing Strengths & Focus Efforts on Logistics Springboard off Existing Manufacturing Network Established Relationships & Known Quality
Opportunity for Growth Partner with Freight Forwarder How Details Why Less Complexity
Minimizes Cap Ex
Quick to Market 3rd Party Last Mile Fulfillment Outsourcing of Export and Logistical Requirements
E.g. Daco Logistics Per Order Fulfillment
E.g. First Class Trucking<br>
slide23. Phase 2 – Establishing North American Assembly Plant 20% Growth Rate
0.1M/yr in Tooling, Equipment Facility Details Target Locations Positioned for Growth Roseau, Minnesota
Near Polaris Manufacturing Campus Perform Final Assembly of Bobsla
Estimated 1M Cost (Lease, Tooling, equipment) Greater Logistics Flexibility Strategic Central Location
Critical Mass of Professionals Scale to Meet Market Demand<br>
slide24. Provide Aftermarket Support WHAT WHY Building a positive brand reputation through prompt high quality support. IMPACT Improved Customer Relationships
Minimizing Support Costs
Scalable Support Model Virtual Support Team Training & Empowerment of Local Service Techs<br>
slide25. Building a Leading Virtual Support Team Hire support team in Austria
Background in Customer Support & Go-Kart/Ski Environment Hands on training of Bobsla Products
Understanding of Customer Needs & Communication Establish Core-Values & Mission of Business Empowerment
Obtain Feedback from Customers & Incorporate Hire the Right People Focus on Empowerment Train them Well<br>
slide26. Technology is Key to the Virtual Support & Empowerment Strategy Video Support Support Technologies Interactive Training and Guides Directly Support Troubleshooting via Video Chat
Investigate AR&VR Solutions to improve interaction Offer virtual training sessions to empower on-site maintenance staff
Comprehensive Troubleshooting and Support Guides Customer Empowerment is Key to Sustained Growth<br>
slide27. Bringing it all together… Position as Go Kart of the Snow Provide Aftermarket Support Expand offering to Northern USA and Canada 1 3 2 Differentiate Bobsla by focusing on the business and entertainment space Build the Brand Meet the Need Establish Reputation<br>
slide28. Timeline<br>
slide29. Fundamental Assumptions USD $13,480 per Bobsla Supply Chain does not get significantly worse 1M – Assembly Plant
0.1M -- Annual Upgrades 30% of 175 US Go-Kart tracks 5-20 Units per location Market will respond favourably to “go kart” concept<br>
slide30. Projected Revenue Existing Capacity
150 Units/Year USD Thousands Total 5Yr Revenue
$ 31.5 M 2023 Capacity (Add Plant)
450 Units / Year USD $13,480 / Unit<br>
slide31. Project Specific Costs Gross Margin
48% (2021) to 60% (2023)
66% (2025) USD Thousands Total 5Yr Cost
$ 16.5 M Unit Cost Decreases
$7000 -> $5600 (2023)
$5191 (2026) Main Cost Drivers
Production: $ 11.5 M (total)
Assembly Plant $ 1M<br>
slide32. Profit Summary Quantitative:
Funding Needed: $ .56 M
ROI: .91X Qualitative:
Challenged by COVID USD Thousands Total 5Yr Profit
$ 15 M<br>
slide33. Asking $1 million in funding from Red Bull<br>
slide34. Scenario Analysis USD Thousands Best Case
Project Profit: $19 Million Worst Case
Project Profit: $11 Million<br>
slide35. KPIs<br>
slide36. Risks Management Probability Impact 1 2 Risks Mitigation Safety concerns from Go-Karting usage Implement safety bumpers like go-karts and consumer usage waivers 1 COVID-19 continues to impact global entertainment and travel industry Develop virtual sales channels and market to semi-local (European) regions 2 Inadequate maintenance skills set by businesses Provide value-added in-field maintenance servicing 3 3<br>
slide37. Year 5+ Today 2026 •Post-pandemic with assembly capacity
on 2 continents
•Established brand in major markets
•Supported by Redbull 2021 Financially unstable Unclear business model Looking to the future<br>
slide38. Conclusion How can Sergey position Bobsla with competitive business model that will attract investors’ funding? Differentiate Bobsla by focusing on the business and entertainment space Problem Solution Components Impacts Position as Go Kart of the Snow Provide Aftermarket Support Expand offering to Northern USA and Canada 1 3 2 $15 million profit in 5 yrs Expansion into NA 0.91 ROI<br>
slide39. Thank you! Questions?<br>
slide40. Appendix<br>
slide41. Appendix A<br>
slide42. Appendix B – (Financial Assumptions)<br>
slide43. Distribution of Ski Resorts Worldwide https://www-statista-com.uml.idm.oclc.org/statistics/801752/distribution-ski-resorts-by-region/<br>
slide44. Sensitivity Analysis Sensitivity Priorities
Stream 1 Revenue
Stream 2 Revenue
Capex 5<br>
slide45. Why Bobsla must differentiate from the core snowmobile market Snowmobilers are enthusiasts Enjoys range and speed Like Harley riders or Jeep owners ~30 km/hr ~50 km range Dirt bikes & go-karts Bobsla does not appeal to the same customer demographic as a traditional snowmobile does Bobsla must differentiate its product and focused on a niche market<br>
slide46. Key questions Could Sergey salvage his startup and finally turn it into the “Tesla on Snow”?
Business Model – Selling Hardware, organizing events, licensing the patented technology, B2B or B2C and Launch market (Austria, US or Canada)
Current positioned as entertainment / profession for use in businesses
Allow people to race them at companies – payback in 2 years
Marketing/Advertising/After Sales service – A lot of brand awareness, how to achieve conversion
Financing/Investors – Limited to local angel investors
Number of Subcontractors (20 subs) – current capacity is 150 vehicles per year. Pricing is 7k at small scale, and can drop to 5k if critical mass reached.<br>
slide47. Challenges Funding / finding investors – Covid Impacts on Ski Tourism and Riding
Product Pricing (>$15k can pressure vehicles aimed at the entertainment market)
Economies of scale to reach $5000 per vehicle Funding / finding investors – Covid Impacts on Ski Tourism and Riding
Product Pricing (>$15k can pressure vehicles aimed at the entertainment market)<br>
slide48. Analysis Facts Traditional snowmobiles are expensive, sophisticated/complicated, heavy, dangerous, and heavily polluting.
100 mile (161 km) range
450-650 pounds
Up to 90 mph
Over 200 deaths and 14,000 injuries in NA
200-600 g/km CO2 emissions
90 dBA
Restrictions in US on where it can be used (not in national parks)
Global market of $1.4 billion and $1.8 billion between 2020-2027
Growth of 3.5% annually between 2016-2021
US, Canada, Russia largest markets (85% of the global market)
Canada & Russia largest growth in the future
Market leaders 2020: Arctic Cat, Polaris, Yamaha, Bombardier, and Alpina
123,862 snowmobiles sold worldwide in 2020 (51036 in US and 43535 in Canada)\
Over 1.1 million and 600k registered in US and Canada respectively
$26 billion annually in the US and $9.3 billion in Canada and another $5 billion for Europe and Russia.<br>
slide49. Alternatives Differentiate Bobsla by focusing on the Business and Entertainment Space Expand offering to Northern USA and Canada Position as Go Kart of the Snow Provide Aftermarket Support Target Seasonal Go-Kart Businesses and Ski Resorts Marketing & Communication Logistics (Manufacturing, Shipping) Expand Assembly Capacity Virtual Support Team Training & Empowerment of Local Service Techs<br>
slide50. Analysis Facts Average rider is 45 yr-old
Rides 1788 km per year in NA
Spends $2000-3000 a year
Competing Products:
i-Cat Pro (Austria) – $30k – only 50km range and 350+kg
Mattro (Austria) -- $39k – Joystic Steering, no longer in the market, repositioned as industrial
Aurora e-sled (Finland) -- $35k – only 50km range and 350+kg (2.5 miles/kWh)
Future Entrants:
Polaris and Zero Motorcycles – 2025 will be entering the market, first vechical by end of 2021
Taiga – 130km range, 15k, still in pre-order mode
BOBSLA
3.5 miles/kWh
Compact, low weight, unique driving pleasure
High levels of safety w/roll cage and low center of gravity<br>