MOOves

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MOOves
Dublin City University
MSc in Electronic Commerce 2015

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Declaration
I hereby certify that this material, which I submit for assessment on the programme of study
leading to the award of M.Sc. in Electronic Commerce is entirely my own work and has not
been taken from the work of others save and to the extent that such work has been cited
and acknowledged within the text of my work” followed by each team members name,
signature, student number and date. I also certify that I have read, understand and am in
compliance with the DCU Guidelines on Best Practice in Research Ethics.
Conor Kelly Carina Bohlender
Michael Hennigan Andrew Walsh
Conor Kelly 14211941
Carina Bohlender 14211362
Michael Hennigan 14212744
Andrew Walsh 14211940


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Acknowledgements
Firstly, we would like to thank our advisors, Dr. Cathal Gurrin and Professor Brian Leavy,
whom together with Professor Regina Connolly and the DCU faculties of Business, Computer
Science and Engineering, provided us with immense support and assistance in reaching our
end goal. We are appreciative of the time and expertise you provided to us throughout.
Additionally, we would like to express our thanks to Teagasc, The Department of
Agriculture, The Irish Farmers Journal and Euro Farm Foods who played a major role in the
research and development phases of our project.
On a personal level, we would like to express our gratitude to our parents for giving us the
opportunity to complete this Masters course, and to the many friends we have made during
the year.
Conor, Carina, Michael and Andrew

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Table of Contents
Part 1 - Business Plan
1.0 EXECUTIVE SUMMARY 12
2.0 OVERVIEW OF MOOVES 17
2.1 PRODUCT OFFERING 17
2.2 WHY IS MOOVES A NOVEL IDEA? 19
2.3 MOTIVATION BEHIND THE IDEA 20
3.4 KEY ADOPTION BENEFITS OF MOOVES 21
3.4.1 TEMPERATURE 21
3.0 CORPORATE BACKGROUND 23
3.1 CORPORATE STRUCTURE AND FUNDING 23
3.2 SHAREHOLDER BREAKDOWN 23
3.3 MOOVES AND IRELAND 23
3.4 MANAGEMENT TEAM 24
3.4.1 CONOR KELLY - CEO AND BUSINESS DEVELOPMENT MANAGER 24
3.4.2 CARINA BOHLENDER – MARKETING AND COMMUNICATIONS DIRECTOR 25
3.4.3 MICHAEL HENNIGAN - CHIEF INFORMATION OFFICER 25
3.4.4 ANDY WALSH –CFO & SALES MANAGER 26
4.0 MARKET ANALYSIS 27
4.1 TARGET MARKET 27
4.2 MARKET OPPORTUNITY 30
4.3 MARKET TRENDS 32
4.3.1 PRECISION AGRICULTURE 33
4.4 PRIMARY MARKET RESEARCH 35
4.4.1 QUALITATIVE RESEARCH INTERVIEWS 35
4.4.2 INTERVIEWS WITH INDUSTRY EXPERTS 37
5 COMPETITOR ANALYSIS 39
5.1 KEY COMPETITORS IRELAND/UK 39
5.1.1 ECOW 39
5.1.2 WELLCOW 40
5.1.3 HERDINSIGHTS 41
5.1.4 MOOCALL 42
5.1.5 TRACK A COW 44
5.2 KEY COMPETITORS INTERNATIONAL 45
5.2.1 ABIGI ALLTRAQ 45
5.2.4 TEMPTRACK 46
5.2.5 BELLA AG 3.0 SYSTEM 47
5.2.6 SMAXTEC ANIMAL CARE 48
5.2.7 SENTINEL RUMEN MONITORING SYSTEM 50

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5.3 NEW ENTRANTS 51
5.3.1 BOVMINDER 51
5.3.2 MOOW RUMEN BOLUS 52
5.3.3 WANDERING SHEPHERD 53
5.4 COMPETITIVE COMPARISON MATRIX 55
5.5 COMPETITOR RANKING 56
6.0 INDUSTRY ANALYSIS 58
6.1 PORTER’S 5 FORCES 58
6.2 PESTLE ANALYSIS 59
6.2.1 POLITICAL 59
6.2.2 ECONOMIC 60
6.2.3 SOCIAL 62
6.2.4TECHNOLOGICAL 63
6.2.5 ENVIRONMENTAL 65
6.2.6 LEGAL 65
6.3 SWOT ANALYSIS 66
7.0 MISSION AND VISION 68
8.0 BUSINESS MODEL 69
8.1 CUSTOMER SEGMENTS 69
8.2 VALUE PROPOSITION 72
8.3 CHANNELS 73
8.4 CUSTOMER RELATIONSHIPS 75
8.5 REVENUE STREAMS 76
8.6 KEY RESOURCES 77
8.7 KEY ACTIVITIES 79
8.8 KEY PARTNERSHIPS 81
8.9 COST STRUCTURE 85
9.0 MARKETING STRATEGY 86
9.1 MARKETING OBJECTIVES 86
9.2 MARKET DRIVERS 87
9.3 THE DECISION MAKING UNIT 88
9.4 BRAND IMAGE AND VISUAL COMMUNICATION 89
9.5 MARKETING MIX 90
9.5.1 EARNED MEDIA 91
9.5.2 OWNED MEDIA 91
9.5.3 SHARED MEDIA 92
9.5.4 PAID MEDIA 94
9.5.5 SEARCH ENGINE OPTIMIZATION 96
9.5.6 TRADE EXHIBITIONS AND FARM WALKS 97
9.6 MARKETING IMPLEMENTATION 98

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10.0 SALES STRATEGY 100
10.1 SALES PHILOSOPHY AND SALES INSTRUMENTS 100
10.2 SALES FUNNEL 101
10.3 INITIAL PHASES OF SALES 102
11 FINANCIAL FORECAST 104
11.1 SALES 104
11.1.1 SAMPLE INSTALLATION PRICES 104
11.1.2 ESTIMATED SALES UNITS 105
11.1.3 SALES FORECAST 106
11.2 COSTS 108
11.2.1 COST OF SALES 108
11.2.2 RUNNING COSTS 115
11.2.3 SELLING AND ADMINISTRATION 118
11.2.4 OTHER OPERATING COSTS 118
11.2.5 OTHER EXPENSES 119
11.2.6 FUNDING REQUIREMENTS 120
11.2.7 INCOME STATEMENT AND CASH FLOW FORECAST 122
12.0 ETHICS AND PRIVACY 125
12.1 ANIMAL TESTING 125
12.2 DATA PRIVACY 126
12.3 DATA BREACH NOTIFICATION 127
12.4 DATA PROTECTION 128
12.5 MOOVES PRIVACY POLICY 129
13.0 LEGAL REQUIREMENTS 131
13.1 REGISTER BUSINESS NAME 131
13.2 COMPANY REGISTRATION 132
13.3 COMPLIANCE WITH ONLINE BUSINESS POLICIES 133
13.4 STATUTORY EMPLOYER COMPLIANCE 134
13.5 TAX COMPLIANCE 135
14.0 RISK ASSESSMENT 136
14.1 RISK ASSESSMENT 136
14.2 BUSINESS RISKS 136
14.3 MANAGEMENT TECHNICAL COMPETENCY 137
14.4 DEPENDENCE ON EXTERNAL PARTY ENDORSEMENT 137
14.5 UNFORESEEN EVENTS E.G. NATURAL DISASTER 138
14.6 TECHNOLOGY RISKS 138
14.7 FINANCE RISK 140
14.8 FUNDING 140
15.0 FUTURE EXPANSION 141

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15.1 LONG-LIFE PH BOLUS DEVELOPMENT 141
15.2 ONLINE PLATFORM 142
15.3 INTERNATIONAL EXPANSION 142
15.4 RUMEN BOLUS TECHNOLOGY 142
16.0 COMMERCIALIZATION TIMELINE 143
PART 2: TECHNOLOGY PLAN
1.0 TECHNOLOGY PLAN OVERVIEW 145
2.0 WIRELESS SENSOR NETWORK 145
2.1 WIRELESS SENSOR NETWORK ARCHITECTURE 145
2.2 WIRELESS SENSOR NODE ARCHITECTURE 147
3.0 SENSORS 149
3.1 TEMPERATURE SENSOR 149
3.2 GPS TRANSMITTER 149
3.3 BASE STATION 150
3.4 RADIO FREQUENCY 150
3.5 POWER CONSERVATION 150
4.0 GPS TRACKER 152
4.1 WHAT IS GPS? 152
4.2 HOW GPS WORKS 153
4.3 GPS ACCURACY 154
4.4 TRANSMITTING GPS COORDINATES 154
5.0 SYSTEM ARCHITECTURE AND INFRASTRUCTURE 155
5.1 SYSTEM ARCHITECTURE 155
5.2 KEY PROCESSES IN HERD MANAGEMENT SYSTEM 156
5.3 OBTAINING THE DATA FROM THE ANIMAL WHEN CONNECTED TO THE NETWORK 156
5.4 OBTAINING GPS LOCATION DATA FROM THE ANIMAL 157
5.5 ACCESS DATA FOR MONITORING 158
5.6 TECHNOLOGIES USED 159
6.0 HOSTING REQUIREMENTS 160
7.0 ELEMENTS OF DESIGN 162
7.1 DESIGN CONSIDERATIONS 162
7.2 NIELSEN’S USABILITY HEURISTICS FOR USER INTERFACE DESIGN 162
7.3 DESIGN PROCESS 164
7.3.1 PLANNING THE APP: BASIC IDEA AND DESIGN 165
7.3.2 PLANNING THE APP: DATABASE ARCHITECTURE AND DEVELOPMENT APPROACH 166
7.3.3 DESIGNING THE APP: WORKFLOW MAP AND PHOTOSHOP DESIGN 167

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7.3.4 THE NEXT FOUR STEPS OF THE DEVELOPMENT OF THE WEBSITE 168
7.3.5 SECURITY & THE FUTURE 168
8.0 MOOVES WEB APPLICATION 169
8.1 FUNCTIONAL SPECIFICATION 169
9.0 BACKEND DATABASE – MYSQL 175
9.1 BENEFITS OF MYSQL 175
9.1.1 LOWEST TOTAL COST OF OWNERSHIP 175
9.1.2 SCALABILITY AND FLEXIBILITY 175
9.1.3 HIGH AVAILABILITY 176
9.1.4 MANAGEMENT EASE 176
9.1.5 HIGH PERFORMANCE 176
9.2 TECHNICAL SPECIFICATIONS 177
9.3 DATABASE SPECIFICATION 177
9.3.1 FARMERS TABLE 179
9.3.2 ADDRESS TABLE 179
9.3.3 HERD TABLE 179
9.3.4 ANIMAL TABLE 180
9.3.5 CAPTURE MOMENT TABLE 180
9.3.6 LOCATION TABLE 181
9.3.7 TEMPERATURE TABLE 181
9.4 MYSQL DATABASE SCREENSHOTS 182
9.4.1 FARMERS TABLE (FIELD NAMES AND FIELD TYPES) 183
9.4.2 CAPTURE MOMENT TABLE (FIELD NAMES AND FIELD TYPES) 184
9.4.3 CAPTURE MOMENT TABLE (POPULATED WITH DUMMY DATA) 184
9.5 BACK-END AND FRONT-END INTERACTION: PHP 185
10.0 SECURITY 187
10.1 SECURITY CONCERNS 187
10.2 DATA AUTHENTICATION 187
10.3 DATA INTEGRITY 188
10.4 DATA CONFIDENTIALITY 190
11.0 TECHNICAL DELIVERABLE TIMELINE 191
12.0 TECHNICAL DIARY 192
APPENDIX 196
APPENDIX 1: EXPERT INTERVIEW REPORTS 196
APPENDIX 2: INTERACTION WITH DCU LECTURERS 204
APPENDIX 3: INTERACTION WITH COMPETITORS 211
APPENDIX 4: SUMMARY OF CONTACTS 212
APPENDIX 5: PRIMARY RESEARCH AT MACRA NA FEIRMA’S YOUNG POSITIVE FORUM 213
APPENDIX 6: FINANCES 224

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APPENDIX 7: IDEA GENERATION PROCESS 227
APPENDIX 7: WIREFRAMES SOFTWARE UI 229
APPENDIX 8: PROJECT MANAGEMENT AND GROUP COMMUNICATION 230
APPENDIX 9: HOSTING SOLUTION 234
BIBLIOGRAPHY 235

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1.0 Executive Summary
Product Overview
MOOves offers farmers an easy to use, accurate and innovative solution to herd
management. Consisting of rumen boluses, which interact with a local network and base
station, farmers can view up to date, animal specific information on their Internet enabled
device from anywhere in the world. MOOves provides farmers with the capability to
increase productivity, herd health, and prevent animal theft, revolutionizing the way in
which they work.
Temperature
MOOves offers farmers an effective tool for detecting disease, including Pneumonia. In fact,
body temperature monitoring is a common practice in herd health management and as
Adams et al. (2013, p.1534) scholars of the Department of Animal Science Colorado stated,
temperature is an indicator of the condition of common livestock which include diseases,
metritis, mastitis, lameness, and pneumonia. Our bolus provides farmers with the
opportunity to be one step ahead, catch disease at its earliest stages and increase not just

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herd health, but the health and wellbeing of each individual animal – a revolutionary
concept.
Location
As the value of cattle continues to rise, so does the threat of animal theft. Our device
provides peace of mind for the farmer, allowing them to view the animal’s location on the
farm and, in the event that the animal leaves the farm zone, the animal’s GPS transmitter
automatically switches on. From the easy to use MOOves online platform, the farmer can
then track and trace the animal’s location, guaranteeing recovery.
pH – The Future of MOOves
Our goal is to manufacture the first long-life pH bolus –a radical new approach to precision
agriculture. As outlined in section 15.0, our Research and Development team will focus
heavily on the design, manufacture and testing of a pH bolus equipped with multiple
biodegrading sensor nodes – the first of its kind. This technology will not only set MOOves
apart from other rumen bolus manufacturers, it will launch our company to the forefront of
the agri-health industry.
Market Overview
Our efforts will initially focus on MOOves securing a position within the Irish market. From
our empirical research-involving meeting with farmers from various farming demographics,
we identified that farmers often follow farming trends and practices from other farmers.
With this in mind we will focus on working with ‘innovators’ and larger farmers who have
influence within farming circles. Our structured interviews (results in Appendix 1) identified
that 75% of the young farmers we met would be more likely to adopt a new product if it was
endorsed by a government body such as Teagasc or the farmers group such as the IFA. With
this in mind, our first task would be to secure backing and endorsement from one or both of
these groups before moving to the UK markets. Total income for farming in the UK in 2014
exceeded £5,379 million (UK Department of Agriculture, 2014). As in Ireland, 2014 was the
final year of milk quotas and as a result these figures are expected to rise dramatically in
2015 as farmers seek to tap into the lucrative dairy export market.

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From here MOOves will establish itself firmly within the European market, launching into
both the UK and French markets, challenging yet opportunity rich. Adoption of wearable
diagnostics on cows is slowly gaining popularity after being introduced about ten years ago.
The pressure for more efficient milk and meat production is becoming greater, making
farmers turn to technology to a greater extent (IDTechEx, 2014). MOOves will not stop at
European level; having built our customer base successfully in Western Europe, we will then
launch into the US, Canada, Australia and New Zealand.
Staffing
The agri-tech start-up was founded by the DCU graduates Conor Kelly, Andy Walsh, Michael
Hennigan and Carina Bohlender, each bringing different expertise to the company. As the
below table details, MOOves will grow from 6 employees in 2016 to 11 employees in year
2020, driven by a steady growth in sales revenue.
Employee 2016 2017 2018 2019 2020
Corporate
Executives
4 4 4 4 4
Software
Engineer
1 1 1 1 1
Electronic
Engineer
1 1 1 2 2
Sales &
Marketing
2 4
Total 6 6 6 9 11
Sales & Marketing
One of the major challenges that faces MOOves in terms of marketing and selling the
product is that contact information of target customers are not easily researchable on the
web. Thus, MOOves is heavily dependent on a successful marketing strategy in order to
collect leads that the sales team can follow up on. MOOves will invest a reasonable amount
of the marketing budget in content marketing that will allow collecting leads by gating
appealing behind a contact form. Other major elements within our marketing-mix include
trade shows as these events allow approaching potential customers on a face-to-face level.

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MOOves will take a customer centric personal selling approach, which includes effective
listening, first class support and maintenance of the customer relationship.
Financials
The table below represents a brief overview of our projected financial reports over the next
number of years. In the first number of years our efforts will focus on intensive product
development and R&D of our pH bolus. For our more detailed finances, please refer to
section 11 and also appendix 6.
Year 1 Year 2 Year 3 Year 4 Year 5
2016 2017 2018 2019 2020
Revenues - 196,850 658,400 1,343,300 2,779,500
Gross Profit - 24,660 90,948 312,577 665,728 1,422,880
Gross Margin 0.0% 46.2% 47.5% 49.6% 50.5%
Net Profit - 93,085 - 178,222 35,811 198,028 760,681
Cash Flow Balance 204,115 27,093 14,104 163,332 875,213
Technical Overview
The underlying technology involved in the MOOves herd monitoring system is a wireless
sensor network. A wireless sensor network is a network of wireless sensor nodes that
communicate with a basestation. A number of different sensors can be attached to the
sensor nodes. This allows for the addition of additional sensors such as pH in the future but
initially there will be a temperature sensor and a GPS tracker built in. The sensor nodes
transmit their data over radio waves to the basestation, which then uploads the data to the
MOOves database. The ZigBee (802.15.4) radio frequency, which was designed specifically
with wireless sensor networks in mind, has been chosen as the transmission medium for the
network. The GPS tracker has its own transmitter, which uses the GSM (Global System for
Mobile communication), the same networks used by mobile phones, to send its location

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coordinates back to the basestation. This is necessary for long-range data transfer i.e. when
a cow is no longer inside the field. While this physical hardware system is required to
generate data, it is not the core product/service offering. The core technical components of
the MOOves product/service offering are the fully functioning website interface and the
MySQL database which stores customer information and sensor data. It is the website/web
application that provides value to the customer by enabling farmers to monitor data about
their cattle, at the click of a mouse or the swipe of a finger, which can be used to increase
productivity and efficiency on their farm as well as locate any stolen animals.

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2.0 Overview of MOOves
2.1 Product Offering
MOOves offers farmers an easy to use, accurate and innovative solution to herd
management. Consisting of rumen boluses, which interact with a local network and base
station, farmers can view up to date, animal specific information on their Internet enabled
device from anywhere in the world. MOOves provides farmers with the capability to
increase productivity, herd health, and prevent animal theft, revolutionizing the way in
which they work.
Using the latest rumen implant
technology, MOOves provides
farmers with a selection of online
tools, which have been identified as
most valuable to them through our
extensive market research. Our
rumen bolus technology provides
farmers with the opportunity to
optimize nutrition and health management not just of the general herd, but also for each
specific animal. Through improved production efficiencies generated by using MOOves,
farmers can maximize their production turnover in the ever-challenging agriculture industry.

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The key benefit of our system allows farmers to monitor temperature and location
remotely. In recent years cattle rustling has became a growing issue particularly in border
Irish regions. Our technology allows farmers to remotely monitor and locate their animals
meaning that if animals are taken, they can swiftly be located and recovered. From our
research we’ve learned that temperature can be a key element of monitoring herd
wellbeing and, MOOves online platform includes health management software that
monitors temperatures in the background, alerting the farmer at abnormalities or excessive
fluctuations in temperature. This allows farmers to recognize early onset of illness or
disease, allowing them to segregate animals if necessary to control spread of disease.
Our research and development phase included extensive structured interviews with both
farmers and industry experts and from these we identified the need for our software and
systems to be as user friendly as possible. With this in mind, and the customer-centric
approach under which MOOves operates; we have designed our system to be plug and play,
easily installed onsite by our technicians and maintained by the farmer. The boluses are
easily inserted into the bovines similar to the insertion of an intra-ruminal copper bolus,
often inserted into young calves.
Our customers work closely with the earth and at MOOves we understand the importance
of protecting the world around us. With this in mind, we’ve produced a green system,
conscious of its environmental impact. As our system is cloud based, we eliminate much
paper work associated with animal record keeping, significantly reducing farmer’s carbon

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footprint. Our servers are located in naturally cooled facilities designed to have minimal
environmental impact. Further to our sustainability endeavours, we have also ensured the
recovery of our device post-slaughter, allowing for disassembly and recycling as outlined by
Johnson & Wang (1995). Our abattoir visit further highlighted the value our product can add
to beef traceability; guaranteeing animal identify in a way no current ID tag can.
2.2 Why is MOOves a Novel idea?
MOOves isn’t just changing the way in which farmers monitor their herd health; it’s
providing them with the opportunity to exploit technology in agriculture in a way never seen
before. Traditionally farmers relied on their twice to three times daily walk-through to
examine animal wellbeing. With MOOves however, farmers are more aware of their animal
wellbeing, progression over time and all important location, allowing for recovery of lost or
stolen animals. While there are some competitors in this area as outlined in further
sections, our product surpasses these products not just in quality, but also in usability,
offering farmers a plug-and-play approach to software designed with ease of use and
functionality as two key design guidelines. Wearable technologies on animals will be a $2.6
billion market by 2025 according to the IDTechEx Report (2014) and the agri-technology
sector is one of the fastest growing areas at present with farmers investing in areas such as
precision farming and herd management tools.

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2.3 Motivation behind the Idea
MOOves was conceptualized as a result of an increase in cattle rustling in Ireland over the
past number of years. Farmers in border regions in particular, have expressed increasing
concerned for their livestock, especially due to the low recovery rate. While competitors
offer external tracking devices, these can easily be removed and become irrelevant, so came
about the idea of an internal tracking device.
From here we began to look at how we can add value to this device for the farmers and our
subsequent research, which included both industry experts and farmers from various
backgrounds, led us to identify temperature and pH as the most valuable elements we could
add to our device. Our initial bolus, which we estimate to be ready to launch within a year of
commercializing MOOves, will contain temperature and location, and we hope to have our
long-term pH bolus ready for market within two years. The pH bolus will be the first of its
kind, as it will provide lifetime monitoring unlike competitor products currently available,
which only last for 100 days, significantly less than the life of a bovine.

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3.4 Key Adoption Benefits of MOOves
3.4.1 Temperature
MOOves offers farmers an effective tool for detecting disease, including Pneumonia. In fact,
body temperature monitoring is a common practice in herd health management and as
Adams et al. (2013, p.1534) scholars of the Department of Animal Science Colorado stated,
temperature is an indicator of the condition of common livestock which include diseases,
metritis, mastitis, lameness, and pneumonia. In fact, both our interview with Irish Farmers
Journalist Darren Carty and the primary research with our target group has brought forward
that Pneumonia is a widespread issue on farm and can result in the death of animal.
Furthermore, studies have brought forward that dairy cows produce 8% less milk in the
second lactation after they suffered from pneumonia, which comes at a major economic
cost for the farmer (AngilaFarmer 2015). As one of our interviewee beef farmers James
Lennon stated, “health is a big deal. The animals need to be 100 % healthy; otherwise the
productivity of the farm will be down.”(Appendix 1)
The above given table shows the results of a study conducted by Adams et al. (2013, p.1552)
which examined the effectiveness of temperature-sensing reticular boluses to aid in the
detection of production diseases. As the results outline, cows diagnosed with clinical
mastitis had 6.7 times higher odds and cows affected with pneumonia had 7.5 times higher
odds.

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From our interview with
Malcom Bateman, chair of
Roslin BioCenter, we learned
that the body temperature of
cows can range from 38.0 to
39.5 degree (Appendix 1).
However, as Adams et al.
(2013, p.1534), outline, if an
individual baseline is
established for each individual cow, using a system such as MOOves, an accurate detection
of illness is possible. Although not every animal with an elevated body temperature will
have a health issue, the study brought forward that 70% of the animals that had an increase
in temperature 4 days prior to clinical diagnosis where actually affected.
According to Merial Animal Health, calf pneumonia costs the UK agriculture sector +£80
million per year, including veterinary and medicine costs, mortality, weight loss, milk yield
loss and extra labour. In Ireland, pneumonia is by far Ireland’s No.1 risk to young animals,
accounting for 30% of all deaths in cattle under on 1 year old. Studies have shown that dairy
heifers are approximately 20kg lighter than they are supposed to be due to pneumonia. For
the beef industry, pneumonia increased finishing times to slaughter, which equally hampers
the productivity of the farmer
(Bovilis 2015)

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3.0 Corporate Background
3.1 Corporate Structure and Funding
MOOves will be a registered limited company in Ireland and will operate from offices in the
new Technology and Innovation Park in Clones, Co. Monaghan. The company will be funded
from a combination of grants from Enterprise Ireland, a bank loan taken out in the banks
name and secured with a €40,000 investment from its four founders. Due to MOOves
location and aim to hire from both sides of the border, our company will benefit from EU
funding under the current Peace III and INTERREG program, aimed at building cross-border
relations.
3.2 Shareholder Breakdown
At its launch, MOOves will issue 100 shares to its investors; its four founding members. Each
of the founders: Conor Kelly, Carina Bohlender, Michael Hennigan and Andrew Walsh will
each be issued 25 shares of MOOves Ltd.
3.3 MOOves and Ireland
MOOves have decided to set up in Ireland in order to be close to their target market.
Financially, Ireland is also a great place to do business. The below points are just some of
those which influenced MOOves decision to base its operations in Ireland.
 Tax Rate – Irelands corporation tax rate is just 12.5%, designed to attract both FDI
and indigenous business.
 Enterprise Ireland – As a government body designed to assist Irish businesses,
Enterprise Ireland is a key tool for organizations needing funding and business
mentoring. In addition to this, EI can provide assistance for companies looking enter
the export market.
 County Enterprise Boards – A subset of Enterprise Ireland, they provide mentoring
and business advice at a local level. In 2015 they also announced a competition
awarding €10,000 to one potential business in each of the 26 counties.

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 Workforce – The Irish workforce has become highly skilled in recent years. Locating
in Monaghan, positions MOOves on the border region giving it access to both
Northern and Southern employees.
 EU Funding – Under the Peace III program, by locating our business in Monaghan
and aiming to build local relations and increase local employment MOOves will be
entitled to funding under the program.
3.4 Management Team
3.4.1 Conor Kelly - CEO and Business Development Manager
Conor (22) is the CEO of MOOves and holds a 2nd
class
honours grade 1 Bachelor of Business Studies
Degree in Business and Management from
Maynooth University. He is also currently
completing an MSc in Electronic Commerce from
Dublin City University. Using his experience
working in teams in both the workplace and
educational environment, Conor will lead the board
to further develop MOOves into a successful
enterprise and strive for continuous product
innovation and business development. His creative mind-set and ease of relationship
building will be of major benefit in developing MOOves into a successful company.
Duties include:
● Ensuring that the board of MOOves conform to both Irish and international
standards of governance, by the most effective and efficient means possible.
● Setting the strategy and vision and building the culture of MOOves.
● Calling meetings of the Board and setting agendas and discussions for said meetings.
● Continuous business development in line with company strategy.

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3.4.2 Carina Bohlender – Marketing and Communications Director
Carina (24) will act as the head of marketing
communications for MOOves. She holds a 1st
class
honours BA in Media & Business from Stuttgart Media
University and a MSc in Electronic Commerce from
Dublin City University. Carina has international
working experience in PR, marketing and technology
as she has been working for SAP Germany (High
Technology Marketing), Consense Communication (PR
and Marketing Communications) and an E-Commerce
start-up (Social Media and Newsletter Marketing).
Further relevant competencies include proficiency in SEO and Adobe Photoshop. Carina
holds the Google AdWords Certification in Advanced Search.
Duties include:
● Managing MOOves marketing channels and generating leads
● Driving a successful PR strategy
● Graphic Design
● Market Research
3.4.3 Michael Hennigan - Chief Information Officer
Michael (23) is the acting Chief Information Officer of
MOOves and also sits on the company’s board of
directors. Michael holds a second class honours
Bachelor of Business Administration degree in Business
and Management from Maynooth University. Michael
has previously worked for Deutsche Bank and Dunedin
Global Recruitment but since studying his Masters in
Electronic Commerce at DCU has settled on a career in
IT. Michael’s technical knowledge and capabilities
combined with his business background and

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interpersonal skills allow him to lead IT projects.
Michael acts as a point of contact between the business and IT sides of the company,
communicating business requirements to the IT team and explaining complex IT issues in
simple, understandable language to business employees.
Duties Include:
● Leading website development and other IT projects
● Ensuring effective communication between IT and other departments
● Evaluation and continuous improvement of customer-side systems
● Leading Research and Development into the latest sensor technologies
3.4.4 Andy Walsh –CFO & Sales Manager
Andy (24) is the acting as Head of Sales and Chief
Financial Officer. Andy holds a 2nd class honours
degree in Business and Management (International)
from Maynooth University. His past experience in
dealing with customers and clients provides him an
excellent base, which he can use to communicate
product adoption benefits and technical concepts.
His outstanding presentation and listening skills will
allow him to manage sales of our product effectively
while monitoring overall business financials.
Duties Include:
 Following-up leads
 Collaborating with the CEO in establishing salestargets
 Establishing effective programs to hire and train sales personnel.
 Liaising with the Head of Marketing to discuss market drivers and customer needs
which influence the purchase decision of MOOves.

27
4.0 Market Analysis
4.1 Target Market
MOOves initial target market is the Irish agriculture industry. To be more specific we have
identified Irish dairy and beef farmers as the core market. This is due to the high value of
the animals in these herds and the requirements of the farmers matched by our product.
The Department of Agriculture, Food and the Marine currently reports the agri-food sector
in Ireland contributes a value of €24 billion to the national economy, generates 6.3% of
gross value added, almost 10% of Ireland’s exports and provides 7.7% of national
employment. When employment in inputs, processing and marketing is included, the agri-
food sector accounts for almost 10% of employment. The 2011 Census recorded 80,084
employed in farming in Ireland. This was a 10.1% growth on 2006 where 72,731 individuals
were recorded as employed in farming. The Census of Agriculture 2010 showed there were
139,860 farms compared to 141,527 farms in June 2000. (CSO, 2015) The utilized
agricultural area in Ireland increased by 2.8% over the ten-year period, from 4,443,071
hectares in June 2000 to 4,569,359 hectares in June 2010 with the average size of
agricultural holding increased from 31.4 hectares to 32.7 hectares.
Our efforts will initially focus on MOOves securing a position within the Irish market. From
our empirical research-involving meeting with farmers from various farming demographics,
we identified that farmers often follow farming trends and practices from other farmers.
With this in mind we will focus on working with ‘innovators’ and larger farmers who have
influence within farming circles. The success of MOOves is dependent on the adoption of
the technology by the farmers. Traditionally, farmers are slow to adopt new technologies
and often follow trends. Our structured interviews (results in Appendix 1) identified that
75% of the young farmers we met would be more likely to adopt a new product if it was
endorsed by a government body such as Teagasc or the farmers group such as the IFA. With
this in mind, our first task would be to secure backing and endorsement from one or both of
these groups.

28
Ireland
With fertile soils, a temperate climate and abundant rainwater, Ireland
has enviable natural advantages for farming the land to produce food,
fibre and fuel. There are approximately 139,860 family farms in Ireland
according to the 2012 CSO Census of Agriculture report.
Farm Data Structures for Ireland
Relevant Year Statistic Relevant Data
2010 Farm Holdings 139,860
2010 Average Farm Size 32.7
2010 Family Farm Holders by Age 6.2%<35, 51.4%>55
2014 Employment in Agriculture, Foresty, Fishing 105,900
Sources: Census of Agriculture 2010, CSO QNS, Q4 2014
Since a slump in 2011 at the height of the recession, there has been a steady increase in the
number of cattle in Ireland. With this in mind, our target market is gradually increasing as a
result of the removal of milk quotas, and also the re-introduction of export of Irish beef to
the US market. As you can see below, as of 2014 there were over 6,926,000 cattle in Ireland.
(CSO, 2014)

29
United Kingdom
Total income for farming in the UK in 2014 exceeded £5,379 million (UK Department of
Agriculture, 2014). As in Ireland, 2014 was the final year of milk quotas and as a result these
figures are expected to rise dramatically in 2015 as farmers seek to tap into the lucrative
dairy export market. The jointly published paper of Agriculture in the UK supported this
assumption recording a 3.7% rise of the UK dairy herd to 1.9 million head. While the UK beef
herd continued to decline (1.2% in 2014), the rise in dairy compensated to maintain the
overall herd of 9.7 million, unchanged from 2013 (Dept for Environment, Food and Rural
Affairs, 2014). The past year was also a tough year for UK farmers with some of the worst
flooding in recent times. The UK government has made a fund of £10 million available to
farmers for a one-off grant to aid recovery.
UK Livestock Numbers (thousand head)
2011 2012 2013 2014
Total cattle & calves 9 988 9 952 9 844 9 837
Cows in Dairy Herd* 1 796 1 796 1 782 1 841
Cows in Beef Herd** 1 678 1 666 1 611 1 569
*Dairy cows are defined as female dairy cows over 2 years old with offspring
**Dairy cows are defined as female dairy cows over 2 years old with offspring
Source: (Agriculture in the UK, 2014)
France
Having successfully launched our product into the Irish and
UK markets, MOOves will then move to position itself firmly
within the French market, a European agri-superpower.
Renowned for its viniculture, horticulture and in recent times,
precision agriculture, France has become a pioneer of agri-tech.

30
France is continuing to hold its place as the leading agricultural power in Europe: its share of
the value of EU agricultural production is 18.1%, well ahead of Germany’s 13.4%, Italy’s
12.3% and Spain’s 10.6% (France Diplomatie, 2015). France thus holds first place for beef,
poultry, cereal, sugar beet, oilseed and potato production. The sector accounted for 5.6% of
French jobs in 2012, with 1.42 million employees and other workers working in agriculture,
fisheries and the agrifood industries. Similarly to other European countries, the number of
farms in France has continued to decline, however gross standard production averages have
continued to rise as has existing farm sizes.
French Agriculture Landscape
Number of farms
(In thousands)
Gross standard
production: average per
farm
(In thousands of euros)
Agricultural Area
(In hectares)
2000 2010 2000 2010 2000 2010
Dairy
Cattle
70.7 48.2 100.5 135.2 61.7 81.5
Beef
Cattle
36.6 33.5 63.4 71.0 82.9 99.9
Mixed
Cattle
16.1 9.4 106.9 151.9 81.1 113.5
Source: SSP – Agreste-Agricultural Census
4.2 Market Opportunity
MOOves isn’t just a product, but rather a concept with the power to revolutionize the agri-
technology sector. Our competitive advantage lies in the unique product we are about to
launch into the ever competitive, growing agriculture industry and the limitless expansion
opportunities of our bolus technology. Lets look at some statistics…

31
 Production in the major dairy exporting countries started to increase in mid-2013, as
feed prices declined and milk margins improved. Nevertheless, due to continued
strong demand on the world market, dairy prices remained high into early 2014. The
devaluation of the Euro has made EU exports more competitive and results in
increasing EU exports of dairy products, and US milk production remains
considerably above previous levels. (OECD-FAO, 2015)
 Farms are consistently increasing in size over the past decade. Larger farms put more
pressure on farmers and employees making it more difficult to be vigilant for herd
abnormalities.
 Larger farms pose higher risk during disease epidemics, as the potential loss is
higher. MOOves provides constant monitoring of the herd 24/7, allowing early
detection and segregation.
 MOOves cloud based system is designed to work on all web-enabled devices
meaning our technology requires little up-skilling and will survive changes in device
use such as migration from PC to tablet etc.
 Over 159 farmers were the victims of animal theft in 2014 (IFA, 2015). Our GPS
enabled bolus allows for the identification of individual animals location facilitating
recovery as necessary.
 The expansion opportunities are massive including our first of its kind biodegradable
pH bolus, the first bolus offering long-life pH monitoring.
 Meat prices reached record levels in 2014, driven mainly by an increasing beef price.
After several years of cow herd liquidation in major producing regions, the United
States bovine sector in particular started a cattle herd rebuilding phase in 2014 that
sent beef prices higher (OECD-FAO, 2015). With higher prices comes demand for
higher quality. With MOOves, farmers can ensure that their products meet
consumer requirements while at the same time increasing farm productivity.
 In Ireland alone milk supply is expected to increase by 50 per cent by 2020 after the
abolition of milk quotas in 2015 after 31 years. The dairy herd to increase by about
300,000 cows and it has also been estimated that at least 10,000 jobs could be
generated on farm and in businesses working with farmers. (Irish Times, 2015)

32
4.3 Market Trends
Adoption of wearable diagnostics on cows is slowly gaining popularity after being
introduced about ten years ago. The pressure for more
efficient milk and meat production is becoming greater,
making farmers turn to technology to a greater extent
(IDTechEx, 2014). As MOOves is a cloud based platform
it requires Internet access and our primary research
indicated to us that 100% of those interviewed have
Internet access on their farm. This builds on the findings
of the CUITA report demonstrating that as of 2010 there
were over 1.61 million Internet subscribers in Ireland.
As a subgroup of rural dwellers, farmers are not yet using information technology (IT) in a
significant manner on the farm, but its use is slowly
increasing as younger members of the family become
more involved with the running of the farm and seek to
implement technological solutions. While the number of
farmers using ICT is still quite low, farmers are using other
technologies such as the mobile phone (CUITA, 2010). With
this in mind, we decided to make MOOves a multiplatform
system – allowing farmers to use their current smartphone, tablet or laptop to access the
$2.6 billion
Wearable technology
on animals industry
value by 2025
(IDTechEx, 2014)
€2.4 billion
The contribution Irish
Agri-Food
contribution to the
national economy
(Teagasc, 2015)

33
platform. Our structured interviews showed that 89% of respondents use a Mobile Phone
on the farm, 25% use a tablet, and 64% use a laptop or PC.
By having a multiplatform system, farmers are more likely to adopt MOOves as it required
little training or up skilling as they can use it on their existing device. The added benefit for
MOOves is that is avoids being left behind as the use of PCs continue to decline as it can be
accessed on both tablets and mobile devices making it the ultimate user friendly software
platform. The “Dairy Herd Management Market by Product (Hardware, Systems &
Software), by Application (Feeding, Milking, Heat Stress, Animal Comfort, & Reproduction
Management), by End User (Small, Large & Cooperative Dairy Farms) - Global Forecast to
2018” report provides a detailed overview of the major drivers, restraints, challenges,
opportunities, current market trends, and strategies impacting the global dairy herd
management market along with the estimates and forecasts of the revenue and share
analysis. It estimates that the dairy herd management market alone will be worth $1,1511
million by 2018, as farmers continue to invest in technology.
4.3.1 Precision Agriculture
Our technology follows a similar pattern to that of precision agriculture. Precision
Agriculture (PA) is a farming management concept based upon observing, measuring and
responding to inter and intra-field variability in crops, or to aspects of animal rearing. The
benefits to be obtained are chiefly due to increased yields and/or increased profitability of
production to the farmer. Other benefits come from better working conditions, increased
animal welfare and the potential to improve various aspects of environmental stewardship
(JRC European Commission, 2014). Thus, PA contributes to the wider goal concerning
sustainability of agricultural production. The implementation of Precision Agriculture has
become possible thanks to the development of sensor technologies (such as those used in
our bolus) combined with procedures to link mapped variables to appropriate farming
management actions such as cultivation, seeding, fertilization, herbicide application, and
harvesting.
In terms of technology use, progress has been made possible due to the rapid development,

34
miniaturization and improved accuracy of the Global Navigation Satellite System (GNSS)
technology since 1999. In fact, GNSS technology (of which GPS is the most commonly used
at present) is now widely used in many farms for tasks related to geo-positioning (e.g. auto-
steer systems) and production of geo-reference information (e.g. yield mapping). GNSS has
enabled the expansion of machinery guidance, auto-steering and controlled traffic farming
systems. Such methods enable machinery to drive along repeatable tracks with accuracy,
reducing errors made by the operator, reducing fatigue and permitting more timeliness of
operations. Another important element is the use of Variable Rate Technology that allows
precise seeding, optimization on planting density and improved application rate efficiency of
herbicides, pesticides and nutrients, resulting in cost reduction and reducing environmental
impact.
Precision Agriculture has demonstrated to the agriculture industry the value that technology
can bring to farm productivity and process improvement. Already in Precision Agriculture of
livestock, efficiencies are been gained through processes including automated milking
systems. Recent studies discuss that improved management could raise cow yields to
20,000 liters per lifetime whilst increasing the life expectancy of cows. Higher yield and
longer life could reduce agricultural methane emissions by 30%. Quality of feed is difficult to
measure but by using a pH bolus in the rumen of sentinel cows the pH can be accurately
tracked and feed adjusted as necessary (JRC European Commission, 2014). MOOves aim is
to bring technology implementation one-step further, truly revolutionizing herd
management.

35
4.4 Primary Market Research
Our market research consisted of both semi- structured and structured interviews. As the
team had little prior knowledge of the agri-technology scene, it was important for us to gain
an overall view of the industry landscape before exploring areas in detail. To do this we met
with industry experts, farmers, producers, government bodies
including the Department of Agriculture and Teagasc as well as
attending a Macra na Feirme Young Farmer conference in Birr to
engage with the next generation of Irish farmers.
4.4.1 Qualitative Research Interviews
Qualitative research is characterised by its aims, which relate to understanding some aspect
of social life, and its methods, which in general generate words, rather than numbers, as
data for analysis (MSF, 2014). Qualitative structured interviews were used to broaden our
knowledge on general topics while we carried out a series of structured interviews to
further develop our research. The main objectives we aimed to identify through the
interviews are listed below.
1. Build on CUITA report findings in terms of technology use on Irish farms
2. Identify the perceived level of importance of technology in farming to young farmers
3. Identify attitudes towards electronic rumen boluses within bovines and monitoring
results remotely online.
4. Identify awareness of the impact pH monitoring can have on herd welfare
100 % of farmers
we spoke with
have Internet
access on their
farm holding

36
Having conducted semi-structured interviews with The
Department of Agriculture, Teagasc, Euro Farm Foods and a
number of farming specialists (Appendix 1-5) we then devised a
set interview structure with a number of open questions. We
used this survey/structured interview format (sample available
in section 5 of appendix) when we attended the Macra Na
Feirme Young Farmer Positive Forum in Birr Co. Offaly (see Appendix 5), to build on the
information we had accumulated from the semi-structured interviews. By leaving open
questions on the survey, we also provided the opportunity to gain insight into other
technologies and systems used on the farm we weren’t previously aware of.
One of the most interesting points our interviews summated was that farmers are using a
plethora of devices while working on the farm. While as expected, mobile phones were a
dominant feature, it was also interesting to note the high use of Laptop/PC (64.3%) and
Tablets (25%) on the farm from the young farmers interviewed. When asked what they used
the devices to do, answers (in no particular order) included:
 Registering calves
 Filling eforms
 Herd Management tools
 Single-farm payments
 Buying and researching AI straws.
75% of farmers would
be more likely to
adopt technology
endorsed by
IFA/Teagasc
Appendix 5

37
4.4.2 Interviews with Industry Experts
Our in-depth industry research involved meeting with experts from various sectors within
the industry. The paragraphs below summated the key knowledge gained from our semi-
structured interviews. Comprehensive reports from each of these interviews can be found in
section 1 of the appendix.
Beef Industry – Euro Farm Foods – Michael Fox & Pat Watters
Euro Farm Foods is an abattoir in Meath, Ireland. They focus on the slaughter of cattle and
dispatch of carcass beef products to Ireland, the UK, France, Spain& Denmark. Our meeting
with them was dual focused; establish the recovery of the rumen device post slaughter, and
secondly, industry view on our product. After a tour of the abattoir encompassing from kill
through each stage to finished product, we spent time in the stomach room examining the
process of recovering our device from the rumen. The solution we formulated is for the
bolus to be magnetic and to electronically magnetize the table onto which the stomach
contents are emptied. This would allow for recovery of the device for recycling.
We then met with CEO Michael Fox to discuss further use of the bolus. The main point
Michael made was the value of our bolus technology in terms of traceability of the beef
product coming to him. As traceability is an area of major concern for producer and
consumer, our rumen bolus guarantees the producer that the animal is actually the animal
stated on paper. The present tag system allows for potential fraud to occur but our bolus
technology makes this impossible.
Government – Department of Agriculture – Philip O’Reilly
Philip is the ex-Sectary General of The Department of Agriculture and former Chairman of
the Committee on the Uptake of Information Technology in Agriculture and Rural
Communities) report, which was published in 2010. Our meeting focused on further
examining the report and the attitude of The Department of Agriculture to devices such as
ours. The chief outcomes from our meeting were the importance of gaining backing from a

38
government body such as Teagasc or an industry body such as the IFA to enhance uptake of
our product. Philip also informed us that from the CUITA report they learned that uptake
trends in agriculture are inconsistent to other industries, as friends, neighbors or notable
individuals within their social circle often influence farmer’s decision-making.
Industry Expert – Darren Carthy – Farmer & Journalist
As a journalist for the Farmers Journal Darren Carthy is a well respected industry expert. Our
interview with Darren focused on the potential of our launch product; a temperature and
GPS enabled bolus. While technology use in agriculture is on the rise, Darren explained how
the average age of beef and sheep farmers – close to 60 – is stifling the implementation of
tech on the farm. In recent years the highest returns in farming have been from the diary
sector and as Darren explained, the removal of quotas in April of 2015 will see a rise in
returns over the next number of years. As a result of this, Darren also agreed that our target
market of dairy farmers is an ideal starting point for our product.
Government Body – Teagasc – Ciaran Lenehan PhD Researcher
Teagasc – the Agriculture and Food Development Authority – is the national body providing
integrated research, advisory and training services to the agriculture and food industry.
During our meeting with Ciaran we focused on the value of rumen bolus in cattle, and also
the future development of the bolus to include pH monitoring. With appropriately managed
diets, beef animals can gain 50g per day but when the animal is suffering from acidosis the
growth late is significantly lower. As a beef farmer himself, Ciaran explained how acidosis
and sub-clinical acidosis affect his herd and reduce his produce, and agreed that our device,
equipped with a pH monitor would allow for monitoring of the diet to ensure the animal is
in pristine health, constantly growing, and allowing the farmer to maximize his beef
production. As current pH sensors have a limited lifetime, MOOves goal is to develop a long-
life pH rumen monitor for release onto the market in the next 3 years.

39
5 Competitor Analysis
This chapter gives an overview of key competitors and new entrants operating in the field of
livestock tracking and health monitoring; with prices being requested from each competitor.
Moreover the report compares the product offerings of the competing firms and outlines a
competitor ranking of MOOves strongest business rivals.
5.1 Key Competitors Ireland/UK
5.1.1 eCow
Overview
 Company: eCow
 Corporate headquarters: Devon, UK
 Website: www.ecow.co.uk
 Pricing:
o 3 x Bolus: € 634
o Handset, Software, Reader: € 985
The Exeter-based company’s core product is the eCow bovine bolus, which monitors pH and
temperature levels whilst being located in the rumen of the livestock. The data is stored
inside the bolus for up to 5 months and can be collected by bringing a mobile handset within
the range of the animal. (eCow 2015)
Strengths
 Product portfolio encompasses a range of technological innovations in agriculture.
 pH levels allows optimizing the nutrition of the herd.
Weaknesses
 Data needs to be collected manually by a mobile reader.

40
 pH sensor lasts for 5 months only.
 The solution doesn’t look at the individual animal.
How can MOOves compete with eCow?
As outlined in the previous chapter, MOOves can differentiate itself from companies that
offer pH and temperature bolus solutions with its location tracking and by providing a
permanent solution that covers the entire herd, not just select animals.
5.1.2 WellCow
Overview
 Company: Well Cow Limited
 Corporate headquarters: Edingburgh, UK
 Website: www.wellcow.co.uk
 Pricing:
o Bolus: € 215
o Reader: € 280
The Scottish-based company WellCow provides a solution for measuring pH and
temperature levels whereby the firm focuses on the dairy industry. The data is downloaded
from the bolus by using a reader, which plugs into a laptop.
Strengths
 Partnership with TTP, a leading technology development company with expertise in
communication and sensor capability and the Centre for Dairy Research (CEDAR) at the
University of Reading.
 pH levels allows optimizing the nutrition of the herd.

41
Weaknesses
 Speaking to Malcom Bateman, chair of Roslin BioCenter and CEO of WellCow, we
learned that currently, there are only a few farmers amongst WellCow’s customers.
WellCow primarily sells their product to researchers and companies that engage in
nutritional development (Appendix 1).
 No base station is provided. Thus, the data isn’t collected automatically.
 pH sensor lasts for 5 months only.
How can MOOves compete with WellCow?
MOOves can compete with WellCow by offering a solution that is actually considered as
valuable and worth purchasing. Furthermore, MOOves can differentiate itself by offering
additional and superior features such as its location tracking functionality, and also by
providing a permanent solution that lasts for the lifespan of the cow, covering the entire
herd.
5.1.3 HerdInsights
 Company: HerdInsights
 Corporate headquarters: Ireland, Cork
 Website:www.animalhealthmonitoring.com
 Pricing: N/A
HerdInsights is a health monitoring solution for dairy cows, using a smart collar that
monitors behavioral patterns and skin temperature. The data is collected by a base station
and uploaded to the cloud. HerdInsights provides insights about the optimum insemination
time, the health status of the animal, lameness and heat stress. (HerdInsights 2015)

42
Strengths
 The company has strong expertise in gesture recognition and multi-metric analysis
and has won several awards.
 The system enables measuring the movement of animals, which allows for the
monitoring of lameness. We consider this a strength because MOOves doesn’t allow
tracking this feature.
 HerdInsights provides 3rd party integration, such as opening drafting gates through
RFID reader mounted on collar.
 All-time available support services.
 Access anytime and everywhere through cloud-based solution.
Weaknesses
 Collar can be stolen easily.
 Battery needs to be replaced regularly for each collar.
How can MOOves compete with HerdInsights?
Whereas HerdInsights addresses animal health solely, MOOves can differentiate itself with
its location tracking functionality and cattle rustling alerts. A collar can be taken off easily
and therefore, it’d be ineffective if HerdWatch incorporated GPS tracking to its solution.
Again, MOOves achieves a completive edge by providing a fully automated product that
doesn’t require human interventions such as replacement of batteries.
5.1.4 Moocall
 Company: Moocall
 Corporate headquarters: Ireland, Dublin
 Website: www.moocall.com
 Price: € 268 per device

43
Moocall is a tail-mounted sensor, which can analyze tail movement patterns, spinal
contractions and levels of agitation. Based on this information, the product is able to predict
calving and sends an alert to the farmer. Moocall works with GSM and a rechargeable
battery, which lasts up to 30 days. (Moocall 2015)
Strengths
 The system alerts the farmer one hour before calving begins which means that
calving predictions are very precise.
 Based in Dublin, Moocall is able to establish personal customer relationships within
their main target market.
 With 2,500 farmers in 16 countries, Moocall clams to have a solid customer base.
 No additional hardware is required which makes Moocall very simple and easy to
use.
 Company has gained extensive media attention in the past year.
 Transparency
Weaknesses
 The device must be assembled to another cow’s tail on regular basis.
 Need to observe the herd closely in order to identify the animals, which may calve
soon.
 Device can be stolen easily.
How can MOOves compete with Moocall?
Moocall only focuses on a sub element of herd health monitoring whereas MOOves is a
holistic solution that provides early illness detection. The second major differentiator of our
solution is MOOves GPS tracking functionality. In comparison to Moocall, MOOves is a fully
automated solution that doesn’t require time-consuming manual interventions.

44
5.1.5 Track a Cow
 Company: Dairymac Limited
 Corporate headquarters: Swanmore, UK
 Website: www.trackacow.co.uk
 Pricing:
o Basic Install (Antenna, Receiver, Converter, Software, Laptop): € 4,300
o Tags: € 100 for 50 plus units
‘Track a Cow’ is a Heat Detection and Cow Welfare Telemetry Monitoring System targeted
towards dairy cattle. The product works in conjunction with a pedometer that is wrapped
around the leg of the animal. Track a Cow provides information about the cow’s posture and
calculates a mobility index, which can detect heat and lameness. (Track a Cow 2015)
Strengths
 Track A Cow enables measuring the movement of animals, which is an indicator of
lameness. We consider this as a strength because MOOves currently doesn’t offer a
feature capability of this.
 The system does interact with the DairyComp 305 interface and synchronization with
other software systems is being developed.
 It’s sufficient to purchase tags for 50 % of the dairy herd solely and assemble them a
month before the farmer would expect to breed them.
Weaknesses
 The system is not cloud-based and can’t be accessed via mobile devices.
 Need for installing the software.
 Laptop included in sales package, which may be considered as unnecessary.
 Need for rotating the device on a constant basis.
 Product can be stolen easily.

45
How can MOOves compete with Track a Cow?
Whereas HerdInsights addresses heat and lameness solely, MOOves provides an extended
health monitoring system that detects issues before they can be seen from the outside.
Moreover, MOOves can differentiate itself from the competitor for providing location
tracking and a fully automated solution and doesn’t require interventions such as rotating
the pedometer.
5.2 Key Competitors International
5.2.1 ABIGI AllTraq
 Company: American Biomedical Group, Inc.
 Corporate headquarters: US, Oklahoma City
 Website: www.americanbiomedicalgroup.net
 Pricing: N/A
American Biomedical Group, Inc. is a 28 year old privately owned technology and asset
management company and has brought the product ABGI AllTraq system to the market,
which allows location tracking and real-time health monitoring of assets such as livestock.
The tracking system works with a series of antennas, a high-frequency electronic ear tag and
a bolus that transmits biometric information to the ear tag. The antennas pick up the signal
from the tags and transmit the data back to a computer. (American Biomediacal Group
2015; Farm Industry News 2006)
Strengths
 Various bolus configurations available that can monitor the core body temperature,
pH or internal gas pressure of the animals.
 Incorporation of gridded aerial photomaps.
 Highly experienced in the field of asset management and RFID tracking. The
Company holds 8 patents and has 6 patents pending.

46
 Strong at software usability.
 Ear tag of the sick animals lights up.
Weaknesses
 Location tracking is through the animal’s ear tag. This is not an effective measure
against cattle rustling as criminals may cut off the animal’s ear.
 No transparency. The company didn’t reply for an information request and case
studies are not available.
How can MOOves compete with AllTraq?
MOOves can differentiate itself from the AllTraq system by providing a tamper-proof
solution that can’t be removed when the cattle is carried away. Other than this, MOOves
will have a more effective marketing strategy that gives future prospective trustworthy
insights into the product at their first touch point.
5.2.4 TempTrack
Overview
 Company: DVM Systems, LLC
 Corporate headquarters: Colorado, US
 Website: www.dvmsystems.com
 Pricing:
o Bolus: € 55
o Receiver: € 1,800
o Base Station: € 1,800
o Software: € 1,090 per year
TempTrack enables daily temperature recording and animal identification for livestock,
using a bolus that is equipped with an RFID chip and a battery-free temperature sensor. The
system provides early illness detection as well as calving and breeding alerts. The bolus
transmits data up to 300 feet to the receiver. (DVM Systems 2015)

47
Strengths
 Strong strategic partners, including several universities and engineering company
“Phase IV” which is specialised in wireless sensor solutions.
 Patented algorithm.
 Extensive dealer network that spans America and some European countries
 Integrates data from major dairy herd software packages.
Weaknesses
 No client focuses on UK or Irish markets.
 After speaking to Rob Stanely from DVM Systems, we found that the TempTrack
software can’t be accessed on a mobile device. The solution is not cloud-based and
thus, alerts can only be printed from a local computer and be sent via text or email
to a mobile device.
 Out-dated software interface design.
How can MOOves compete with TempTrack?
In terms of competing with TempTrack, MOOves can differentiate itself with its additional
tamper-proof tracking functionality. Furthermore, MOOves offers cloud-based, state-of the
art technology whereas TemperTrack offers a traditional software package which can’t be
accessed via mobile devices. This regarding, MOOves product offering is far more superior
as the user has immediate access to all reports and software functionalities.
5.2.5 Bella Ag 3.0 System
Overview
 Company: Bella AG
 Corporate Headquarters: Colorado, US
 Website: www.bellaag.com
 Pricing: N/A

48
Bella AG enables automatic temperature monitoring which alerts the user in the case of
consistent high fever or low temperature. The system uses a bolus for measuring the
temperature levels and promises to provide early detection of illness, improved estrus
detection and increased milk production. (Bella AG 2015)
Strengths
 Bella Ag Systems are running in 11 countries.
 Treats each cow as an individual by identifying each cow’s average and based on this,
generating an exception list.
 User configurable sample rate.
Weaknesses
 The system is not cloud-based and can’t be accessed via mobile devices. The Bella
System can only send static reports via e-mail and SMS.
 The product package includes a PC with preloaded software, which may be regarded
as an unnecessary by sufficiently equipped prospects.
How can MOOves compete with Bella AG 3.0 Systems?
Similar to the aforementioned competitor, MOOves can compete with Bella AG by
addressing cattle rustling and by offering an all time-accessible cloud-based solution.
Moreover, MOOves doesn’t force prospects to buy an additional laptop which is very likely
not needed; but instead encourages farmers to use their own devices.
5.2.6 SmaXtec Animal Care
Overview
 Company: smaXtec product development GmbH
 Corporate headquarters: Austria, Graz
 Website: www.smaxtec-animalcare.com

49
 Pricing:
o Temp and pH Sensor: €492,00
o Base Station: € 792,00
o Messenger: € 99,00/year
o Bolus Applicator: € 69,90
o Data backup is free the first year, and is then paid for by a fixed annual
subscription fee
The Austrian company SmaXtec offers an integrated system for wireless evaluation,
diagnosis and feedback designed for use in the livestock farming sector which enables pH
and temperature monitoring. If a cow fitted with a bolus is in proximity to a base station
installed in the stable or if a mobile reader is brought close to animals, the data will be
transmitted by radio waves. (Smaxtect Animal Care 2014)
Strengths
 Measuring pH levels is relevant for optimizing livestock nutrition. Malcom Bateman,
chair of Roslin BioCenter, stated in our interview that tracking pH levels can help
farmers increasing milk yield and optimizing the growth and health of beef cattle.
(See Appendix 1).
 High level of expertise, partnership with scientific institute IFZ Raumberg
Gumpenstein.
 Over 3,000 products sold worldwide.
 Strategic partnership with US-American company “iNOVOTEC Animal Care”.
Weaknesses
 High price
 Solution doesn’t allow tracking all animals as the bolus is placed in 15 % of the herd
solely. Thus, the solution can’t provide reliable illness detection for the entire herd.
 The pH sensor only lasts for 5 months and after this period a new series of cows
need to be bolused. As Malcom Bateman explained, pH sensors are not designed for
being continuously immersed in liquid and therefore, the sensor corrodes eventually
and the readings start drifting (See Appendix 1).

50
How can MOOves compete with SmaXtec Animal Care?
In contrast to SmaXtec Animal Care, MOOves offers a permanent solution that covers the
entire herd. Due to price efficiencies, the MOOves rumen bolus is used for every individual
animal and for the entire life span of the cattle. MOOves can differentiate itself through our
location tracking functionality. Since only a small percentage of the herd is bolused with the
SmaXtec solution, integrating this feature would not be an effective solution for mitigating
animal theft.
5.2.7 Sentinel Rumen Monitoring System
Overview
 Company: Kahne Animal Health
 Corporate headquarters: Auckland, New Zealand
 Website: www.kahneanimalhealth.com
 Price: N/A
In 2013, Kahne Animal Health introduced the Sentinel Rumen Monitoring System, which
aims at identifying abnormal rumen parameters by measuring pH and temperature values.
The data is transmitted whenever the cow passes a reader location. (Kahne Animal Health
2015)
Strengths
 Software interoperability with third parties as Sentinal alters can trigger automatic
drafting gates or feed bins.
 Extensive case study trials, with 1,600 units deployed on commercial farms.
 pH levels allows optimizing the nutrition of the herd
Weaknesses
 No handheld reader provided

51
 pH sensor lasts for 5 months only
 The solution doesn’t look at the individual animal
How can MOOves compete with Sentinal Rumen Monitoring System?
As outlined in the previous chapter, MOOves can differentiate itself by offering location
tracking and by providing a permanent solution that lasts for the lifespan of the cow and
covers the entire herd.
5.3 New Entrants
5.3.1 BOVMINDER
Overview
 Company: BOVIMINDER
 Corporate headquarters: Ireland
 Website:www.boviminder.com
 Pricing: N/A
The Irish agri-tech start-up BOVIMINDER provides automated bovine monitoring which
allows measurement of the health of the herd, utilizing cloud-based software in conjunction
with an ear-tag. There is a probe attached to the tag, which slides into the ear canal and
measures the animal's temperature every 15 minutes. The tag communicates with a base
station located on the farm and uploads the received data onto the cloud. The product can
detect heat, calving and diseases such as milk fever and red water. (Boviminder 2015)
Strengths
 Community driven approach as the data input is shared between users. Thus,
farmers are notified about the spread of diseases.

52
 Attaching the tag is very easy which means minimal distress for the animal.
 Tag can be removed and used for another animal.
 Financially backed by Enterprise Ireland and Farmers Journal.
Weaknesses
 Tag’s need to be replaced every 5 years.
 According to a study conducted by McCorkell et al. (2013, p. 688), temperature
sensing ear tags, tag placement and probe displacement contribute to failure to
reliably detect sick animals.
 Boviminder is still in the start-up phase as the company has yet to produce the final
version of the tag. According to CEO Albert Maylon, short-term financing is a major
challenge for BOVIMINDER.
 Tag can be stolen easily.
How can MOOves compete with Boviminder?
MOOves can differentiate itself by providing location tracking and a tamper-proof solution,
which can’t be stolen from the animal. Furthermore, research has shown that rumen
monitoring is a more reliable technique than the usage of temperature sensing ear tags
(McCorkell et al. 2013; Teagasc 2003).
5.3.2 MOOW Rumen Bolus
Overview
 Company: MOOW
 Corporate headquarters: Hungary, Budapest
 Website: www.moow.farm
 Pricing. N/A

53
MOOW, a start-up headquartered In Budapest, has developed the MOOW rumen bolus,
which is able to monitor the pH levels and the temperature of dairy cattle. The bolus
encompasses opto-electric sensors and thermometers. A repeater is used to extend the
wireless range to provide broad coverage for larger farms. (MOOW, 2015)
Strengths
 According to the companies’ website, MOOW has developed a revolutionary solution
as the pH sensor works for up to 3 years without recalibration. This would set the
company apart from its competitors in the pH monitoring market.
 Strong at product and interface design
Weaknesses
 Start-up phase
How can MOOves compete with MOOW?
MOOves can differentiate itself by offering location tracking and by providing a solution that
looks at every individual animal. Thus, in contrast to MOOW, MOOves can provide a reliable
health monitoring solution for the entire herd.
5.3.3 Wandering Shepherd
 Company: Wandering Shepherd Ltd.
 Corporate headquarters: Edmonton, Canada
 Website: www.wanderingshepherd.com
 Pricing:
o USD 5 for each Bolus
o Sending and receiving data for USD 0.02

54
Wandering Shepherd is a smart herd management system which tracks location and
identifies diseases in a range of animals, such as dairy and beef cattle as well as bison,
camel, sheep and goats. The Wandering Shepherd uses the Earth’s magnetic field in order to
produce calculations of the animal’s location. Information such as magnitude and are
recorded and send back by satellite (The Wandering Shepherd 2015). As CEO Neil Helfrich
(cited in AlbertaFarmer 2015) states, “once the animal goes down beyond a certain
threshold, the bolus will send out an alert.”
Strengths
 Competitive pricing
 The patented design allows the product to stay upright and therefore, the
technology doesn’t require hand-held readers (AlbertaFarmer 2015)
 Usage for a range of animals
 Battery life up to 10 years
 There is a waiting list of more than 2,460 people for the bolus (Sherwoodparknews
2015)
Weaknesses
 Farmers may not want to be locked into a subscription model that charges a fee for
each data transmission of between one and five cents.
 No specialisation
How can MOOves compete with The Wandering Shepherd?
MOOves can compete with The Wandering Shepherd by driving a specialisation strategy.
Whereas The Wandering Shepherd is designed the address the needs of a range of animals,
MOOves will address cattle solely and will employ an expert in livestock health. This will
allow giving more informed advice and building a system that addresses the needs of dairy
and beef farmers.

55
5.4 Competitive Comparison Matrix
Location Move-
ment
Temp-
ature
pH Tamper-
proof
Perma-
nent
Solution
Mobile
Access
Target
Market
UK/I
X X X X X X
X X X X X
X X X X
X X X X
X X X
X X X X
X X X
X X X
X X
X X X X
X X N/A X
X X X X N/A
X X X X N/A
X X X

56
As the preceding analysis has shown, there is no competitor headquartered in Ireland/UK
that offers a tamper-proof location and temperature monitoring solution for livestock. The
major disadvantage of the pH and temperature bolus solutions that our current UK based
competitors, such as WellCow, are offering is that they have a limited lifespan of just a few
months. Moreover, only a small percentage of the herd is bloused which means that not
every individual animal is considered, reducing the effectiveness of a holistic health
monitoring solution. Until our competitors have figured out a solution to mitigate the
corrosion of the pH sensor, it’s highly probably that they won’t enhance their bolus to
includelocation-tracking functionality.
5.5 Competitor Ranking
The following ranking illustrates the strongest business rivals of MOOves. These companies
can be classified as international and/or emerging competitors.
The Canadian firm offers the same functionalities as MOOves
(location tracking and temperature monitoring) and claims to deploy
a patented design, which doesn’t require hand-held readers. The
start-up has announced launching the product in 3 months.
Differentiation can be achieved through a solution optimized for
livestock as well as our usability-driven software solution.
MOOves can differentiate itself from ABGI because the US-based
company works with ear-tags, which can’t be considered as a
tamper-proof solution. However, AGBI has strong expertise in asset
management and may expand their product portfolio with bolus
solution in future.

57
Although the product “moow”, developed by the Hungarian start-up
doesn’t provide location tracking, we consider this company as a
serious business rival. The reason for this is that MOOW claims to
offer a revolutionary pH solution that will work for 3 years placed in
a cow’s rumen. Thus, in terms of future expansion, it would be viable
for moow to integrate location tracking to the bolus. After contacting
CEO Tímea Gábri, we’ve learned that the company is currently in a
testing phase and that the product won’t be available on the market
in the near future (Appendix 3).

58
6.0 Industry Analysis
The following chapter outlines an industry analysis for MOOves. The framework of Porters 5
Forces was used to analyse the level of competition within the industry of location tracking
and livestock health monitoring and the overall attractiveness of the industry. Furthermore,
we have decided to use the PESTLE analysis in order to give an overview of the various
macro-level environmental factors, which influence the industry. This analysis will help to
identify the key drivers of market forces and provide MOOves with some direction in terms
of understanding the key issues, which need to be addressed and the obstacles, which need
to be overcome. Finally, a SWOT-analysis is used to evaluate strengths, weaknesses,
opportunities and threats of the MOOves business venture.
6.1 Porter’s 5 Forces
TREATH OF NEW ENTRANTS
MODERATE
Reasonably start-up and R&D costs.
Large cost advantages and customer loyalty for
current players does not yet exist. Some players
have the potential to change this soon, as the
market develops.
BARGAINING POWER OF SUPPLIERS:
MODERATE
MOOves is not essential to running a livestock
farm and there are alternatives available.
However, there are a large number of fragmented
buyers and switching costs are high.
BARGAINING POWER OF
SUPPLIERSLOW
Readily available components are sourced from
different suppliers.
TREAT OF SUBSTITUTESMODERATE
Livestock insurance available. However, this would
not provide health management.
Ear tags – this solution is cheaper but not tamper-
proof.
RIVARLYMODERATE
Small number of players in the world market, but no
distinct market leader established.Rivalry emerging
with, esp. The Wandering Shepherd and Moow.
Possibility for creating a competitive advantage
through USP.
.

59
The livestock anti-theft and health monitoring industry is a relatively new one and as such,
the industry forces have not yet stabilised and may well change as the industry develops. As
Porters 5 Forces analysis shows, none of the outlined five forces constitute a critical threat
to the business. Competitive advantage created through differentiation can be achieved ad
will create high barriers to entry. Moreover, if a competitive edge can be established
through cost advantages – whichwould in turn help to create high barriers to entry, this
industry would become a very attractive place for MOOves to operate.
6.2 PESTLE Analysis
6.2.1 Political
News on cattle rustling (RTE 2015)
Livestock theft is becoming a serious problem in Ireland, with the latest incident reported
being the theft of 100 livestock in Westmeath. (RTE, 2015) This has brought the total
number of cattle reported stolen in Ireland in 2015 thus far (July) to 134 already. The total
for 2014 was 146. (Farmer’s Journal, 2015) Back in 2012, the Irish Cattle and Sheep Farmer’s
Association (ICSA) called for government action on the matter, stating that thefts occur on a
weekly basis. In response, the department of agriculture stated that they assist the Gardaí
with investigations and prosecutions but they have not yet introduced increased security
measures. (Hennessy, 2012) Government agencies are now weighing in on the matter in an
attempt to combat the problem. An Garda Síochána and Crimestoppers have joined forces
with the Irish Farmer’s Association (IFA) to open a hotline which members of the public are
encouraged to contact with any information about livestock thefts. There is a maximum
reward of €10,000 being offered for information. (McNamee, 2015)

60
In New Zealand, the police have teamed up with Crimestoppers NZ and publisher NZX Agri
to create an online map designed for reporting and tracking suspected livestock theft.
(Schutzberg, 2013) Some states in the US are increasing their cattle-theft fighting capacity.
In December 2014, the Kansas Attorney General added an investigative unit to his office
aimed at combating cattle theft. (Fallik, 2015) Clearly governments are intent on combating
livestock theft. Therefore, it is likely that they would be supportive of any solutions that can
tackle the problem.
The Irish Department of Agriculture (2014), in their Food Harvest 2020 plan, highlighted
technology adoption as one of their targets for the primary agriculture sector. This
government support for technology in agriculture also suggests a favourable political
environment for the industry. Darren Carthy, Journalist of the Irish Farmes Journal (IFJ)
whom we interviewed to get a deeper insight into the farming industry brought forward
that the government and agricultural institutions support dairy farmers in particular, for
example through Targeted Agricultural Modernisation Schemed (TAMS) and new training
programs, which are made available through Teagasc and UCD for instance (Appendix 1).
6.2.2 Economic
The Irish economy continues to recover from the recession and it is currently experiencing
growth. Robust economic growth is expected for both 2015 and 2016. It will be possible to
maintain growth when austerity has ended if the recovery is managed sensibly. (IBEC, 2015)
The following figures in particular will be pleasing for Irish businesses: There is an estimated
increase in customer spending of 2.3% for 2015 and 2.6% for 2016, an estimated increase in
government spending of 0.5% for 2015 and 0.7% for 2016, an estimated increase in
investment of 11.7% for 2015 and 9.6% for 2016 and an estimated increase in GDP of 5.4%
for 2015 and 4.7% for 2016. (IBEC, 2015) These figures mean that Ireland will be a very
favourable place to do business in the coming years. The investment figures in particular are
great news for start-ups such as MOOves.

61
Funding Agrifood Sector 2015 – Packages that would favour the adoption of MOOves(Department of Agriculture 2014)
Furthermore, the Department of Agriculture announced an increased budget expenditure in
2015 of €1.251 billion. This represents an increase of €32 million from 2014. The agriculture
sector continued to perform strongly during the recession, outperforming other sectors in
terms of export growth and it has made a significant contribution to the overall economic
recovery already underway. (Department of Agriculture, 2014)
As Irish Farmers Journal (2015) state, the agri-food sector plays an important part in
Ireland’s economic recovery. In general, Irish products continue to be recognized
internationally for high quality standards that facilitate huge export opportunities to China
and the Middle East. According to FOA (2009), food production must increase by 70 % by
2015, which underpins the increasing importance of smart farming as it enables greater
productivity and increased efficiency. This is also positive news for MOOves since there
should be reasonable amounts of money available for spending in the agriculture sector.
MILK
€ 20 Million
BEEF
€ 74 Million
ANIMAL WELFARE
€ 1 Million
FUNDING AGRIFOOD SECTOR 2014

62
6.2.3 Social
Age structure Irish Farmers 2012 (Teagasc, DAFM client database)
Average farmer age is a growing issue for Ireland and many other EU countries. In 2005,
only 7% of farm holders were aged under the age of 35 years (IFA 2014). A more recent
report by Teagasc (2014) brings forward that a share of 13 % is aged between 18 and 39
solely (see diagram). However, as the Irish Farmers Association (2014, p.4) states, the
demand for pursuing a career in farming in higher than ever and there has been an 80%
increase in enrolments in Teagasc colleges since 2006. Another remarkable social factors in
the agricultural sector is that the great majority of farms is transferred within the family (IFA
2014, p.4)
A recent study conducted by Teagasc (2013, pp. 2 - 3) found that the average new entrant
farmer is young and highly educated with significant land and financial resources available.
The results of the study undertaken indicate a strong evidence of entrepreneurial behaviour
and the willingness to share knowledge with the farming community. Key drivers for this
new generation of farmers are improving family lifestyle and future prospects of success.
Furthermore, the study found a high rate of technological adoption among these new
entrants, which is influenced by the perceived usefulness and ease-of-use of new
technologies.
6% 7%
21%
38%
28%
Age Structure
18 - 34
35 - 39
40 - 49
50 - 64
64 +

63
6.2.4Technological
Technology is slowly but surely being embraced by the agriculture industry. As Fountas et al.
(2015, p. 41) argue; agriculture has entered a new era in which it’s key to access real-time
information in order to make elaborate decisions. The Irish Department of Agriculture have
made great efforts to encourage the uptake of technology by farmers. They set up the
Committee on the Uptake of Information Technology in Agriculture and Rural Communities.
This committee examined barriers and opportunities for the use of technology in agriculture
and took several actions accordingly. (Department of Agriculture, 2010) One major barrier
identified was the lack of inexpensive broadband in rural areas. This problem has been
addressed by the National Broadband Scheme, which ended in August 2014, and broadband
is now readily available throughout the country. (Department of Communications, N.D.)
National Farm Survey (Teagasc, 2011)
The 2011 National Farm Survey reported that the number of Irish farm households with
access to a personal computer rose from 40% in 2004 to 63% in 2011, while the number of
households using a personal computer for farm business rose from 14% to 33% over the
same period. In the US, the number of households using a PC for farm business rose from
30% to 37% over the same period. The study also showed that the main business purposes
for using a PC in 2011 were internet and communications (21% of all farms) and herd
register (15%). Finally, the study revealed that ICT is used most in 2011 by dairy farms (58%
of all farms), closely followed by cattle rearing farms (28%). (Teagasc, 2011) These findings
can be undermined by the interview with IFJ Journalist Darren Carthy who stated “there are
a lot more young farmers in dairy driving the appetite for technology” (Appendix 1).
The Irish Examiner/ ICMSA survey of farming attitudes found that, despite problems with
the provision of Internet to rural areas, seven out of 10 farmers now have access to
broadband, with a third owning a smartphone. More than 70% own a laptop, while 14%

64
own an iPad/tablet. (Ó Fátharta, 2013) These findings are similar to the results of our
qualitative interviews with Macra na Feirme members which brought forward that the vast
majority of the participants own a laptop as well as a smartphone (Appendix 4). These
findings are promising, considering that farmers are notoriously late adopters of technology.
We would expect that in the preceding 5 years since the study took place that ICT usage by
farmers will have increased even further.
Technology Usage on Farms (Connolly and Woods,Department of Agriculture 2010)
According to a survey carried out by Connolly and Woods (Department of Agriculture 2010),
22% of respondents (Irish farmers) used farm software or websites for animal
husbandry/recording, 20% used farm software or websites for electronic herd registration
and 10% used farm software or websites for farm monitoring and control. It is important to
note that these results are now 5 years old. The study by Connolly and Woods (2010)
outlines the reasons why Irish farmers chose not to use farm software or websites. 23% of
respondents prefer paper records, 15% state that their business is too small to make it
worthwhile and 11% feel that they do not have enough time to learn how to use the
technology. While smaller farms may never have any use for this sort of technology, the
preference for paper and the lack of time to learn how to use the technology may possibly
be addressed by designing a simple, easy-to-use and convenient interface. Connolly and
Woods (2010) found that the factor that influences Irish farmers’ intention to adopt
technology the most was their perception of having adequate knowledge and resources to
use the technology. The next most influential factor was the degree to which farmers
22%
20%
10%10%
10%
28%
Which Type of Technologies are you using?
Animal husbandry/recording
Electronic herd register
Farm planning/budgeting
Farm business monitoring
Milk production tracking
Others

65
believe the technology will achieve gains in farming performance. These results once again
highlight the importance of a system being easy to use, as well as the importance that it
improves performance. These two issues must be addressed adequately by any system in
order to maximise adoption by farmers. Moreover, age influences farmers’ perceptions as
to what productivity gains can be obtained from use of farming software and farming
websites and thus influences their intention to adopt same.
New technologies are being harnessed by businesses regularly as they find ways to use
them in order to increase efficiency improve communication or add value to business
processes in some way. However, to their detriment, technology implementations in the
workplace often focus on deployment rather than adoption. (Bonnet, 2014) Too often the
human aspect of implementing a new technology is overlooked. Too much attention is given
to the installation of the new technology and the need for adequate employee training is
neglected. This can lead to dissatisfied employees, many of whom may use the technology
incorrectly or refuse to use it altogether. Technology implementations need to be managed
effectively in order to minimise resistance and maximise adoption. To achieve this, users
must be convinced of the benefits of the technology and provided with the skills and
knowledge necessary to make it a reality.
6.2.5 Environmental
Environmental sustainability is an issue that has taken on increased importance in all
business sectors in recent years. Businesses must not fall into the trap of pursuing profits at
the expense of the environment. MOOves is in line with this trend as the start-up will
evaluate ethics and environmental policies of suppliers. Another issue to consider will be
the possibility of recovering the bolus at the time of slaughter so that the device can be re-
used or recycled.
6.2.6 Legal
In Ireland, the Department of Agriculture oversee a bovine animal identification system for
beef farmers. Identically numbered yellow plastic ear tags must be applied to all calves
within 20 days of birth. Farmers are obliged to order their annual requirement of ear tags
directly from the tag supplier approved by the Department. Farmers must also complete a
corresponding identically numbered registration application, supplied with each set of tags.

66
The calf will then be added to a central birth registration database. Farmers are also
required to maintain a herd register of all bovine animals on their holdings. The herd
register must be kept up-to-date and must record information in relation to all calves born
on the holding together with details of all animals entering or leaving the herd and of animal
deaths on the holding. (Department of Agriculture, N.D.) The tags mentioned here can be
easily cut off and the issuing of an excess of tags means that stolen cattle can be re-tagged.
Replacing the yellow tags in the Animal Identification and Movement System represents a
massive opportunity for any supplier who can convince the Department that their solution is
better. Aside from this, it is important to note that government registers and databases exist
because it would be wise to conform to the same standards.
6.3 SWOT Analysis
As the given SWOT Analysis shows, currently the strengths and opportunities of MOOves
outweigh the weaknesses and threats. However, the weaknesses and threats underline the
need for more resources such as time, research, training, expertise and funding. The
business strategy for the firm must accentuate our strengths while also militating against
our weaknesses.

67
STRENGTHS
User Interface – simple and
aesthetically pleasing
Simple software installation
Innovative technological solution
Excellent management team
Product enables productivity gains
and cost efficiencies
WEAKNESSES
No established brand power in the
market
Limited resources – time, money, people
Lack of start-up experience
Management team needs to engage in
training in the areas of agriculture and
engineering
Lack of knowledge of new geographical
areas
OPPORTUNITIES
Product enrichment through
innovative, long-life pH solution
Expansion into new territories
Product development that looks at
usage for other ruminal animals
Steady industry growth
Growing use of technology in
agriculture, trend of precision farming
Time to invest in R&D – time to market
Government Incentives for start-ups
THREATS
Intellectual Property
Credit and cash flow
Reliant on technological adoption by
farmers
Further developed competitors
Cost vs price customers willing to pay
Reliant on partners for R&D phase
Finding skilled personnel, esp. electronic
engineer

69
8.0 Business Model
MOOves’ business model describes the rational of how the agri-tech start-up will create,
deliver and capture value (Osterwalder and Pigneur 2010, p.14). It’s based on the preceding
analyses of the competitors, the industry and the market and is carefully constructed in a
way that MOOves can benefit from the opportunities presented in the business space. The
following section will outline core building blocks in accordance with the Business Model
Canvas developed by Alexander Osterwalder.
8.1 Customer Segments
Customers comprise the heard of MOOves business model. Without profitable users, the agri-tech
start-up is doomed to failure.
(Osterwalder and Pigneur 2010)
MOOves is aimed at more intensive dairy and beef farmers as the system delivers greater
value to agri-businesses with medium/large herd sizes. As Waiblinger and Menke (1999)
state, growing sizes of herds poses the risks of decreasing contact and familiarity with the
individual animal. This regarding, MOOves delivers an effective solution which points out
animals within the herd that need special attention due to illness or other health issues.
Moreover, both farm and total income increase with farm size (OECD 2003, p.25) and thus,
it can be expected that intensive farmers dispose of more capital to purchase our system.
MOOves recognizes that its main customer segments, which comprise dairy, beef and mixed
farmers, have different needs and problems. A major differentiator concerns revenue
streams. Dairy farmers have a more steady income as they obtain continuous revenue by

70
selling milk. In contrast to this, the income of beef farmers is not as predictable as the dairy
enterprise as it all dependants on the growth of the cattle. (Mac Óda and Lennon, Appendix
1) The second differentiator, which is relevant for our business model, is the perceived value
of the product’s main functionalities. Although cattle rustling has been reported from both
dairy and beef farmers, these incidents are more dramatic for beef farmers as a good quality
suckler cow is worth around € 200 more than a good quality dairy cow (Mac Óda, Appendix
1)
Our market entry strategy is to establish MOOves in the Irish market first before expanding
into the international business space. As detailed in Chapter 4 this market currently
contributes €24 billion to the Irish economy annually. A breakdown of how many potential
customers can be reached in MOOves’ target markets is given in the table below.
However, it’s a common phenomenon that consumers and businesses do not adopt
technology simultaneously and after having spoken to several industry experts, we expect
that the uptake of MOOves will follows some sort of S-shaped curve. As with most
innovations, compatibility with existing values and experiences as well as the observations
of a perceived value will be lacking when introducing MOOves to the market. As Malcom
Bateman, chair of Roslin BioCenter and CEO of the pH bolus-solution WellCow stated in our
interview, “there is some pretty impressive technology coming up in the agri-sector. The big
question is how this is integrating thison the farm.” (Appendix 1)
Country Number of Farms
Ireland 139,860
UK 300,000
France 490,000

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Innovation Adoption Lifecycle (Bohlen et al. 1957)
Thus, we’ll use the innovation adoption framework by Bohlen et al. (1957) to model the
behaviour of our prospective customers. Moreover, this framework will allows us getting a
better estimate of the value of our initial target market when introducing MOOves to the
market. The innovation adoption model brings forward that a high-tech market evolves
through five different stages. In fact, Diederen et al. (2003), who analysed the behaviour of
farmers adopting a range of innovations, found that farmers need to be either innovators or
early adopters to implement a technology that is characterized by a specific degree of
novelty. This behavioural group comprises people who are more likely to embrace technical
products than the average population. Early adopters and innovators act as opinion leaders
within their industry and by demonstrating the effectiveness of technology adoption, these
people decrease the uncertainty for the remaining groups and facilitate crossing the
infamous chasm (Cusumano, Bala Iyer, Venkatramanpp 2015, pp. 197 – 199). As Darren
Carty, Journalist of the Irish Farmers Journal, pointed out, there are more innovators and
early adopters in dairy farming, primarily because this sector is more technology intensive
and comprises a younger age group (Appendix 1).

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Following the model of the Innovation Adoption Lifecycle, we estimate that in the initial
stage, MOOves is a commercially viable product for 15 % of our target industry. Thus, our
target market can be broken down to the following figures:
8.2 Value Proposition
Defining a viable value proposition is key. It details the reason why customers turn to
MOOves over other companies.
(Osterwalder and Pigneur 2010, p.22)
MOOves is an effective and fully-automated system for livestock health management and
herd security that significantly increases farm productivity. MOOves value proposition
comprises the following aspects:
 Prevent your farm from significant financial losses by counter-acting cattle rustling.
 Increase production efficiencies through early illnesses detection and accurate heath
monitoring
 Benefit from the usability and the ease of our software.
 Exploit cost efficiencies from automation.
 Stay flexible through device-independent accessibility.
 Be sure of MOOves innovation-driven approach. We will never rest to make MOOves
a better solution by exploiting state-of-the art technologies.
Country Number of Farms
Ireland 20,979
UK 45,000
France 73,500

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8.3 Channels
Sales channels are the company’s interface with the customers. Though these channels,
MOOves will reach out to prospects and communicate its value proposition.
Awareness
In terms of raising awareness about our products, an effective B2B marketing strategy will
be undertaken which is detailed in Chapter 9.
As our primary research has brought forward, online is the most important channel for the
innovators and the early adopters in farming (Appendix 1,4,5). Thus, MOOves marketing mix
is strongly driven by content and online media. Based on our interview the Irish Farmers
Journal, MOOves considers national farming events and warm walks as another important
channel of promoting agri-tech products (Carty, Appendix 1). These events play a significant
role, as a member of our dedicated sales team will actively contact prospective customers,
explaining and demonstrating the value proposition of MOOves.

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Evaluation
In order to help prospective evaluating the value proposition of MOOves, we will showcase
recorded software demonstrations on the website and back-up sales arguments with
customer success stories. Potential customers will have access to extensive information
material, including a detailed description on how the system works and whitepaper on
rumen health and temperature monitoring. In fact, as detailed in Chapter 9, our content
marketing strategy will positively influence the decision-making process by providing the
customer with expertise and knowledge. Other than this, our sales team will be easily
accessible, has a deep understand of the farming business and excels of explaining our
product.
Purchase
Taking into account that MOOves is a high involvement product that is characterized by a
relatively high degree of unfamiliarity and cost-intensity, the agri-tech start-up relies on a
personal selling approach. In order to purchase the product, customers will place an order
with the Head of Sales both in person and over the phone. Instead of selling our product
through partner channels, MOOves will utilize owned channels solely. This is costly to put in
place and to operate; however, owned channels generate higher margins and reinforce our
value proposition which comprises a customer-centric focus and emphasis quality and
service.
Delivery
The delivery of MOOves requires the physical set
up of the system and brief user training. After a
purchase as been made, the sales representative
will arrange a date to implement and introduce
the system. Our engineer will then travel to the
farm and introduce the new customer to the
software and demonstrate the flawless performance of the system while carrying out the
technical installation.

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Furthermore, we will provide customers with a wealth of tutorials and information
materials, accessible at the MOOves website.
After Sales
If customers experience difficulties in relation to MOOves, a post-sale support will be
available. Users can both, arrange time and date for a phone call within the software
application or contact MOOves’ customer service directly. To keep our start-up as lean as
possible, we won’t employ a customer service specialist in our initial stage, but instead the
sales team will be responsible for handling customer queries. If the customer needs more
specialised support, he/she will be handed over to the web developer or the electronic
engineer; dependant on the nature of the issue the customer is experiencing. MOOves
acknowledges the importance of continuous process optimization. Thus, the sales team will
log every customer query. In turn, this knowledge can be used to enhance our
service/product and to create supplementary customer support material.
8.4 Customer Relationships
The customer relationships called for by a company’s business model deeply influence the
overall customer experience. MOOves will have a personal relationship to its customers,
which is characterized by human interaction that will facilitate customer acquisition and
customer retention.

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Giventhat the MOOves systems is intended to be utilized over several years and generates a
continuous revenue stream by subscription payments, we acknowledge that a positive
customer relationship is vital for establishing our product in the market space. Customers
can immediately get in touch with a real sales representative to obtain help and guidance
during all phases of the customer lifecycle. Communication will be less financially driven but
instead, emphasizes listening and face-to-face interaction; as well responding quickly and
attentively to customer problems.
8.5 Revenue Streams
If customers comprise the heart of a business model, revenue streams are its arteries.
MOOves’ business model involves two different types of revenue streams:
 Transaction revenue resulting from payments for hardware and installation
 Recurring revenues resulting from on-going payments for the software usage
Hardware Purchase and Implementation Fee
MOOves will charge customers a once off installation fee for installing the system on the
farm. The MOOves electronic engineer will assess the hardware requirements for each
customer, supply and fit the equipment on the farm accordingly. The installation fee will

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include a charge for the base station, a charge for each bolus inserted into the cows and a
charge for each of the additional sensor nodes placed around the fence or in the field to
relay data from the boluses to the base station. Following on from this, existing customers
who require new boluses for new cows added to their herd will be sold the bolus as a
separate transaction.
Subscription Fee
In addition to the charges relating to the hardware, customers will also be required to pay a
yearly software subscription fee for use of the MOOves web application/website. This online
system is the key product offering and it is an area where MOOves will look to differentiate
the business from its competitors by providing a superior service and continually upgrading
and enhancing the functionality on offer.
8.6 Key Resources
Every company requires key resources to make the business model work.
The following categories outline the most important assets thatwill drive theMOOves
business model and enable the creation and offering our value proposition to customers.

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Physical Resources
The start-up’s main physical asset is a working space which comprises an office that
accommodates the need of our employees as well as an appropriate area for our engineers
to assemble and repair the hardware of our system. However, this is not a critical asset in
order to fulfil to our value proposition.
Intellectual Resources
Our aim is to obtain a patent for MOOves bolus design and also our software platform. This
is essential as it is unique to the market, and without the international copyright protection
of a patent, MOOves is leaving itself open to competitors replicating our exact offering. A
patent provides MOOves with 10 years of product design protection, amble time to
establish itself as the world leader in bolus technology.
Human Resources
AsMOOves will engage in an extensive development phase and is striving to continuously
enhance our product (see chapter x), we acknowledge that human resources play a critical
role in MOOves’ business model. We are dependent on talented engineers that do not only
have skill and knowledge, but who can think creatively and are eager to innovate our
product offering.
Financial Resources
In order to establish MOOves, the agri-tech start-up relies heavily on the acquisition of
grants from different resources. The above given table depicts the funding that MOOves
expects to receive.
Source Funding
County Enterprise Board(s) €95,000
Peace III €65,000
Loan €250,000
Founders Investment €40,000

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8.7 Key Activities
MOOves will engage in the following key activities in order to operate successfully.
System and Product Development
Before MOOves can bring its herd health and location tracking system to the market, there
will be a time- and cost-intensive development phase, which heavily relies on the
competencies of our electronic engineers. This phase comprises developing both the
software and the required hardware, including bolus, receiver and base station.
Product Testing
As detailed in earlier chapters, when a prototype bolus has been developed, R&D will move
on to the testing phase which will identify any problems or issues with the product, ensures
that the product performs and functions correctly and allows for changes and
improvements to be made before the product is finalised. As our interview with Malcom
Bateman, chair of Roslin BioCenter has brought forward, there is no accurate substitute for
a real rumen and therefore, it will be necessary to test the bolus by having it ingested by
cows and assessing the results (Appendix 1). This phase will be completed in partnership
with the Agriculture and Food Development Authority Teagasc.
Product Assembly
An activity, which MOOves heavily relies on, is building the actual product. Our electronic
engineers will work on this process during year 1 of the research and development phase.

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Product Installation and User Training
After a purchase has been made, MOOves will be implemented and introduced the system.
Our electronic engineer will travel to the farm and after carrying out the technical
instillation of the system, introduce the new customer to the software and demonstrate the
flawless performance of the system. As our product is a bolus, most farmers will have prior
experience in administering bolus into the animals, as our bolus insertion is similar to
inserting medicinal boluses into young animal.
Sales
An effective sales strategy is imperative for the success of our business venture. These
activities establishing relationships with a handful of customers who are willing to work in
tandem with MOOves in the Beta Phase, cultivating reference customers as powerful and
trustworthy marketing tool and most notably, driving as many leads as possible down sales
funnel.
Marketing
MOOves will implement an integrated owned, paid, earned and shared marketing program
and deliver a concise and powerful marketing message which is consistent among all
channels. This marketing strategy will generate leads, raise brand awareness and facilitate
customer retention.
Customer Service
As detailed in the aforementioned channel section, a post-sale support will be available if
customers experience difficulties in relation to MOOves.
R&D
In accordance to our Vision, MOOves aims at being at the heart of the agri-tech revolution.
We want to provide the world’s best solution for remote location tracking and monitoring of
animal health and strive at innovating our product constantly. Initially, our R&D activities
will be focused on finding a viable solution to integrate a pH sensor to our product. Other

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than this, a recommendation tool based on big data analysis will be researched. These
technological enhancements are detailed in Section 2 of the Technology Plan.
8.8 Key Partnerships
MOOves relies on key partners and suppliers to make its business model work.
In order to operate successfully in the market, MOOves will establish relationships with the
following partners.
Atmel
Atmel are an American-based manufacturer of electronic components. Atmel serve a variety
of applications from consumer to computing networks to automotive and beyond. MOOves
has chosen Atmel as the supplier for the wireless sensor nodes and their ‘single chip
solution’ due to its suitability well as its cost efficiency.
Omega Engineering
Omega is headquartered in the US, with sales offices around the world. They are a
manufacturer specializing in the production of measurement and control instrumentation.
Omega’s huge portfolio of products spans a wide range of applications from use in industrial

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settings to science laboratories. Their large product range also spans the full spectrum from
cheap, basic products to expensive high quality solutions. MOOves has chosen Omega as its
supplier of sensors, initially for temperature but also pH and other features in the future.
These sensors are also core components of the bolus, and they are the primary producers of
the health data for the system.
Shenzen Meixinhe Technology
Shenzen Meixinhe is a Chinese company specializing in the research, development and
manufacture of GPS products. Shenzen Meixinhe were chosen by MOOves as the suppliers
of the GPS trackers to be used inside the bolus. While GPS trackers are widely available from
a number of different suppliers, they are the most expensive component of the bolus and
can be expensive to purchase. Shenzen Meixinhe were chosen specifically for their
commitment to low prices which allows MOOves to produce an affordable bolus product.
Telegesis
Telegesis is the world’s leading ZigBee module specialist offering exceptional ZigBee
Solutions. They design and manufacture ZigBee modules on the Ember Silicon Labs platform,
making and selling more than anyone else worldwide. They enable ‘internet of things’
applications and their expertise in this area is why they have been chosen by MOOves as the
supplier of the basestation for the wireless sensor network.

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Teagasc
Teagasc is the agriculture and food development authority in
Ireland. It supports science-based innovation in the agri-food
sector and the broader bio-economy that will underpin profitability, competitiveness and
sustainability (Teagasc 2015).
Teagasc will be a key partner in our initial R&D phase which will identify issues with the
product and ensure that the product performs and functions correctly and allows for
changes and improvements to be made. The main resources that Teagasc will provide us
with are an optimal environment to test our product by having the bolus ingested by cows
and assessing the results. Ciaran Lenehan, Livestock Systems Researcher at Teagasc, verified
the institution has a strong interest in rumen bolus technology and would trialMOOves
products. Other than this, Philip O’Reilly, former Assistant Secretary General of the Irish
Department of Agriculture, Fishery and Food, highlighted the need for MOOvesto have
endorsement from Teagasc for farmers to trust the novel product. This was further
highlighted during our field research (Appendix 1).
Irish Farmers Association
The Irish Farmers Association represents the interests of the Irish
farming sector (IFA 2015). Again, from both our interview with industry
experts and our qualitative interview with target customers we’ve
recognised the importance of endorsement from official and recognized bodies such as the
IFA for the adoption of MOOves. Our interactions with the IFA tech team allowed us to build
base relations.
Department of Agriculture, Food and the Marine
The Department of Agriculture, Food and the Marine are
responsible for the promotion and development of agriculture,
food and rural development in Ireland. The department oversees

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farm schemes and payments, which are of major importance for our target customers. Thus,
MOOves recognized that liaising with the Department of Agriculture, Food and Marine is
imperative, as grants for implementing systems such as ours may be provided for.
Macra Na Feirme
Macra na Feirme is an Irish, voluntary, rural youth organisation
(Macra na Feirme 2015) It offers a direct channel to our target
customers because the majority of Macra na Feirme members
are young thus, more open towards technology.
From our interactions with Macra na Feirme at the “Young Farmers Positive Forum” in Birr,
the management team took the opportunity to establish a positive relationship with the
organisation. Endorsement of Macra na Feirme will be important for marketing our product
and for showcasing MOOves at national farm walks – a hugely successful Macra initiative.
Local Authorities
MOOves will leverage potential partnership with
organisations such as Enterprise Ireland and local County
Enterprise Boards in order to attract financial resources. The funding MOOves aims to gain
is detailed Chapter 11.

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8.9 Cost Structure
The cost structure describes the most important costs incurred while operating under the
MOOves business model.
The cost structure of any business can be separated into two parts; fixed costs and variable
costs. Fixed costs are the general costs involved in running the business and they will be the
same regardless of how much sales the business makes in a given year, hence the name
fixed costs. The fixed costs for MOOves include website development, loan interest and
repayments, selling and administration costs e.g. travel expenditure for salespeople and the
electronic engineer, research and development costs e.g. for developing new features such
as pH monitoring and staff salaries for the owners, a software engineer who will oversee the
development and maintenance of the web
application, the electronic engineer who will carry
out installations and work on R&D and sales staff.
Variable costs are the costs directly associated with producing the product or service to be
sold. The size of a company’s variable costs is dependent on the number of units sold, hence
the name variable costs. The variable costs for MOOves are made up of the different
hardware components installed on customers’ farms. The cost of the bolus includes the cost
of the wireless sensor node unit, the temperature sensor (thermocouple), GPS transmitter
and the bolus casing. Each installation also requires additional nodes to act as part of the
network, as well as the basestation. The components of the MOOves system are widely
available from a variety of suppliers. As such, they are all reasonably cheap to purchase.
Additional discounts are offered for purchases of higher quantities. This means that the unit
cost of the components decreases, as the quantity of sales MOOves make increases.

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9.0 Marketing Strategy
This chapter describes the B2B marketing strategy that effectively communicates MOOves
value proposition and helps achieving the revenue and market share objectives of the agri-
tech start-up. A major building block of the following chapter is the section on the marketing
objectives, which will constitute the underlying basis for the marketing campaigns that the
head of marketing will run. The marketing mix then will outline the most efficient and
effective way to achieve these goals. Finally, this report will outline how the marketing
strategy will be implemented
9.1 Marketing Objectives
MOOves’ marketing strategy is based on achieving the following set of
goals:
 Lead Generation: Collecting contact information of
prospective customers and converting them into sales is
the primary aim of MOOves marketing efforts. The success
of the marketing campaigns that are built around this goal will
be measured in costs per lead (CPL).
 Brand Awareness: A high brand awareness can leads to marketplace
dominance and facilitates lead generation. However, in paid media, brand
awareness generally requires expensive formats such as display advertisement.
 Thought Leadership: Being regarding as an expert in agri-technology will strengthen
MOOves credibility as a brand.
 Customer Retention: Engaging with existing customers with appealing marketing
material will create customer loyalty towards the purchased service.
(Scott 2013, Salesforce 2015)

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9.2 Market Drivers
Market drivers are the forces that will drive consumers to buy a product or a service.
MOOves is aware of these forces because this knowledge is imperative for creating effective
marketing messages. The primary and secondary research has identified the following main
aspects that will drive the adoption of MOOves:
Mitigating Financial Losses and the Fear of Cattle Theft
Currently, cattle rustling isa topical issue among the Irish farming community and attracting
strong media attention. Our qualitative primary research has shown that this issue is indeed
real and a vivid fear among farmers (See Appendix 4). As IFJ journalist and livestock
specialist Darren Carty outlined in our interview, cattle rustling results not only in financial
loss, but also adds to the stress of the farmer(See Appendix 1). The head of marketing will
pick up upon this topic and create marketing messages than resonate with the target
audience.
Increasing Farm Productivity
The pressure for more efficient milk and meat production is ever increasing, making farmers
turn to technology to a greater extent (IDTechEx 2014). Especially as bovine herds get
larger, there will be increased pressure on aspects such as animal health (IFJ Journalist
Carty, See Appendix 1). This is a key value proposition of our product and thus, it’s
imperative that our marketing messages bring across that MOOves will facilitate farm
efficiencies by offering more effective illnesses detection, reduced treatment costs,
improved heat detection as well as reduced mortality rates.
Perceived Value of Technology Adoption in Agriculture
MOOves follows a similar pattern to that of precision agriculture (PA), which has
demonstrated to the agriculture industry the value that technology can bring to farm
productivity and process improvement. In fact, our research has brought forward that the
younger generation of farmers is very open to technology; with the majority of interviewee

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stating that farming is very important/important for their own business success. Following
these results, we consider the perceived benefits that technology can bring to the agri-
sector as another market driver that our marketing messages will pick up on.
Qualitative structured research interviews among Macra Na Feirme Members (n =28)
9.3 The Decision Making Unit
In B2B purchase decisions, it’s likely that there are multiple people involved and in
marketing theory, this group of people is referred to as decision-making unit (DMU). Identify
the DMU of our target industry is imperative as this will help us marketing and selling our
product more effectively.
The DMU consists of the following categories of members:
 Initiators: People who first identify a problem
 Gatekeepers: People who can control the spread of knowledge
 Buyers: People who are assigned to make a purchase
 Decider: People who make the final decision
 Users: People who will be using the product
 Influencers: People who are considered as trusted advertisers
These categories are not mutually exclusive which means that that one person can interact
in more than one role. Generally, the members of the DMU are more risk-averse than
consumers because the consequences of a wrong decision are more severe in a business
60.7%
32.1%
7.1%
How important is technology in farming for you?
Very Important
Important
Moderately Important

89
environment. Such an event may result in losing one’s face and can have a major impact on
the financial stability of the business (Zimmerman and Blythe 2013, pp. 18 - 19).
Speaking to the farmers James Lennon and Maitiú Mac Óda in context of our primary
research, we learned that not only the family and farm employees contribute to the
decision making process in the farming business. In fact, key influencers of the DMU of our
target market are both farm accountants who support farmers managing the financial side
of the business and farm advisors who provide general expertise to the agricultural industry
and help farmers nurturing their business. However, it’s worth mentioning that these
professions are applicable for large farming business solely. The following graphic gives an
overview of the DMU that comes into play when adopting MOOves:
DMU Farm Business, based on qualitative interviews
9.4 Brand Image and Visual Communication
Consumers not only purchase our product, but also buy into our brand image. Branding has
the power to represent the values of our agri-tech start-up, to communicate functional,
emotional and rational benefits of the brand and to influence the set of beliefs that the

90
target audience holds about our product. Inevitably, the brand image shapes the reputation
of MOOves which in turn, influences the purchase decision (MSG 2015). With a minimalistic
and clean design as well as a powerful marketing slogan, MOOves will portray our value
proposition and communicate the following brand messages:
 Increased Productivity and Herd Safety
 Simplicity and Ease of Use
 Young and Innovative
9.5 Marketing Mix
MOOves will deliver a concise and powerful marketing message, which is consistent among
all channels, encompassing performance-orientated and impact-orientated marketing. The
following graphic illustrates the PESO Model developed by Gini Dietrich, which serves as the
framework for MOOves’ marketing and communication strategy. It shows the
implementation of an integrated owned, paid, earned and shared marketing program and
addresses the advertisement goals of the agri-tech start-up (PR Week 2015). The outlined
media mix is based on our primary and secondary market research where we researched
the media usage of participants in addition to the potential of commercialisation.
PESO Model (Mashable, 2015)

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9.5.1 Earned Media
Public Relations
MOOves’ Head of Marketing Communications will continuously engage with intermediaries
such as well-established journalists. These influencers communicate with the target
audience, shaping perceptions and facilitating brand awareness. PR success of is largely
dependent on the communication skills, the ability to promote newsworthy stories and the
needs of the influencer. However, as the Head of Marketing Communications has
international PR experience, our agri-tech start-up will have the capability to exploit the key
benefits of this marketing tool, which include cost-efficiencies and a high level of credibility
(Inc 2014; Ketchum Global Research 2015).
Implementation
 Maintaining and up-dating a database of relevant journalists, such as Darren Carty
from the Irish Farmers Journal.
 Creating newsworthy press releases with the goal of getting published in print and
online magazines.
 Follow-up phone calls to evaluate the journalist interest.
9.5.2 Owned Media
Content Marketing
High involvement product purchases are associated with a long decision-making process and
multiple customer touch points before a purchase is made. Thus, MOOvesunderstands the

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importance of using content marketing as it’s an extensive and informative channel to
promote a product and helps the customer with expert knowledge during the decision-
making process (Lamb, Hair, McDaniel 2009, p. 148). Identifying questions of the target
audience and building content around these issues will also facilitate SEO as users may be
referred to our website when searching for a problem that MOOves can solve (Fleiss 2014).
Implementation
 Creating and maintaining a wiki and an archive of
relevant publications, e.g on rumen health
 Creating whitepaper that can be accessed by filling
out a contact form (lead generation)
 Creating and implementing software
demonstrations that are gated behind contact form
(lead generation)
 Video production customer success stories
 Implementing a share-functionality
9.5.3 Shared Media
Social Media
Social media platforms will be an important element within MOOves’ media mix as it
facilitates brand awareness and offers the chance to establish a conversation with
prospective customers around the globe. Social media does not only allow establishing a
connection with potential customers, it also offers an opportunity to understand the target
audience better (Harvard Business Review).
Darren Carty, journalist from the Irish Farmers Journal, stated in our interview that young
farmers were by all means receptive to social media (See Appendix ).This insight can be
underpinned by our primary research which brought forward that Facebook in particular is
“a big thing ” for the early adopters in farming. According to a study by Truffle Media
Networks (2013), farmers are comfortable with using Facebook and YouTube whereby the

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engagement with Twitter and LinkedIn remains at a relative low level. The following graphic
illustrates the media usage of our research participants.
Results qualitative structured research interviews young farmers (n = 24).
According to Cisco (2015), the global video traffic will account for 80 % of all consumers
Internet traffic by 2019. Another rationale for integrating video marketing into the
marketing mix is the fact that video is more engaging than text or images, excels at telling
compelling stories and is more likely to be shared (Kar 2014).Based on these findings,
MOOves’ social media marketing efforts will primarily evolve around Facebook and
YouTube; Twitter will be considered as a secondary marketing channel.
Implementation
 Setting up an editorial social media plan
 Sharing content published on the MOOves’ website as well as company and industry
news
 Video production, e.g. customer success stories
 Responding immediately to users
0%
10%
20%
30%
40%
50%
60%
70%
80%
Facebook Twitter YouTube
Which of the following to you use on a regular basis?

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Social Media Presence on Facebook and Twitter
9.5.4 Paid Media
Google AdWords
Paid search advertising exploits the topical interest which a user expresses by using a search
engine and allows showing pages immediately at the top half of the page (Ryan and Calvin
p.83). Since the advertiser offers a performance-orientated pay-per-click model, MOOves
considers Google AdWords as a cost-efficient marketing tool that can reach mobile users as
well. MOOves focuses primarily on Google as 86 % of the European Internet users rely on
Google for their web search. In Ireland, Google has a staggering market share of 94 %
(comScore 2012; Maguire 2014). However, a performance forecast conducted with Google’s
Keyword Planner Tool showed that the search volume for relevant keywords remains at a
relative low level. Thus, MOOves will not rely on search traffic solely.
Performance forecast using Google’s Keyword Planner Tool

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Implementation
 Text ads including site-link extensions and call extensions for mobile search
 Multiple ad groups with keywords based around product search, problem-solving
and competitors
 Continuous optimization using Google AdWords Planner and the SEO functionality of
Google Analytics
Text Ad Example
E-Mail Marketing
According to Truffle Media Networks (2013), farmers consider E-Mail as the most valuable
communication tool in their industry. E-Mail advertising is considered as one of the most
effective tools for generating sales and in 2012, nearly one half of e-mail recipients made at
least one purchase after receiving a promotional e-mail (Salesforce 2013).
MOOves decided sending out promotional E-mails
once a month by using the e-mail marketing service
CleverReach which is a icost-effective choice for start-
ups. Sending 1000 e-mails per month to maximal 250
recipients is free. If MOOves collects more contact data
of prospective customers, monthly price plans with unlimited mailings will apply.
Implementation
 Newsletter design and text creation
 Performance analysis

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Piggyback Marketing
Strategy marketing partners can help companies to market products at a relatively low cost.
Thus,MOOves will make use of this marketing technique and will seek strategic marketing
partnerships with complementary businesses, such as Food Gains. As MOOves wants to
remain its professional image, we won’t allow our strategic partners to market their product
on our website through display advertisement. Instead, we would offer an attractive bundle
consisting out of promotion through social media channels and Flyers that we bring to
events or that come with our product installation package.
Organic clickt-hrough rates for searches coming from 210,570 keywords (Advanced Web Ranking 2014)
9.5.5 Search Engine Optimization
MOOveswill engage in SEO in order to enhance our websites visibility in the organic search
engine result page (SERP). As Search Engine Land (2012) puts it, “unless people can find it,
your website is good for nothing.” As the above given graphic shows, click-through-rates
increase significantly with higher SERP positions and being at the top of the organic SERP
builds trust and credibility (Advanced Web Ranking 2014, Search Engine Land 2012).
With deployment of Google’s major algorithm updates Panda, Penguin and Hummingbird,
Google is pacing the way towards intelligent search and aims at providing an excellent user

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experience. Leaked in 2014, Google’s Quality Ranking Guide highlights the major importance
expertise, authoritativeness and trustworthiness (“EAT”). Thus, MOOves will ensure that
content is relevant and of extraordinary high quality. MOOves doesn’t consider SEO as an
independent discipline. In fact, SEO overlaps heavily with other marketing tools such as
content-marketing and social media marketing and requires a holistic approach (Steimle
2015; DeMers 2013; Baxter cited in Search Engine Land 2014). However, MOOves is aware
that SEO requires long-term efforts; achieving substantial results will take approximately 8
to 12 months (Steimle 2015).
Implementation
 Creating consistent and valuable content that is characterized by a high EAT-level
 Optimizing the websites for an excellent user experience
 Attracting inbound-links from reputable sources
 Optimizing html and website architecture
9.5.6 Trade Exhibitions and Farm Walks
Farm walks are commonly organized by
institutions such as Teagasc and give visitors
insights into the success of the respective
farm. The head of marketing communications
will liaise with customers who have
successfully implemented the solution and
take the opportunity to promote MOOves on
these events.
Farm Walk (independent.ie)
Notational farming events are an effective way of promoting agri-tech products (Carty,
Appendix 1). Trade exhibitions offer an opportunity to promote new products and engage

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with prospective customers. Commonly, the daily fee for a standard trade stands span from
€ 40.00 - € 350.00. The following events are applicable for marketing our product:
 WORLD AGRI-TECH, London UK
 Tullamore Show, Ireland
 Limerick Show, Ireland
 Balmoral Show, Ireland
9.6 Marketing Implementation
The above given table outlines at timeline about the kick-off dates and the responsibility of
the marketing deliverables. As the Head of Marketing has hands-on knowledge of PR, SEO,
design and online advertising, the majority of MOOves marketing activities will be
undertaken in-house; except for video production which will be outsourced to an external
video producer. A breakdown of the marketing budget is detailed in Chapter 11.
Marketing Tools Responsibility Kick-off
SEO In-House Marketing
Communications and IT
Q3 2016
Whitepaper & Wiki In-House Marketing
Communications
Q3 2016
Video Content External Video Producer Q3 2016
Facebook & Twitter In-House Marketing
Communications
Q1 2017
Google AdWords In-House Marketing
Communications
Q1 2017
E-Mail Marketing In-House Marketing
Communications
Q1 2017
Events In-House Marketing
Communications and Sales
Q1 2017
Media Relations In-House Marketing
Communications
Q1 2017
As the timeline shows, the SEO activities as well as the production of journalistic content will
commerce in the last quarter of 2016. This will ensure that MOOves will bring across a high-
quality brand image with the first customer touch points.

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In addition to this, it’s imperative that MOOves’ marketing efforts will be monitored,
evaluated and optimized on a regular basis. This might have implications for the channel
selection and the allocation of the budget across the channels. With every new marketing
campaign, MOOves will refine its marketing strategy will take previous learnings into
account. I’d be a waste of resources if our marketing campaigns would generate low quality
leads for the sales representative to follow up on. Thus, we will implement a policy of
constant communication between the Head of Marketing and the Head of Sales as a
continuous flow of information will make sure that the marketing specialist knows about the
needs and wishes of MOOves prospects.

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10.0 Sales Strategy
We acknowledge that sales management is one of the most important elements for the
success of our business venture. Thus, we have a clear picture about our sales processes and
understand that these are closely related to MOOves’ marketing activities. In the following
chapter, an overall sales strategy will be outlined, including the initial sales phases, which
MOOves will implement.
10.1 Sales Philosophy and Sales Instruments
MOOves is a customer-driven business whereby employees and processes are aligned for
the main goal of adding value to the client. Prospects will seek for guidance and explanation
as the solution is both unfamiliar and a substantial investment. Thus, MOOves will take a
personal selling approach, which includes effective listening, face-to-face encounters and
maintenance of the customer relationship (Johnston and Marshall 2013). This will help us to
better understand the prospect’s needs and increases the chance of convincing a potential
client about the value of our solution.
A prevalent
theme that we’ve
identified from
the primary
research is the
fear unprofitable
investments and
overcomplicated
technology. MOOves will address these obstacles by showcasing recorded software
demonstrations and backing-up sales arguments with customer success stories. The Head of
Sales will be easily accessible, has a deep understand of the farming business and excels of
explaining our product. Moreover, the website will literally invite prospects to make contact
and get a personally selling experience. An applicable feature this regarding is a contact
form, which can be used for questions.
Fig 1. – MOOves
Product
Demonstration

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10.2 Sales Funnel
As the given illustration shows, MOOves will base
its sales procedure on the framework of the sales
funnel which describes the process from the initial
contact with a customer to a completed sales
transaction. The sales funnel is “leaky” as potential
customer may not be interessted or ready to take
the next step in the sales process. However, the sales representatives will actively engage in
reducing barriers such as uncertainty about the value of the product or lack of information.
In the following, this report will expand on the steps within the sales funnel:
 Leads: A lead consitues collected contact information, such as the name in
conjunction with telephone number and e-mail address. A big challenge that
MOOves faces is that contact information about farming businesses are not easily
accessibly as it would be the case with typical businesses in the marketplace. Thus,
we need to collect contact information that the sales team can follow up upon. This
will be achieved through our intensive marketing programm that includes call-to-
action (CTA) messages and attract users to view videos or whitepaper on our
website. We will gate this content behind contact sheets which will both, indicate
the exclusivity of our product and bring in leads which can be driven down the sales
funnel.
 Prospects: A prospect is someone the Sales Team had a conversation with and
agreed to take the next step in the sales process. New prospects are likely to be
gained at trade exhibitions and other agricultural events.
 Opportunities:Prospects are flipped into opportunities when the sales representatve
has verifiede that the potential customer has a strong intersest in the product.
 Commits: Customer is provided with the key contractual terms
 Sales: The contract is signed by both parties
(MaRS 2014)

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10.3 Initial Phases of Sales
We have broken down our sales procedure into 4 initial phases.
 The Beta Phase: In the Beta phase, the CEO and the Head of Sales will establish
relationships with customers willing to work in tandem with MOOves to enhance the
product. These customers will be purchasing MOOves for a heavily discounted price.
 The Reference Customer Phase: After the product has been successfully deployed
for a reasonable time period, reference customers can be cultivated. These
testimonials can be leveraged for driving more sales down the funnel, as customer
success stories are powerful and trustworthy marketing tools. The Head of Sales will
be encouraged to learn as much as possible about the customers so that this
knowledge can be exploited for process and product enhancements.
 The Transition Phase: MOOves has acquired a critical mass of customers; but it’s not
safe to say that the start-up has achieved real traction in the market. In this phase,
MOOves will use existing customer data to build a ROI calculator which measures the
value that the herd health/location tracking solution creates for farmers as this is a
powerful instrument for pitching the MOOves to prospective customers. The Head of
Sales will still engage in a learning curve and contributes to a still-evolving sales
model.
 The Execution Phase: The Management Team is confident that the product is taking
off in the market and the “formula of success” has been developed. As MOOves is
entering the executing phase, additional sales representatives are hired and the
expansion into new markets can start.
(Harvard Business Review 2006; Tunguz 2015)

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The above table provides an overview of the implementation of the outline sales cycle.
Phase Responsibility Time Scope
Beta Phase CEO
Head of Sales
Electronic Engineer
Q3 2016 - Q4 2016
Reference Customer Phase CEO
Head of Sales
In-House Marketing
Communications
Q1 2017 - Q4 2017
Transition Phase Head of Sales &
Sales Representatives
Q1 2018 – Q4 2018
Execution Phase Head of Sales &
Sales Representatives
From Q1 2019 on

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11 Financial Forecast
11.1 Sales
11.1.1 Sample Installation Prices
In practice, installation of the MOOves hardware will be priced on an individual basis
according to the number of boluses and additional sensor nodes required. However, in
order to produce sales estimates, the MOOves team has produced sample prices for
different herd sizes. For this purpose, herd sizes have been classified into three categories;
small medium and large.
The 2010 Census of Agriculture (CSO, 2010) provides the following breakdown of herd sizes
in Ireland:
An overall installation price for each of these categories has been set by making
assumptions about the number of boluses and additional wireless sensor nodes required for
an installation as follows:
Herd Size Boluses Additional Nodes
Small 20 7
Medium 50 15
Large 100 30
The unit prices for the hardware and the overall installation prices, as well as annual
software subscription prices can be seen below:

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11.1.2 Estimated Sales Units
As aforementioned, contact information of farming businesses are not easily accessibly as it
would be the case with typical businesses in the marketplace. Thus, MOOves invests heavily
in marketing in order to collect contact information that the sales team can follow up upon.
Besides, Moove assumes that with increasing popularity in the market place, users will start
contacting MOOves in order to buy a system.
Sources of Leads 2017 2018 2019 2010
Events 500 1100 1700 2,900
Online Marketing 365 790 1070 2000
Piggyback Marketing 135 270 345 490
Word of Mouth 10 30 100 280
Public Relations 100 170 210 290
Sum Leads 1,110 2,360 3,425 5,960
Conversation Rate Leads/Sales 4.5% 6.8% 6.1% 7.6%
Sales 50 160 210 450
Units Unit Price Total Price
Small Bolus 20 35 700
Herd Nodes 7 10 70
Basestation 1 450 450
1220
Medium Bolus 50 35 1750
Herd Nodes 15 10 150
2350
Large Bolus 100 35 3500
Herd Nodes 30 10 300
4250
Subscription 500
Sales Pricing

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Following software industry standards, we estimate that circa 4 % - 8 % of our leads will turn
into sales. MOOves expects that the ratio between leads and actual sales will increase year
by year because customers gain more trust in the product and our sales representatives
constantly refine their selling skills.
Based on the above sales units projections, the following breakdown of sales into the
categories small, medium and large was applied, with ‘worst case’ units also estimated:
Sales Units 2017 2018 2019 2020
Small Best Case 5 20 40 100
Worst Case 2 5 10 25
Medium Best Case 15 40 70 150
Worst Case 5 10 20 40
Large Best Case 50 210 520 1170
Worst Case 15 50 120 200
11.1.3 Sales Forecast
Combining the sample installation prices and the estimated sales units, the following sales
forecasts have been produced:
2016 2017 2018 2019 2020
Installations Small
Sales Units 5 20 40 100
Sales Price 1,220 1,220 1,220 1,220 1,220
Sales - 6,100 24,400 48,800 122,000
Medium
Sales Price 2,350 2,350 2,350 2,350 2,350
Sales - 35,250 94,000 164,500 352,500
Large
Sales Units 30 100 200 400
Sales Price 4,350 4,350 4,350 4,350 4,350
Sales - 130,500 435,000 870,000 1,740,000
Subtotal - 171,850 553,400 1,083,300 2,214,500
Subscriptions Sales Units 50 210 520 1,170
Sales Price 500 500 500 500 500
Sales - 25,000 105,000 260,000 585,000
Total Sales - 196,850 658,400 1,343,300 2,799,500
Best Case Sales Forecast

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The graph below shows the best case revenue generated from system installations (i.e.
sales of system hardware including bolus) :
2016 2017 2018 2019 2020
Installations Small
Sales Price 1,220 1,220 1,220 1,220 1,220
Sales - 2,440 8,540 15,860 42,700
Medium
Sales Price 2,350 2,350 2,350 2,350 2,350
Sales - 11,750 30,550 54,050 117,500
Large
Sales Price 4,350 4,350 4,350 4,350 4,350
Sales - 73,950 304,500 739,500 1,696,500
Subtotal - 88,140 343,590 809,410 1,856,700
Subscriptions Sales Units 24 114 320 795
Sales Price 500 500 500 500 500
Sales - 12,000 57,000 160,000 397,500
Total Sales - 100,140 400,590 969,410 2,254,200
Worst Case Sales Forecast
€ 171,850
€ 553,400
€ 1,083,300
€ 2,214,500
€ -
€ 500,000
€ 1,000,000
€ 1,500,000
€ 2,000,000
€ 2,500,000
Year 2 Year 3 Year 4 Year 5
Installations Revenue

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The graph below shows the best-case revenue generated from system installations plus the
subscription fees generated through sales of the accompanying system software (i.e. web
application/website):
11.2 Costs
11.2.1 Cost of Sales
Software Development:
A quotation for the development of the software package has been received from
Millennium Software, an Irish company that specialises in custom/bespoke software
development. Software development is a lengthy process which includes development of
the system, user testing, documentation and bug fixing. Millennium Software have quoted a
price of €20,000 plus VAT and a development timeframe of 4 months. The total cost of the
project including VAT will be €24,600. This quotation can be seen in appendix 6.
€ 196,850
€ 658,400
€ 1,343,300
€ 2,799,500
€ -
€ 500,000
€ 1,000,000
€ 1,500,000
€ 2,000,000
€ 2,500,000
€ 3,000,000
Year2 Year 3 Year 4 Year 5
Revenue: Installations + Subscriptions

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System Hardware:
For the basestations, the MOOves team has chosen the ETRX357 model Zigbee gateways
sold by Telegesis, as can be seen below.
Each basestation will cost £63.87, which converts to €91.63 at the time of writing
(05/08/15) at a rate of 1.00 GBP = 1.43458 EUR.
The wireless sensor nodes, which will be, used both inside each bolus and also as
independent nodes in the network will be purchased in bulk from Atmel. The
ATSAMR21E16A model has been selected and will cost $3.80 per unit when purchased in
bulk at a quantity of 1,000, as can be seen below.

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The sensor nodes will cost €3.49 per unit, after conversion with a rate of 1.00 USD =
0.917714 EUR at the time of writing (05/08/15).
For measuring temperature, the 5TC Series wired thermocouples with stripped ends sold by
Omega have been chosen upon consultation with an Omega salesperson. The thermocouple
can be seen below and the transcript of the live chat with the Omega salesperson can be
found in appendix 6.

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The thermocouples will be bought at a cost of €33 for a pack of 5, giving them a unit cost of
€6.60.
For GPS tracking, the GoTop Micro GPS Transmitter TL206 model has been selected, as can
be seen below.

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These GPS tansmitters will be purchased from Star Lite International at a cost of $13.79 per
unit (based on quotation received). After conversion, the cost per unit is €12.66 given a
conversion rate of 1.00 USD = 0.917714 EUR at the time of writing (05/08/15).
The bolus casing will be a small cylindrical piece of plastic but must be custom made to
specific dimensions. The MOOves team believe that a readily available material such as
plastic in a simple shape should be cheap to source and so have estimated a unit cost of
€2.50.
Website Hosting
This cost is made up of two separate parts; the hosting of the front-end system and back-
end database and the registration of the domain name of the website. Both of these
services will be attained from Blacknight Solutions for the first two years. The annual
registration fee for a .com domain is €9.95. MOOves will avail of the Minimus hosting
package for years 1 and 2, at a cost of €49.95 per annum. In year 3, as storage requirements
begin to expand significantly, the website will be migrated to the cloud. MOOves will then
avail of the Cloud SQL hosting service from Google. This service is charged on per use rate
based on the amount of storage space used but the MOOves team have budgeted for
€5,000 in year 3, €10,000 in year 4 and €15,000 in year 5.
Based on the sample installations and the corresponding sales forecasts, the following
projections in units have been generated for the hardware:

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Combining the unit costs with the projected units provides the following projections for cost
of sales:
Units Per Farm 2016 2017 2018 2019 2020
Boluses Small (20) 0 100 400 800 2000
Medium (50) 0 750 2000 3500 7500
Large (100) 0 3000 10000 20000 40000
Total Boluses 0 3850 12400 24300 49500
Extra Nodes Small (7) 0 35 140 280 700
Medium (15) 0 225 600 1050 2250
Large (30) 0 900 3000 6000 12000
Total Extra Ns 0 1160 3740 7330 14950
Total Nodes 0 5010 16140 31630 64450
Thermocouples 0 3850 12400 24300 49500
GPS Sensors 0 3850 12400 24300 49500
Bolus Casings 0 3850 12400 24300 49500
Best Case Cost of Sales - Units Workings
Units Per Farm 2016 2017 2018 2019 2020
Boluses Small (20) 0 40 100 200 500
Medium (50) 0 250 500 1000 2000
Large (100) 0 1500 5000 12000 20000
Total Boluses 0 1790 5600 13200 22500
Extra Nodes Small (7) 0 14 35 70 175
Medium (15) 0 75 150 300 600
Large (30) 0 450 1500 3600 6000
Total Extra Ns 0 539 1685 3970 6775
Total Nodes 0 2329 7285 17170 29275
Thermocouples 0 1790 5600 13200 22500
GPS Sensors 0 1790 5600 13200 22500
Bolus Casings 0 1790 5600 13200 22500
Worst Case Cost of Sales - Units Workings

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2016 2017 2018 2019 2020
Unit Cost €
Basestations 91.63 Units - 50 160 310 650
Total Cost - 4,582 14,661 28,405 59,560
Sensor Nodes 3.49 Units - 5,010 16,140 31,630 64,450
Total Cost - 17,485 56,329 110,389 224,931
Thermocouples 6.60 Units - 3,850 12,400 24,300 49,500
Total Cost - 25,410 81,840 160,380 326,700
GPS Sensors 12.66 Units - 3,850 12,400 24,300 49,500
Total Cost - 48,741 156,984 307,638 626,670
Bolus Casings 2.50 Units - 3,850 12,400 24,300 49,500
Total Cost - 9,625 31,000 60,750 123,750
Subtotal - 105,842 340,813 667,562 1,361,610
Website
Development 24,600
Website Hosting 50 50 5,000 10,000 15,000
Domain Name 10 10 10 10 10
Total 24,660 105,902 345,823 677,572 1,376,620
Best Case Cost of Sales
2016 2017 2018 2019 2020
Unit Cost €
Basestations 91.63 Units - 20 30 40 50
Total Cost - 1,833 2,749 3,665 4,582
Sensor Nodes 3.49 Units - 1,000 1,000 1,000 1,000
Total Cost - 3,490 3,490 3,490 3,490
Thermocouples 6.6 Units - 1,000 1,000 1,000 1,000
Total Cost - 6,600 6,600 6,600 6,600
GPS Sensors 12.66 Units - 1,000 1,000 1,000 1,000
Total Cost - 12,660 12,660 12,660 12,660
Bolus Casings 2.25 Units - 1,000 1,000 1,000 1,000
Total Cost - 2,250 2,250 2,250 2,250
Subtotal - 26,833 27,749 28,665 29,582
Website
Development 24,600
Website Hosting 50 50 5,000 10,000 15,000
Domain Name 10 10 10 10 10
Total 24,660 26,893 32,759 38,675 44,591
Worst Case Cost of Sales

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11.2.2 Running Costs
Computers
A budget of €1,000 per person has been set for the purchase of laptops/computers, any
additional hardware required, accessories and required software licenses e.g. Microsoft
Office. This will require an initial outlay of €6,000 in year 1.
Labour Costs
The following table outlines the number of employees that will be earning a salary from
MOOves from year 1 to year 5.
Employee 2016 2017 2018 2019 2020
Corporate
Executives
4 4 4 4 4
Software
Engineer
1 1 1 1 1
Electronic
Engineer
1 1 1 2 2
Sales &
Marketing
2 4
Total 6 6 6 9 11
Morgan McKinley (2014) state that an electronic engineer in the Dublin area with 5+ years’
experience should receive a salary in the range €50,000-€70,000. Since MOOves is a start-
up, a salary at the lower end of this range (€55,000) will be offered.
From year 1 to year 3, it is the intention of the founders to work as employees along with a
software engineer who will lead the website development and an electronic engineer who
will lead the development of the bolus and the overall hardware architecture. As the
company grows, it is proposed that the company should take on salespeople in year 4 and
year 5 to allow the company to cope with the demands of a higher volume of clients but
more importantly to generate new clients and expand into new markets e.g. USA. The
proposed structure of labour for the first five years is as follows:

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In year 1, MOOves will focus on developing the technical components of its product
offering, namely the wireless sensor network system including the bolus and also the herd
management website which will be outsourced. The four founders of the company will
assume a number of roles as well as that of corporate executives. An electronic engineer will
develop the bolus and other system hardware, while a software engineer will lead the
website development project. Once these two systems are in place, the electronic engineer
will be responsible for hardware installations at client sites and the software engineer will
be responsible for maintaining the website and developing new features.
In year 2, the electronic engineer will also lead research and development with a focus on
adding the pH measurement feature to the bolus. MOOves will bring its service to the
market and actively begin selling its system and services to farmers in the Irish, UK and
French markets. Two of the founding members will become full-time salespeople. The other
two owners will focus on other aspects of running the business while also contributing to
the sales team where possible.
Two additional salespeople will be hired in year 4 in order to acquire more customers. In
year 5, an additional two salespeople will be hired with the specific goal of attaining
customers in the USA as the company enters this market for the first time.
Explanation of Salaries
Year 1 & 2 (2016-2017):
 4 founders working on all aspects of developing the business
 Software engineer oversees development, maintenance and upgrading of website
 Electronic engineer oversees development of hardware, hardware installations and
research and development for new hardware features e.g. pH
Founders’ Wages €20,000 x 4 €80,000
Software Engineer €55,000
Electronic Engineer €55,000
Total Salaries €190,000

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Year 3 (2018):
There will be a reallocation of work roles with 2 founders acting as full-time salespeople,
while the other 2 founders will oversee the day-to-day running of the business as well as
collaboratively doing the work of one salesperson.
Year 4 (2019): Increase in wages and additional employees
 4 owners contributing to the work load of 3 salesperson: (2 owners acting as full-
time salespeople)
 2 additional salespeople required to enhance presence in UK and Irish market.
 1 additional electronic engineer required to cope with increasing number of
hardware installations
Founders Wages €30,000 x 4 €120,000
Electronic Engineer €55,000 x 2 €110,000
2 Salespeople €20,000 x 2 + commission €60,000
Year 5 (2020):
 2 additional salespeople hired to penetrate new markets, earning €20,000 each plus
commission
Founders Wages €30,000 x 4 €120,000
Electronic Engineer €55,000 x 2 €110,000
4 Salespeople €20,000 x 4 + commission €120,000

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11.2.3 Selling and Administration
Company Registration
 Registration of the company and the business name - €25
 New company A1 form - €100
 Stationary - €250
Travel Expenses
The company has budgeted for the following travel expenses in order for the engineer to
conduct installations and for salespeople to meet with potential or existing clients:
 No travel expenses in year 1 since the service will be in development
 Years 2-3: €25,000 per annum on hotels and €10,000 per annum on transport
 Year 4: €35,000 on hotels and €15,000 on transport
 Year 5: €50,000 on hotels and €30,000 on transport
Selling & Admin. 2016 2017 2018 2019 2020
Company Reg. €125
Stationary €250
Hotels €25,000 €25,000 €35,000 €50,000
Transport €10,000 €10,000 €15,000 €30,000
Total €375 €35,000 €35,000 €50,000 €80,000
11.2.4 Other Operating Costs
Marketing
MOOves has allocated its marketing budget as follows:
MarketingBudget
2016 2017 2018 2019 2010
AdWords 0 1,000 1,300 2,000 3,000
Events 0 8,000 10,000 12,000 20,000
E-Mail Marketing 0 120 300 360 480
Piggyback Marketing 0 2,000 2,000 2,000 4,000
Video Production 7,000 7,000 7,000 7,000 10,000
ContentCreation 3,000 3,000 3,000 3,000 3,000
Costs 10000 21120 23600 26360 40480

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As the given budget allocation, video material and journalistic content will be prepared
before the product launch in Q3 and Q4 in 2016. Moreover, there is an emphasis on events
and on engaging video content, which comprises customer success stories and software
demonstrations in particular, as we expect to attract a high number of leads with these
marketing tools. Media specialist Daniel Lanthelme from the advertising agency “pilot”
advised us booking an upcoming talented video producer. A high-quality customer success
story with the duration of around one minute would come at a cost of around € 3,000,
taking into account that a producer, a cameraman and a cutter will work on the project.
As the last column shows, there is a considerable increase our marketing spend in 2010 as
we will expand with our product to the UK market.
Research and Development
MOOves has allocated its research and development budget in the following way:
2016 2017 2018 2020
Market
testing in
farms
€10,000 pH sensor
development
€5,000 pH sensor
development
€5,000 USA
Market
Research
€10,000
Depreciation
Laptops and other equipment purchased at the beginning of year 1 will depreciate at a rate
of 20% per year. €6,000 * 20% = €1,200
11.2.5 Other Expenses
Loan Interest and Repayments
MOOves will apply for a bank loan of €250,000. Bank of Ireland offer unsecured small
business loans at an interest rate of 6.74%, as can be seen below.

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MOOves plans to make loan repayments and interest payments as follows:
 Yearly interest: €250,000 x 6.74% = €16,850
 Interest only for years 1-2
 Repaid over 5 years from years 3-5: €250,000 ÷ 5 = €50,000
Loan Interest Loan Repayment
Year 1 €16,850
Year 2 €16,850
Year 3 €16,850 €50,000
Year 4 €16,850 €50,000
Year 5 €16,850 €50,000
Year 6 €16,850 €50,000
Year 7 €16,850 €50,000
11.2.6 Funding Requirements
MOOves is filing to become a private limited company with the Companies Registration
Office. Once approved, the company will trade with the name ‘MOOves.’ In order to cover
the company’s costs for the first two years (no sales in year 1 while product is developed),
and also to provide an additional buffer of cash to allow for unforeseen costs or inaccurate
estimations, MOOves is looking to secure funding of €450,000. A bank loan of €250,000 will
be sought, as mentioned above, which leaves a further requirement of €200,000 of funding.

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Investment from four founding members
In order to start up the MOOves business, each of the four founding have agreed to invest
€10,000 which will come from a combination of personal savings and loans from friends and
relatives. The founders will be compensated through the issuing of shares. This investment
totals €40,000.
Grants
MOOves will seek to secure the remaining €160,000 of required funding in the form of
grants.
Monaghan County Enterprise Board Grant
County enterprise boards are in a position to issue priming grants to start-ups within the
first 18 months. The following are the criteria for receiving such a grant:
 Located and operating within the LEO’s geographic area
 A business which on growth will fit the Enterprise Ireland portfolio
 A business employing up to 10 employees
 A manufacturing or internationally traded services business
 A domestically traded service business with the potential to trade internationally
 Need for money and having regard to deadweight and displacement
(Local Enterprise Office, 2014)
The maximum grant available is the lesser of 50% of the investment or €150,000. MOOves
will apply for a grant of €95,000.
Peace III Programme:
MOOves will seek free office space in County Monaghan and grant aid of €65,000 from the
Peace III programme. This programme aims to increase cross-community and cross-border
engagement between border regions in both Ireland and Northern Ireland. The latest
figures show that the programme received funding of €225 million from the EU and a
national contribution of €108 million from 2007-2013. (Special EU Programmes Body, 2013)
The MOOves team is confident of being awarded this grant due to meeting the eligibility

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criteria. MOOves will operate from a border region in County Monaghan as there is high
concentration of potential customers (farmers) in the area. Furthermore, the problem of
cattle theft is particularly bad in such border regions. The MOOves location tracking
functionality can help communities on both sides of the border to collaborate in combatting
this shared problem.
11.2.7 Income Statement and Cash Flow Forecast
The following section provides a detailed breakdown of MOOves’ ‘best case’ finances and
the ‘worst case’ scenario can be found in appendix 6.

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11.2.8 Best Case Income Statement
2016 2017 2018 2019 2020
Sales - 196,850 658,400 1,343,300 2,799,500
Cost of Sales 24,660 105,902 345,823 677,572 1,376,620
Gross Profit 24,660- 90,948 312,577 665,728 1,422,880
Operating Expenses
Selling and Admin. 375 35,000 35,000 50,000 80,000
R&D 10,000 5,000 5,000 10,000
Depreciation 1,200 1,200 1,200 1,200 1,200
Marketing 10,000 21,120 23,600 26,360 40,480
Staff Salaries 190,000 190,000 190,000 345,000 405,000
Total Overheads 211,575 252,320 254,800 422,560 536,680
Operating Income/Loss 236,235- 161,372- 57,777 243,168 886,200
Other Income
County Enterprise Grant 95,000
Peace III Grant 65,000
76,235- 161,372- 57,777 243,168 886,200
Interest Expense 16,850 16,850 16,850 16,850 16,850
Net Profit/Loss Before Tax 93,085- 178,222- 40,927 226,318 869,350
Corporation Tax 5,116 28,290 108,669
Net Profit/Loss After Tax 93,085- 178,222- 35,811 198,028 760,681
Best Case Income Statement

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11.2.9 Best Case Cash Flow Forecast
2016 2017 2018 2019 2020
Operating Activity
Net Income/Loss for year 236,235- 161,372- 57,777 243,168 886,200
Depreciation 1,200 1,200 1,200 1,200 1,200
Net Cash Inflow/Outflow from Operating Activity 235,035- 160,172- 58,977 244,368 887,400
Interest Due 16,850 16,850 16,850 16,850 16,850
Tax Paid - - 5,116 28,290 108,669
Net Cash Inflow/Outflow from Operating Activities 251,885- 177,022- 37,011 199,228 761,881
Financing Activities
Owners' Cash Investment 40,000
Grants Received 160,000
Bank Loan 250,000
Repayment of Bank Loan - - 50,000 50,000 50,000
Net Cash Inflow/Outflow from Finance Activities 450,000 - 50,000- 50,000- 50,000-
Investing Activities
Purchase of computers and IT equipment 6,000 - - - -
Net Cash Inflow/Outflow from Investing Activities 6,000 - - - -
Net Cash Inflow/Outflow for the year 204,115 177,022- 12,989- 149,228 711,881
Cash Balance at start of year - 204,115 27,093 14,104 163,332
Cash Balance at end of year 204,115 27,093 14,104 163,332 875,213
Best Case Cash Flow Forecast

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12.0 Ethics and Privacy
For MOOves, there are two different areas of consideration concerning privacy and ethics.
These are the ethical treatment of animals and data privacy, which covers a number of
different concerns. From a legal perspective, it is important to comply with the relevant
legislation to avoid legal action. From an ethical perspective, the company must act ethically
at all times in order to protect its reputation and build consumer trust.
12.1 Animal Testing
When a prototype bolus has been developed, research and development will move on to the
testing phase. Testing is an essential phase of R&D, which identifies any problems or issues
with the product, ensures that the product performs and functions correctly and allows for
changes and improvements to be made before the product is finalised. A certain amount of
lab testing can be conducted by submerging the bolus in certain liquids; however as our
interview with Malcom Bateman, chair of Roslin BioCenter has brought forward, there is no
accurate substitute for a real rumen (Appendix 1). Therefore, it will be necessary to test the
bolus by having it ingested by cows and assessing the results. For any company testing
products on animals, it is of utmost importance to have an awareness and knowledge of the
issues surrounding animal testing. If ingesting the bolus will cause pain to the cow, we must
comply with the Cruelty to Animals Act (1876). This act imposes a number of restrictions for
conducting experiments including the requirement to obtain a licence from the Secretary of
State and the provision of anaesthetics. We do not expect our testing to cause pain,
however, it is useful to be aware of the legislation.
3R’s of Animal Testing by Russell and Burch (1959) (animal.research.umich.edu 2015)
From an ethical point of view, there are many opponents of animal testing. There is also a
goal for legislators and researchers of eliminating the need for animal testing in the future.
However, if animal testing is necessary, such as in the case of MOOves, there are well-known
guidelines called the three Rs developed by Russell and Burch (1959). The three Rs are

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Replacement, Reduction and Refinement. The three Rs are closely related to the concept of
alternatives (Smyth, 1978) which describes changes to scientific procedures that lead to the
replacement of animals, reduction in the numbers used or a refinement of techniques which
minimises harm to the animals. Replacement alternatives refer to research methods that
allow researchers to avoid or replace the use of animals where they would otherwise be
used. Reduction alternatives refer to an approach that requires the use of fewer animals to
generate sufficient data. Refinement alternatives refer to the modification of husbandry or
experimental procedures to minimize pain and distress, and to enhance the welfare of an
animal used in science from the time it is born until its death.
In carrying out the testing of the bolus, the MOOves team will abide by the three Rs at all
times in order to minimise the number of animals used, minimise any possible pain caused
to the animals and create as much data as possible from lab testing as an alternative to
animal testing. Our aim is to partner with Teagasc to carry out these tests, as they have
experience both handling animals and also of rumen bolus testing (Teagasc, 2015).
12.2 Data Privacy
As a company that collects personal data from customers, MOOves must respect our
customers’ right to privacy. A responsibility also exists for MOOves to protect our customers’
data from outside threats. There are many benefits of collecting personal data from
customers, including customisation of the service, there is a risk that this information could
be used to cause harm to customers if it falls into the wrong hands i.e. hackers or other
cyber criminals. Phishing, spamming and identity theft are some common uses of this
information by malicious attackers. According to Anderson, Durbin and Salinger (2008),
identity theft involves acquiring enough data about a person to counterfeit the link between
the buyer and their account or credit history. While the most obvious form of identity theft
is for the attacker to make purchases using the victim’s credit card, Anderson, Durbin and
Salinger (2008) suggest that they could also open new bank accounts or obtain new credit
cards or even loans with enough information. National Criminal Justice Reference Service
(2014) report that there were 2 million consumer complaints in the US in 2013, of which
14% (280,000) were cases of identity fraud. 17% (47,600) of these identity fraud cases were
credit card fraud. Meanwhile, Banking and Payments Federation Ireland (n.d.) report that

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fraud losses on payment cards in Ireland amounted to over €25.9 million in 2013. The
MOOves team acknowledges the seriousness of this threat and the steps taken to protect
customers’ personal data are discussed in detail in the security section of this report in the
technological section.
12.3 Data Breach Notification
As a holder of customers’ personal information, MOOves is subject to a number of legal
obligations. One important legal obligation is the requirement to notify the public in the
event of a data breach or accidental disclosure of information. Directive 2002/58/EC of the
European Parliament and of the Council of 12 July 2002 concerning the processing of
personal data and the protection of privacy in the electronic communications sector in effect
makes the Data Security Breach Code of Practice (Data Protection Commissioner, 2011)
legally binding. All breaches must be reported to the Office of the Data Protection
Commissioner within two days of the incident. The organisation must also give immediate
consideration to informing affected parties, except where technological measures make the
data unintelligible to unauthorised users and the organisation therefore concludes that
there is no risk to the data. Similar notification obligations exist in the US, although the
legislation varies from state to state.
Sony is a good example of a company that suffered huge financial and reputational harm
due to a data breach. In 2011, their PlayStation network was hacked and the personal
information of 77 million customers was stolen including credit card numbers, names,
addresses, emails etc. Sony’s delay of one week before notifying customers of the breach led
to a class action lawsuit. Lien (2014) reports that Sony agreed a settlement of $15 million for
the case. No doubt this event must have also cost Sony several million more in lost sales due
to the irreversible damage caused to their reputation. Data breaches such as this have a
negative effect on consumer trust, which in turn makes it difficult to build consumer loyalty.
Sirdeshmukh, Singh and Sabol (2002, p.20) identify a direct relationship between consumer
trust and consumer loyalty, defining loyalty as “indicated by an intention to perform a
diverse set of behaviours that signal a motivation to maintain a relationship with the focal
firm, including allocating a higher share of the category wallet to the specific service
provider, engaging in positive word of mouth (WOM), and repeat purchasing.”

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12.4 Data Protection
In order to allow customers to create an account on the MOOves web
application and make payments to MOOves, the company will need to
collect these customers’ personal information. Therefore the company
must meet the requirements of a data controller as set out by the Data
Protection Acts (1988 and 2003) and which is enforced by the Office of the
Data Protection Commissioner. MOOves will comply with the provisions of
the act as follows:
A data controller shall, as respects personal data kept by him or her, comply with
the following provisions: (Data Protection Commissioner, 2003)
a) The data or, as the case may be, the information constituting the data shall
have been obtained, and the data shall be processed, fairly
b) The data shall be accurate and complete and, where necessary, kept up to date,
c) The data shall have been obtained only for one or more specified, explicit
and legitimate purposes,
d) Shall not be further processed in a manner incompatible with that purpose or
those purposes,
e) Shall be adequate, relevant and not excessive in relation to the purpose or purposes
for which they were collected or are further processed, and
f) Shall not be kept for longer than is necessary for that purpose or those purposes,
g) Appropriate security measures shall be taken against unauthorised access to, or
unauthorised alteration, disclosure or destruction of, the data, in
particular where the processing involves the transmission of data over a
network, and against all other unlawful forms of processing.
Other important issues arising from the Data Protection Acts (1988 and 2003) and Directive
2002/58/EC (European Parliament and European Council, 2002) include the following:
 “Traffic data” e.g. internet access via IP address, emails etc. should be retained only
as long as necessary to enable bills and payments to be settled and to meet legal
requirements.

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 Information stored on terminal equipment e.g. “cookies” must be accompanied by
clear and comprehensive information explaining their purpose and the individual
must give his/her consent.
 Direct Marketing via email or SMS must include in the message the company name
and a valid address at which they can be contacted including to opt-out of such
messages. Where the individual is not a customer, a marketing message may not be
sent unless the prior opt-in consent of the individual has been obtained.
12.5 MOOves Privacy Policy
Conroy et al. (2014) found that 73% of their customers surveyed agreed that easy-to-
understand privacy policies would increase their trust in companies with regard to the
protection of their personal information. Conroy et al. (2014) further state that a good
privacy policy can act as a marketing tool, not just as a legal disclosure. With this advice in
mind, MOOves have developed a privacy policy for their website which can be seen below:
This privacy policy has been compiled to better serve those who are concerned with how
their 'Personally identifiable information' (PII) is being used online. PII is information that can
be used on its own or with other information to identify, contact, or locate a single person,
or to identify an individual in context.
 What personal information do we collect from the people that visit our website or
app?
 When registering on our site, as appropriate, you may be asked to enter your name,
email address, mailing address, phone number or other details to help you with your
experience.
 When do we collect information?
 We collect information from you when you register on our site or enter information
on our site.
 How do we use your information?
We may use the information we collect from you when you register, surf the website, or use
certain other site features in the following ways:

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• To personalize user's experience and to allow us to deliver the type of content and
product offerings in which you are most interested.
• To improve our website in order to better serve you.
• To allow us to better service you in responding to your customer service requests.
• To send periodic emails regarding your order or other products and services.
How do we protect visitor information?
We implement a variety of security measures when a user enters, submits, or accesses their
information to maintain the safety of your personal information.
Do we use 'cookies'?
Yes. Cookies are small files that a site or its service provider transfers to your computer's
hard drive through your Web browser (if you allow) that enables the site to recognize your
browser and capture and remember certain information. They are used to help us
understand your preferences based on previous or current site activity, which enables us to
provide you with improved services.
Third Party Disclosure
We do not sell, trade, or otherwise transfer to outside parties your personally identifiable
information unless we provide you with advance notice. We may release your information
when we believe release is appropriate to comply with the law, enforce our site policies, or
protect ours or others' rights, property, or safety.

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13.0 Legal Requirements
The formation of a new business means that a number of legal requirements must be taken
into consideration. First and foremost the company’s name needs to be registered with the
Companies Registration Office. Under the Registration of Business Names Act 1963 it is a
legal requirement that companies register their name with the CRO. The CRO website was
an extremely helpful resource for learning about how to go about establishing a company.
Everything from business structures to legal requirements was laid out in a clear and concise
manner that made the interpretation of the material very easy.
13.1 Register Business Name
The business name “MOOves” is available as of the 9th
July 2015. One of the first tasks to be
completed upon setting up will be to reserve this name with the CRO. The reservation of this
business name can be done online with the Companies Online Registration Environment at
www. core.cro.ie and the cost of reservation is €25.

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13.2 Company Registration
Following the registration of the business name MOOves with the CRO, MOOves will then be
registered as a private company limited by shares in accordance with the Companies Act
2014. In this case the liability of the members is limited to the amount of shares held. This
way there is a distinction between the individuals who own shares and the company who is
responsible for debt owed. In order to facilitate this incorporation, MOOves will need to
submit the following forms, according to the CRO:
Form A1
This form details the name of the company, its registered office, details of secretary and
directors, their power and duties within the company and their share holding within the
company. The form also includes a declaration that the company has complied with the
Companies Act 2014.
Constitution
Under the Companies Act 2014, each registered company must have a documented
constitution. The inclusion of this constitution means that a memorandum of association is
no longer required. This constitution will include the articles of association for the company.
A sample constitution can be seen below. (Source: CRO, 2015)

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Regulations to be complied with
In addition to the information about company address and director information, MOOves
will also inform the CRO about the details of the company’s Annual AGM. As is mandatory
details of MOOves accounts will be disclosed at the AGM. In compliance with company law
regulations a copy of these accounts will be filed with the CRO annually.
13.3 Compliance with Online Business Policies
Acquire domain name and server space
 In order to establish an online business, one of the tasks at hand is the acquisition of
a domain name and server space to host the web application. The company we will
be using to provide these services is “Blacknight Solutions”. Blacknight is an Irish
owned and Irish based hosting and domain registrar company.
 Need to insert price when we get information on what type of server is required
Data Protection Act 1998 & 2003
MOOves mobile and web applications will require customers to disclose personal
identifiable information (PII) and private financial information. The collection of this
necessary data means that the company is privy to some very sensitive data, as a result we
at MOOves will have to comply with the Data Protection Act. This will involve registering
every year with the Data Protection Commissioner and adhering to the rules set out in the
act. These eight rules are as follows.
1. Collect and processing of information in a fair way
2. Keep data only for specified, explicit and lawful purposes
3. Personal data is to be used and disclosed only in ways compatible with these
purposes
4. The data is to be kept safe and secure

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5. The data must be kept up-to-date and accurate
6. Ensure the data collected is relevant and not excessive to its specified purpose
7. The data should not be retained for any longer than it takes to complete its specified
purpose
8. A copy of an individual’s personal data should be made available upon request
Electronic Commerce Act 2000
 This piece of legislation recognises electronic communication of agreement as being
equal to traditional paper communication of agreement. This allows for electronic
communication of agreements including contracts (ByrneWallace, 2015). In order to
comply with this legislation, MOOves must ensure that there is a comprehensive
digital terms and conditions contract in place that both parties agree to. The nature
of the web application means that a large portion of customers will be entering into
this contract digitally.
European Communities (Electronic Communications Networks and Services) (Privacy and
Electronic Communications) Regulations 2011
 These regulations place restrictions on how businesses and organisations carry out
direct marketing (Email, Fax, Automated Calling System, Telephone and any other
form of electronic communication). MOOves needs to take into account these
regulations when designing and conducting marketing campaigns.
13.4 Statutory Employer Compliance
MOOves plans to take on a number of employees at the start up phase of this business
venture. It is important that employer regulations are adhered to by MOOves. The relevant
legislation is listed below:
 National Minimum Wage Act 2000 – According to S.I. No. 331/2011 of this act the
minimum wage that is to paid to our employees is €8.65
 Employment Equality Act 1998 – this legislation outlaws employment
discrimination on the grounds of gender, marital status, family status, sexual

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orientation, religious beliefs, age, disability, race, and membership of the
travelling community.
 Safety, Health and Welfare at Work Acts 2005 and 2010 – Section 8 of this
legislation requires the employer to ensure the employees’ safety, health and
welfare at work
 Terms of Employment (Information) Acts (1994 -2012) – requires an employer to
provide the employee with a written terms of employment within the first two
months
 Organisation of Working Time Act 1997 – states that an employee is entitled to
11 hours of rest for every 24 hour period, a break of 15 minutes every 4.5 hours,
a 30minute break every 6 hours, and that the employee’s weekly working hours
do not exceed 48
 Unfair Dismissals Acts (1977-2007) – Dismissal on any of the following grounds is
considered unfair; member of a trade union, religious or political beliefs, being
part of legal proceedings against your employer, race, colour, sexual orientation,
age, membership of the travelling community, pregnancy
13.5 Tax Compliance
- A company number will needed to be obtained from the Company Registration Office
(CRO) and MOOves will also need to register with the Revenue Commissioner. In
accordance with Irish Tax Law, MOOves will be responsible for paying the following
taxes:
o PRSI- is a tax that is paid for by the employer for the employee as means of
insurance against the employee being unable to work
o PAYE- paid by the employee but is usually facilitated by the employer. This
form of income tax is paid by the majority of the labour force
o Corporation Tax- tax paid on the company’s operating profit. The current tax
rate is 12.5%

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14.0 Risk Assessment
14.1 Risk Assessment
Given the emerging nature of technology in agriculture coupled with the high failure rate for
new ventures **Insert a reference about failure rates of start ups if possible**, MOOves
felt it was necessary to conduct a risk assessment to identify the threats to which it may be
exposed. MOOves has chosen to employ a risk management plan that has been adapted
from that proposed by Carlson (2009). The goal of the plan is to identify and assess the risks
to MOOves and develop mitigation strategies for these risks.
Each of the identified risks are categorised and then a risk level is assigned depending on the
likelihood of the risk occurring and what impact that occurrence would have on business
operations. Having performed this analysis, mitigation strategies are developed in order to
prevent the risk occurring.
14.2 Business Risks
Competitors
 Risk Level
 Medium
Impact
 MOOves will expect to be under constant threat from competitors both direct
and indirect, and both established and emerging. The lucrative nature of the
agri-tech industry means that MOOves expects competition to be fierce at
every stage of the company’s development.
Mitigation Strategy
 While the idea of a rumen bolus has been around for a number of years, its
use as part of a business venture is relatively recent. MOOves combination of
features (temperature and location) is not something entirely new but our
low cost approach and innovative mesh network used to track the animals is
something that will enable MOOves to differentiate itself from the
competitors. This competitive advantage will not last indefinitely so in order
for the company to continue to be a market leader continuous efforts will be

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made to improve MOOves product offering. Examples of possible future
innovation can be seen in the section 15.0.
14.3 Management Technical Competency
 Risk Level
 Medium
Impact
 The technical nature of the herd management system requires expert
technical skill and experience. The lack of technical knowledge and experience
that the four founding members of MOOves possess means that the company
must source this technical expertise externally. This technical requirement
will come at a cost and if MOOves is to ensure the best product offering,
employing external expertise will be a significant expense.
Mitigation Strategy
 In order to mitigate the high technical employee costs the founders of
MOOves will take a modest salary (€20,000) in the first three years of the
company’s existence. In addition to the modest salary, the management team
will look to utilize and develop their own skills in the design and delivery of
the herd management system. In doing so, the MOOves management team
will have aided in shortening the technical development phase of the system.
14.4 Dependence on External Party Endorsement
 Risk Level
 Low
Impact
 In order for the MOOves Herd Management System to be adopted by a
significant portion of the farming community, the endorsement by authorities
and organisations such as Teagasc and IFA would be extremely beneficial.
While the endorsement of these authorities would be an important stepping
stone for adoption, MOOves inability to secure their approval would not spell
failure for the company.
Mitigation Strategy
 In order to attain these endorsements, the MOOves management team will
need to outline the benefits of the Herd Management System to the

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authority. By getting these authorities on board to endorse the system it will
make it easier to attract the members of these organisations. The source for
this strategy for mitigating the dependence risk comes from the structured
interviews the team conducted with farmers. In these interviews farmers
explicitly stated that they were more likely to adopt a technology if it was
recommended by government bodies such as Teagasc or the IFA.
14.5 Unforeseen Events e.g. Natural Disaster
 Risk Level
 Low
Impact
 According to a report published by Federal Emergency Management Agency
(FEMA) 25% of business fail to reopen after a natural disaster (Minard, 2015).
Taking this statistic into account it is necessary to consider the significant
threat a natural disaster would be to the business operations of MOOves and
the future success of the company.
Mitigation Strategy
 In order to mitigate against this risk a Business Continuity Plan (BCP) will be
developed to ensure there is a plan as to how the company would recover
from an even such as a natural disaster. Issues that will be addressed in
MOOves’ BCP include an alternative location from where MOOves will
operate after the event; alternative suppliers in the case that regular supply
channels become blocked; and details of key customers for the company.
14.6 Technology Risks
Server Downtime
 Risk Level
 High
Impact
 Given the near real-time nature of MOOves’ Herd Management System,
server downtime would cause significant disruption to the business
operations of the company. Firstly, users would be unable to accurately
monitor their herd’s temperatures levels, putting the animals’ health in

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jeopardy. The herd would also be exposed to the threat of theft with the
sever unable to pick up the GPS location being transmitted by the distressed
animal(s). The downtime would have an adverse impact on the company’s
reputation as well as affecting future sales given the unreliability of the
service.
Mitigation Strategy
 A backup of all of the data collected by MOOves will be made so that any
disruption caused by server downtime is minimised. As part of the Blacknight
Minimus package, MOOves will be able to avail of a back up feature offered
by Blacknight. **Will need to change this if cloud computing option is
chosen**
Data Breach
 Risk Level
 Medium
Impact
 MOOves dependency on data collected means that the company has
potential exposure to a data breach. A report by the Federal Emergency
Management Agency (FEMA) states that 43% of businesses fail to reopen
after a data breach (Minard, 2015). A data breach would have a catastrophic
effect on user trust and the valuable data held by MOOves. It’s essential that
MOOvesensures the integrity and safety of its customers’ data.
Mitigation Strategy
 As was mentioned in the mitigation strategy for server downtime, there will
be a backup of critical data so that there is little or no disruption to business
operations. In addition to this, a number of security measures will be in place
to prevent data breaches occurring in the first place. These security measures
will include encryption of the data and the utilization of SSL. The combination
of these security features and safety measures allow the company to
maintain user trust and mitigate any affect a data breach may have on
business operations.


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14.7 Finance Risk
Profitability
 Risk Level
 Medium
Impact
 The majority of start ups fail to be profitable in their first year and considering
the R&D period the company has planned, it is expected that MOOves will be
no different. Unprofitability, for obvious reasons, cannot be sustained for long
periods of time and if MOOves plans to continue to keep growing a strategy
must be developed to mitigate this.
Mitigation Strategy
 MOOves plans to invest heavily in R&D in the first few years of operation to
ensure that the company remains on the cusp of new technology in the agri-
tech industry. In addition to this, MOOves will look to spend heavily on
marketing and sales in the initial few years in order to develop a brand and a
loyal customer base.
14.8 Funding
 Risk Level
 Medium
Impact
 An inability by the MOOves management team to secure the necessary
funding to get venture off the ground will have profound impact on the
company’s ability to progress to profitability.
Mitigation Strategy
 The company’s strategy to minimize this risk is to apply for as much funding
as possible in order to give MOOves the best possible chance of reaching
profitability. A more in depth discussion of the funding the company will be
applying for is available in the Finance Section.

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15.0 Future Expansion
The future expansion options for MOOves are limitless; below we have identified the initial
direction in which future expansion will move.
15.1 Long-life pH Bolus Development
Our goal is to develop the first long term pH rumen bolus lasting the average lifetime of a
beef animal. Currently, as seen in our competitor analysis, there are companies offering pH
rumen bolus devices but these only have a lifespan of 100 days after which time the bolus
becomes inactive yet remains within the animal until slaughter.
The problem with these boluses is that the rumen acid corrodes the sensor nodes rendering
the bolus useless. Our solution is to patent multi-node sensors, covered in biodegradable
plastics of different strengths. The goal of having biodegradable covers on the sensor nodes
being that as one sensor node is corroded by the rumen acid, a second
sensor node’s covering will be finished degrading (naturally by the
rumen acid) and be ready for use. Our R&D department will work with
Teagasc to test the boluses and gauge the correct degradability needed
for each node cover in order to develop sensor nodes within the bolus
with the capability to measure rumen pH over a period of years rather than months. Our
extensive research into rumen pH measurement and, subsequent consultations with both
Teagasc and The Department of Agriculture has shown that this product has huge
commercial viability. The major selling point of this is that our product would be the only
rumen bolus in the world with the ability to measure pH levels in the rumen long-term, a
revolutionary concept.

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15.2 Online Platform
The power behind MOOves cloud based platform provides the opportunity for limitless
expansion. The ability to exchange data collected with other platform users as well as
optionally release data to MOOves for examination by Teagasc and scientists are all
potential avenues for the MOOves platform to examine. The fact that our platform is a cloud
based WebApp protects it from changing trends in technology use such as the transition
from PC to tablet or mobile, as the platform is accessible from any web enabled device.
15.3 International Expansion
The primary goal is to establish a strong foothold in the European market as outlined in
detail in the Market Research Section. Having established
ourselves in Ireland, the UK and France, MOOves will then be
made available through partner organizations European-wide.
MOOves will then use agencies such as Enterprise Ireland to
launch globally in the US, Canada and in Australian and New
Zealand markets. Our decisions to launch in this order are based
on market size and achievability. Enterprise Ireland has fantastic industry knowledge and
links globally and we would rely on their support to bring the company to global customers.
15.4 Rumen Bolus Technology
While MOOves has been primarily designed for use in bovines, we would look to test the
device in other ruminant mammals and also develop options for other high-value non-
ruminant animals including horses. In the first five years our R&D division will begin testing
of other ruminant species before moving to other mammals.

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16.0 Commercialization Timeline

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1.0 Technology Plan Overview
This technology plan has been compiled in order to deliver a comprehensive report of the
technical components required for MOOves from design to implementation. The technology
plan aims specifically to address the areas of functionality and usability throughout the
report.
The report begins by describing a wireless sensor network system, which incorporates all of
the physical hardware and infrastructure necessary to collect data from the sensors inside a
cow’s stomach and transmit this data to the MOOves database. Subsequently, a detailed
description of how the overall MOOves system will work in terms of system architecture and
infrastructure is provided. Next, a description of the technologies to be used in the creation
of the system is described along with a specification of the hosting requirements for the
MOOves web application/website. Following on from this, a functional specification along
with the elements of the design process for the web application and backend database are
presented. These sub sections are documented with sample screen shots of user interaction
and backend functionality. Finally, the report addresses the security concerns involved in
running the MOOves system and the measures that will be put in place to protect both the
business itself and its customers.
2.0 Wireless Sensor Network
A wireless sensor network is a network of wireless sensors that can communicate with a
base station by means of radio frequency. Data is gathered at each wireless sensor node and
is transmitted to the base station either directly or by forwarding the data through other
sensor nodes. The data can then be uploaded from the basestation to any computer device.
In the cases of MOOves, the base station will upload data to the cloud via Internet
connection.
2.1 Wireless Sensor Network Architecture
According to Townsend and Arms (2004), there are a number of different communications
topologies that can be applied to wireless sensor networks, such as star, mesh, bus etc. The

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first topology considered for the MOOves system was
the star network topology. A star network consists of a
single base station which can send or receive messages
to all the sensor nodes, however, the sensor nodes
may only send or receive messages to the base station
and cannot communicate with each other. An
illustration of the star topology can be seen below.
Upon consultation with Dr. Conor Brennan, Head of the School of Electronic Engineering at
DCU, a number of disadvantages of the star network were identified and a decision was
made to select the mesh network topology instead. The radio frequencies suitable for use in
a wireless sensor network have very short ranges. Therefore, implementing a star topology
would require placing a number of base stations around the field to ensure that all of the
cows’ boluses could transmit their data. This solution would be too expensive. A mesh
network allows any node in the network to transmit to any other node in the network.
Townsend and Arms (2004) state that this makes multihop communications possible. This
means that all of the nodes in the network can send a message to any other node within its
range. Thus, nodes can forward on messages from other nodes until they eventually reach
the base station, increasing the overall range of the network. An illustration of the mesh
topology can be seen below.
The MOOves system will have wireless nodes placed at
different points along the perimeter fence of the field and
possibly one in the centre of the field so that the cows’
boluses can transmit their data, which will then be relayed to
the base station for upload via internet. Dr. Conor Brennan
also pointed out that having nodes fixed on the fence can
allow for the location of cows to be calculated mathematically
based on their position relative to the fixed position node that

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received its message and its transmission range. When a bolus moves away from the rest of
the network, its signal will become weaker and eventually die when the cow leaves the field.
The GPS can be set to activate only when the bolus can no longer connect to the network,
minimising power consumption.
2.2 Wireless Sensor Node Architecture
Cui et al. (2004) state that a sensor node is comprised of four basic components, namely a
sensing unit, a processing unit, a communication unit and a power unit. This architecture
can be observed in the diagram below.
The sensing unit consists of the application specific sensors, the GPS sensor and
temperature sensor in the case of MOOves, and an analogue to digital convertor, which
digitises the analogue signal generated by the sensors.
The processing unit consists of a microcontroller and a flash memory drive. The
microcontroller is the processor, the brain of the sensor node. It manages data acquisition,
processes data and is responsible for controlling communication. The flash memory drive
stores processed data, ready to be transmitted to the base station.
The communication unit is a transceiver. A transceiver is a device comprising both a
transmitter and a receiver. The transceiver transmits the data gathered by the sensors to
the base station.

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The power unit delivers power to all of the working parts of the sensor node. There are a
number of different power sources that can be used to supply power to a sensor node. In
most cases, a battery is used. In small sensor nodes, the battery will be small so power
conservation becomes extremely important.
Wireless sensor nodes are available ‘off the shelf’ which include all parts of the sensor node
apart from the sensors themselves. Users only need to source their own sensors for the
sensing unit, depending on the application, and attach them accordingly. A typical wireless
sensor node can be seen below.

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3.0 Sensors
The MOOves sensor nodes will each be fitted with a
temperature sensor and a GPS transmitter. The
temperature sensor will take continuous readings,
every fifteen minutes. The GPS transmitter will only be
turned on when the cow leaves the field, in order to
conserve battery. As mentioned previously, the
periodic location readings will be calculated based on
identifying which of the fixed nodes received its
message. The fixed nodes are only used for relaying
messages from the boluses. Therefore, they will not
have any sensors attached to them.
3.1Temperature Sensor
The temperature sensor being used in this bolus is an insulated wire thermocouple sensor,
which will measure the animal’s body temperature. The data provided by this sensor will be
analogue and the analogue/digital converter will change it so that it can be sent onto the
base station. The temperature reading of the animal’s body temperature will allow the user
to gain valuable information about the well being of the animal. It can provide information
about possible diseases and sickness within the animal.
3.2 GPS Transmitter
The GPS transmitter uses a network of 24 satellites to determine its location (Lee, 2015).
These satellites circle the earth and a combination of 3 or more of them allow the GPS
sensor in the transmitter to determine its location. The determination of the sensors
location is done using triangulation of the signal from the satellite. The longer the signal,
takes to travel, the further the sensor is away from the satellite. Using three of the satellites,
the GPS sensor can determine a 2D (longitude and latitude) representation of its location.
The data is then transmitted using GPRS to the base station.

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3.3 Base station
The bolus will interact with base stations located on the farm. In most cases, one base
station will monitor multiple fields. The base station will receive the data from each of the
boluses and upload the data to the MOOves database via the Internet. From there, the
farmer can access the cow’s data via the MOOves website which interacts with the
database.
3.4 Radio Frequency
Each bolus in the MOOves system will communicate its sensor data to other nodes in the
network via radio signal. The chosen radio frequency must minimise or completely avoid
interference with certain designated bands e.g. radio stations, police radio etc. Another
requirement is that the range of the signal must be sufficient for each and every bolus to
transfer their sensor data to the base station, either directly or by forwarding it through
other nodes in the network. Townsend and Arms (2004) suggest a number of viable radio
options for use in wireless sensor networks. These include IEEE 802.11 (WiFi), Bluetooth
(IEEE 802.15.1 and .2), IEEE 802.15.4, ZigBee and IEEE 1451.5. Dr. Conor Brennan also stated
that all of these standards are suitable for the MOOves system, however, he recommended
the ZigBee standard. The ZigBee standard was developed specifically with wireless sensor
networks in mind. It was developed by the ZigBee Alliance, over 300 leading semiconductor
manufacturers, technology firms, OEMs (original equipment manufacturers) and service
companies. Townsend and Arms (2004) state that ZigBee employs the IEEE 802.15.4
standard as its physical and MAC layer. The IEEE 802.15.4 standard supports the following
characteristics:
 Transmission frequencies: 868 MHz/902–928 MHz/2.48–2.5 GHz.
 Data rates: 20 Kbps (868 MHz Band) 40 Kbps (902 MHz band) and 250 Kbps (2.4 GHz
band)
 Range: 75-100 meters
3.5 Power Conservation
In a small wireless sensor network with multiple sensors, power is a very scarce resource.
The overall size of the device limits the size of the battery to be included. Also, the individual
application sensors and other working parts of the sensor nodes, such as the transceiver,

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put a strain on the battery. Therefore, it becomes important to find ways to conserve
power. There have been two approaches identified that can help to save power in the
MOOves bolus.
Firstly, Miller and Vaidya (2004) identified the Time Division Multiple Access (TDMA)
approach. Radios typically have four power levels which correspond to the states;
transmitting, receiving, listening and sleeping. The power required to listen is almost the
same as the power required to transmit and receive. The sleep power is usually one to four
orders of magnitude less. Therefore, idle time spent listening is the largest source of energy
waste in a wireless sensor network. A sensor node should ideally sleep as much as possible
when it is not transmitting or receiving. Miller and Vaidya (2004) propose using TDMA as a
means of achieving this goal. A TDMA protocol involves scheduling transmissions from the
sensor nodes into non-interfering time slots. The sensor nodes can enter into sleep mode
between transmissions, thus saving battery life. Schneider
Electric (2011) state that this technique is possible in Zigbee
networks using what is known as ‘beacon mode.’ The base
station sends ‘beacons’ to the routers in its network. The
beacons wake up other nodes to check for an incoming
message. If there is no message, the nodes go back to sleep.
Devices are active only when a beacon is transmitted,
ensuring longer battery life.
Roundy (2003) identified an additional approach for power conservation in sensor nodes. He
proposes employing an approach known as energy scavenging, which involves converting
forms of energy found in the environment of a wireless sensor node into electrical charge.
Possible sources of energy include solar energy, vibrations, acoustic noise and temperature
variations. Roundy (2003) found that vibrations and solar power are the two most useful
sources of energy. Scavenging energy from vibrations is a suitable method for the MOOves
bolus because vibrations will be generated in the cow’s stomach as it moves around. This
requires using a piezoelectric sensor. A piezoelectric sensor is a device that uses the
piezoelectric effect, to measure changes in pressure, acceleration, temperature, strain, or
force by converting them to an electrical charge. The piezoelectric effect is the electric
charge that accumulates in certain solid materials in response to applied mechanical stress.

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When testing, Roundy (2003) found that the piezoelectric converters demonstrate power
densities of about 200 µW/cm3
from input vibrations of 2.25 m/s2
at 120 Hz. He also used
one piezoelectric converter to completely power a small wireless sensor device from
vibrations similar to those found in common environments e.g. office buildings,
manufacturing and assembly plant environments, and homes. This clearly demonstrates the
viability of this power saving technique.
4.0 GPS Tracker
The MOOves bolus has the ability to track a cow’s location within the field using data
available from the wireless sensor network, as mentioned in the previous section of the
report. However, one of the unique selling points of the product is to track the location of a
cow if it has left the field (presumably because it has been stolen). In order to provide this
functionality, the bolus will contain a GPS transmitter device. The GPS transmitter actually
acts as both a receiver for satellite signals and a transmitter to send its own location. This
location information will in turn be received by the MOOves base station. If the bolus
cannot connect to the network for a certain period of time, it will be programmed to
activate the GPS transmitter. The transmitter will remain in sleep mode while the cow is in
the field in order to conserve battery power. Once the GPS transmitter has been activated,
it will transmit the GPS coordinates of the cow back to the base station, from where the
data will be uploaded to the MOOves server. The user will then be able to view the location
of the cow on a map on the location section of the MOOves web application.
4.1 What is GPS?
Bertagna (2010), states “Global Positioning System (GPS) is a worldwide radio-navigation
system formed from the constellation of 24 satellites and their ground stations.” This
system is mainly funded and controlled by the US Department of Defence. While it was
initially designed for use by the US military, the ‘Standard Positioning System’ is now
available for civil use without any charges or restrictions.

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4.2 How GPS Works
According to Griffin (2011), the calculation of the location of a GPS tracking device is based
on the location and current time of the satellites, which transmit this data for any GPS
device to pick up. Each of the 24 satellites are synchronised to transmit this data at the
same time. These transmissions are picked up by devices at different times because the
satellites are different distances from the receiving device. The speed of the signals is known
to be the speed of light. Therefore, the distance to the satellites can be worked out by
estimating the time it took for the
signal to be received by the device.
Distance is equal to speed multiplied
by time (distance = speed x time) is a
commonly used maths formula. Griffin
(2011) asserts that when the receiving
device has estimated its distance from
at least four satellites, it can calculate
its own position in three dimensions.
Griffin (2011) informs us that the signal consists of three elements; a pseudo random code,
almanac data and ephemeris data. The pseudo random code is simply an ID for identifying
which of the 24 satellites has sent the signal. Almanac data describes the orbital courses of
the satellites. Every satellite broadcasts the almanac data for all 24 satellites. The receiving
device can use this almanac data to determine which satellites it will be able to see in the
sky. Ephemeris data tells the receiving device where the satellite should be at any time
throughout the day. Each satellite only transmits its own ephemeris data. Tying all of this
information together, the receiving device now knows the location of the satellites from the
ephemeris data and by estimating its distance from the satellite, it knows that it is located
somewhere on the surface of an imaginary sphere centred at the satellite. It then must
determine the size of at least four of these spheres, one for each satellite and the receiving
device then knows that its own location is the point of intersection of the spheres.

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4.3 GPS Accuracy
GPS.gov (2014) state that the GPS standard positioning service provides a ‘worst case’
pseudo range accuracy of 7.8 metres at a 95% confidence level. However, there are sources
of signal error outside of the control of the standard positioning system e.g. sky blockage,
receiver quality, atmospheric effects etc. The GPS tracker inside the MOOves bolus will have
its path to the satellites in the sky obstructed by the body of the cow that it is inside. This
will cause a distortion of the satellite signals thatmay cause errors in the GPS tracker’s
calculation of its own location. However, the effect of this signal error will not be overly
dramatic. Given the application, locating cattle, a level of accuracy within 50 metres will be
more than sufficient to locate stolen cows.
4.4 Transmitting GPS Coordinates
Once the GPS tracker in the bolus has received the signals from the satellites and calculated
its coordinates, the coordinates need to be transmitted from the bolus to the MOOves base
station, from where they can be uploaded to the MOOves server. This requires a long-range
transmission medium. Standard GPS transmitters send this information using GSM. GSM
(Global System for Mobile communications) is the transmission medium used in mobile
phone networks to transfer voice, text and Internet data between mobile phones and
service providers. Tutorials Point (2015) describe GSM as “a circuit-switched system that
divides each 200 kHz channel into eight 25 kHz time-slots.” GSM operates on the mobile
communication bands 900 MHz and 1800 MHz in most parts of the world. In the US, GSM
operates in the bands 850 MHz and 1900 MHz.

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5.0System Architecture and Infrastructure
5.1 System Architecture
Utilising the sensor network described in the previous section, a herd management system
can be created using a network of nodes, animals and a base station. A sample illustration of
the system can be seen below.
The animals and the perimeter nodes on farm fence are all part of the mesh network that
transmits data to the base station. Once the data has been transferred to the base station, it
can then be uploaded to the web server and MySQL database. Once the temperature and
location data have been uploaded they are then accessible to the user via the MOOves web
application.
The animal in top right corner of the image above is an illustration of an animal that is not
connected to the network and as a result will begin transmitting a GPS signal. In transmitting
this signal, the user can then be alerted to the animal’s inability to connect to the network
for whatever reason.

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5.2 Key Processes in Herd Management System
There are three key processes involved in MOOves Herd Management system; Obtaining
the Data from the Animal when connected to the network; Obtainiing GPS Location Data
from the Animal; and Accessing the Data for Monitoring. Provided below are diagrams and a
detailed description of how these processes work. These will help provide a clearer
understanding of the herd management’s infrastructure and the hardware required to
facilitate the aforementioned processes.
5.3 Obtaining the Data from the Animal when Connected to the network
1. Animal
The start of the process begins with the bolus within the animal. The bolus records
the temperature of the animal, its approximate location within the field and whether
or not the animal is part of the mesh network. For a more detailed description of
how the mesh network works see the Section 2 - Sensors. The temperature and
location data is transmitted from the bolus in the animal to either another node on
the network (another animal or a fixed wireless transmitter) or straight to the base
station.
2. Network Node
There are two classes of network nodes, Class A and Class B. The Class A nodes
denote the nodes in the network that are boluses inside the animals. These nodes
are recording the readings while also facilitating the transfer of the data from other
Class A nodes (boluses). The Class B nodes do not record data from the animals and

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are purely there to facilitate the transfer of data to the base station. Theses Class B
nodes will be placed on the perimeter of the field and if necessary in the field in
order to facilitate the mesh network.
3. Base Station
The base station is where the data from the individual animals is collected. The base
station can then connect via 3G/4G to the web server to upload the data.
4. Web Server
Having obtained the data from the individual animals then storing it in the base
station, a connection is then established with the web server. Once a connection is
established the data will be synced with the user’s profile and sent to the MySQL
database. This will allow the user to access the data from their animals when
requested. PHP is the language used to facilitate the interaction between the web
server and the database, an example of this interaction is available in Section 8 -
Backend Database – MySQL.
5. Backend Database
The data having been passed through the individual parts of the infrastructure is
stored in the backend MySQL database. From here the data can be retrieved and
viewed by the user in the client, which again is accessed using PHP.
5.4 Obtaining GPS Location Data from the Animal

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1. When the animal is no longer able to connect to the mesh network, the GPS
transmitter will be turned on inside the bolus and will start to transmit its location to
the base station along with the details of which animal it is.
2. Upon receiving the GPS location of the disconnected animal, the basetstation sends
this signal onto the web server.
3. The web server then contacts the MySQL to retrieve the details of the animal.
4. The MySQL database sends that information back to the web server
5. The web server then sends an alert to the user’s device to let them know that an
animal has become disconnected from the network.
5.5 Access Data for Monitoring
The MOOves web application allows users to access their animal’s data via a number of
devices both mobile and fixed. From here they can monitor the temperature and location of
the animals while also being able to retrospectively analyse data about the current
condition of the animal. The functional specifications and consideration taken into account
during the design phase can been seen in section on the design consideration in Section 7 –
Elements of Design.

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The steps required for the retrieval and presentation of this content in the web application
can be seen below.
1. A HTTP GET request is sent from the web application to the web server
requesting some particular data (Eg. Temperature of animal 1234 for the past
24hrs). The server verifies whether the client and the user using the client has
access to that data and whether that data is available.
2. If the requested data is available and the client has clearance, the web server will
then request the data from the MySQL database using PHP.
3. The MySQL database then retrieves the data and sends it to the web server.
4. The web server then presents the data to the client using whatever presentation
format has been coded into the web application.
5.6 Technologies Used
The diagram below provides an overview of the technologies used in the MOOves Herd
Management System. There are three key technology categories in this overview, backend,
server side and client side technologies. There is a discussion about each technology in more
detail in later sections of the report.

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6.0 Hosting Requirements
After performing some extensive research on a range of hosting services and providers that
took into consideration security, cost, and customer support, among other things, we
choose Blacknight Solutions. Blacknight offers a range of different services and packages but
the package we thought was most suitable is the Minimus shared hosting package. The
Minimus hosting package provides MOOves with the ideal web hosting solution considering
the companies relatively small size at this stage. The shared hosting element of the package
helps lower the cost of the package while still offering a reliable, fast and safe hosting
solution. A detailed breakdown of the Blacknight Minimus hosting package is available in
appendix 9. This package is a suitable solution for the initial phase of the MOOves business
venture but as the company expands into new markets a more sophisticated package from
Blacknight will be sought after.
As MOOves expands in the coming years the hosting requirements for the web application
will increase significantly as there is an increase in the number of users. In order to
accommodate the increase in users, additional server space will need to be obtained. While
the Blacknight Minimus package is ideal for the initial web application, a change in package
or provider will be needed in the future. After consultation with Dr. Rami Albatal, Lecturer in
Web Design and Researcher at Insight Centre for Data Analytics, it was recommended that
MOOves change to a cloud based solution upon user base expansion.
Cloud computing is a model for enabling ubiquitous, convenient, on-demand network
access to a shared pool of configurable computing resources that can be rapidly provisioned
and released with minimal management effort or service provider interaction (National
Institute of Standards and Technology, 2011). Cloud computing will enable MOOves to scale
quickly and at an affordable rate in comparison to purchasing new servers outright.
Cloud computing is a cluttered space and has become a highly competitive market (Garg et.
al, 2011), as a result it can be difficult for any business to choose the right provider. In order
for businesses and start-ups like MOOves to get the most from their cloud service provider,
they must ensure that they manage what is becoming a more complex technologic issue
(Marston et. al, 2011). In an effort to get the most from the available cloud computing

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service providers, MOOves has used the cloud provider comparison tool available at
www.cloud-computing.softwareinsider.com/ upon the advice of David Kenny, a PhD
research at the Irish Centre for Cloud Computing and Commerce (IC4). This tool has
suggested that Amazon Web Services (AWS) is the most suitable provider for our required
services.
Given the nature of business, MOOves’ cloud requirements and the optimal provider may
well change in the intervening period between now and when the company chooses to
implement a cloud computing solution. As a result of this, MOOves feel it will be necessary
to use a framework in addition to the comparison tool in order to select the right cloud
service provider. CloudCMP, a cloud computing comparison framework proposed by Li et. al
(2010) will be used to help in the search for the right cloud service provider for MOOves.
This evaluation of what the best cloud service option will be undertaken before the end of
the second year with a view to implementing the system at some stage in the third year of
business.

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7.0 Elements of Design
7.1 Design Considerations
This section displays the considerations and thoughts that went into the design process for
the web application for MOOves. Concepts considered include layout, usability, aesthetics
and user experience. The plan outlined here for the development of the web application
was chosen to ensure there was a structure in place throughout the entire development
process.
Our objective at the beginning of the design process was to create a visually appealing and
practical web application that allowed for ease of use and an excellent user experience. A
blend of successful industry examples and academic literature provide justification of our
choices throughout the design process. Nielsen (2000) provides 10 usability guidelines that
are widely accepted rules of thumb that are used by developers when creating web
applications. These 10 guidelines are listed below and they will all be taken into
consideration at every stage of the design process.
7.2 Nielsen’s Usability Heuristics for User Interface Design
- Visibility of system status
o Users should always be aware of the status of the web application. They
should be informed of what is happening and provided with feedback as
quickly as possible. A simple of MOOves adherence to this guideline can
be seen on the Homepage (Logged In) page where the top right corner of
the page will show that the user is logged in.
- Match between system and the real world
o The web application should speak the same language as the user.
Technical terms should be avoided and elements of the application
should be designed in a natural logical order. The concept of affordance
needs to be kept in mind when designing each individual aspect of the
web application. According to Maier & Fadel (2008) affordance is
designing elements in such a way that they suggest that interaction might
be possible. A real world example of this is a door handle, its design
suggests that you can pull down on it. In the design of the MOOves web
application the same sort of affordance needs to be incorporated.

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- User control and freedom
o Make it easy for users to navigate around the web application and
provide an easy way back to the home page if they find themselves on an
unwanted page. Allow for undo and redo functions so that user’s
mistakes aren’t costly. MOOves will allow for undo and redo functions in
the toolbar along with a pinned menu bar allowing for easy navigation
throughout the web application.
- Consistency and standards
o The theme throughout the application should be consistent and there
should be as little ambiguity as possible about the words and actions on
the different pages. The single-page design of the web application will
ensure that the toolbars and themes remain consistent throughout the
application.
- Help users recognise, diagnose and recover from errors
o Error messages should be informative and in plain speak so that the user
can easily understand what has gone wrong. Some of the best error
messages tend to have some humour in them to help distract the user
form the fact that the error has occurred in the first place.
- Error prevention
o Even better than good error messages is the prevention of errors in the
first place. Errors can occur as a result of poor design and a lacking of
testing and evaluation. MOOves will be following best practice guidelines
when it comes to web application design and while also ensuring that
there is a rigorous testing and evaluation plan put in place for the web
application.
- Recognition rather than recall
o The objective of this guideline is to ensure that there is as little strain on
the user’s memory load as possible. Ensuring that the user has to
remember as little as possible makes the user experience less cognitively
taxing. MOOves will look to display all choices and actions that users have
made on screen in the application. For example when a user logs in, all of

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their herd will be displayed as individual boxes so that the user can easily
see what herds have been registered on the application
- Flexibility and efficiency of use
o Providing shortcuts for frequent users makes the application more
accessible for those users that use it most. Examples include a history log
of what have been the user’s most recent actions and a recently opened
file list. For the MOOves application, a favourites list for individual
animals will be available whereby users can save the animal to so that it
can easily monitored at a later date
- Aesthetic and minimalist design
o Adhering to this design guideline was a factor in our choice of a single-
page web application. Keeping the design simple and as clutter free as
possible was something that our research indicated was important for
adoption among users
- Help and documentation
o While it would be hoped that the application is designed in such a way
that there will be no need for documentation, having documentation is
important. Providing this information in an easy to navigate format is
essential because if users require this information you want to make it as
easy as possible for them to find a solution to their query. The MOOves
web application will provide a FAQ page for help with any problems users
may be having.
7.3 Design Process
The design process used for this web application was adapted from a design process created
by Jason Lengstorf and Chris Coyier. Both authors of the design process have years of
experience in web development and have both authored books on the subject. The original
process that MOOves has adapted is available online at www.css-tricks.com.

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7.3.1 Planning the App: Basic Idea and Design
This first stage involves formulating the idea for the web application and creating a basic
design for the application. At this stage you will establish what the purpose of the web
application is. In the case of MOOves, the function of the web application is to display the
information being transmitted from the bolus in each individual animal. Once the basic idea
and the application’s function have been identified, you can then begin the design process.
At this early stage a simple sketch of the application will be sufficient. A sketch of some of
the pages from the application can be seen below.

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Even at this early stage, a developer needs to begin to think about how the user interface
(UI) is going to operate. The reason for this consideration is so that later on the
development process the developer knows what technologies will be needed to be
incorporated into the application in order to facilitate the desire user interface. For the
MOOves application we will need a number of different functionalities, some of which are
listed below:
- Automatic saving (after any action)
- Click –to-edit
- Drag and drop
A large portion of this functionality can be done with AJAX if we don’t want to be loading
individual screens just to edit individual elements. AJAX allows for cleaner changes to web
pages as changes to the make-up of the page can be done without reloading the page.
After consultation with a number of contacts in both academia (Dr. Rami Albatal and
Matteo Coyne) and in industry (Mark Murray) we have decided to go for a single-page web
application design. A single-page web application is an interactive website whereby content
loads automatically without the need for a full page reload (Google Developer, 2015). In
tying in with the research we had conducted about famer’s interaction with technology we
felt that making the web application as easy to navigate as possible was the best idea.
Having a single-page web application will help facilitate this while also offering the best user
experience for the user.
7.3.2 Planning the App: Database Architecture and Development Approach
At this stage in the development process it has been established what the application will
look like and what its function will be. Given now that is has been established how the
application is going to look, it must now be determined how the application is going to
work. For the MOOves web application, the information about the farmers and their
livestock will have to be stored somewhere. This will require a database to store the
information and the use of some server-side programming languages to handle the
interaction and storage of this information. For design and testing purposes the XAMPP can
be used to build to the database for the web application. XAMPP is an open source web

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server software package that includes a MySQL database. The MySQL and PHP scripting
languages will be used to handle the storage and retrieval of the information from the
database. A more detailed description of the database hierarchy and the justification for the
using MySQL and PHP is available in section 7 of the technology plan.
7.3.3 Designing the App: Workflow Map and Photoshop Design
At this stage the idea for the application is in place, how the user is going to interact with
information in application has been considered and the back-end structure has been
thought about. The next stage of development involves looking at how the user interaction
with the application affects the design of the individual web pages. Sketching out a
workflow of the application helps establish how a user might navigate through the
application while also helping the developer establish how many individual pages might be
needed. An example of the workflow map for MOOves can be seen below.
The workflow map is not supposed to be just a rough sketch of the how a user might
navigate through the web application. The map above isn’t necessarily the finished sitemap

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for the web application but it helps to establish for the developer what pages and how many
will be needed for the web application.
Having established some of main pages needed for the web application we can begin to turn
some of those sketches from Part 1 into images that will be used as a template for the page
development. Examples of these images and sketches created can be seen in Section 6 –
MOOves Web Application.
7.3.4 The Next Four Steps of the Development of the Website
The next four stages of the design process set out by the authors provide instructions on
how to code the web application. After consultation with our practicum supervisor, Dr.
Cathal Gurrin, Dr. Rami Albatal and professional front-end developer at BOXFISH Mark
Murray, it was decided that using a pre-coded template was the best solution to MOOves
web application development. The team decided to use a bootstrap website template to
allow for easy interoperability between all devices. A more detailed discussion into why the
bootstrap template was chosen is available in Section 7 – MOOves Web Application.
7.3.5 Security & The Future
Security of any web application is of obvious importance to its users and the MOOves web
application will no different. In the development phase, the web developer and his team will
be linking the web application we have designed using the template in Section 6 with the
backend MySQL database. During this process, the developer will be ensuring that simple
security precautions are taken, for example ensuring that passwords are stored in encrypted
formats and that logged in users have the correct the access rights when it comes to
database changes.
In addition to these simple security measures there are a number of other measures that
the authors suggest that developers take into account. These include using PDOs (PHP Data
Objects) and Data Escaping to help against data manipulation and data breaches. Due to the
complex technical nature of this section of the applications development, a more
comprehensive evaluation of the applications security requirements will be performed
when the developer is first employed.

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8.0 MOOves Web Application
This section provides a detailed description of how the MOOves Web Application works as
well detailing a guide for users to follow in order to get the most from the web application.
As of the 4th
August 2015 the website www.MOOvesApp.com is available for purchase.
Within the first week of the company operating this domain will be bought and registered
using Blacknight Solutions.
The site has been developed using the Bootstrap framework, which allows for the creation
of one code-base that will work with all devices. Developing a web application like this will
mean that there will be no need to develop separate mobile and tablet optimal versions of
the application. The bootstrap framework allows for the easy front-end development of
web applications. The MOOves web application will be developed using a template taken
from https://www.freshdesignweb.com/free-bootstrap-templates/. The MOOves web
application is an interactive and informative site that allows for MOOves users to manage
their herd while also providing information about how new users can avail of MOOves
services. The application also provides external links (Facebook and Twitter) to additional
information about the company.
8.1 Functional Specification
The main function of the website is to provide user with an easy to navigate platform from
which they can manage their herd. The web application has been designed with usability at
the forefront of the design process, making it easy to navigate and understand even for
those for whom technology use does not come easy. An example of this simple design is
prevalent from the moment you visit the homepage. An example of the proposed landing
page for users is given below.

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The landing page has been designed with Nielsen’s 10 design guidelines taken into account.
A more detailed description of the specifics of these guidelines and how they were
incorporated into the web application can been seen in the design considerations that make
up part of the Elements of Design section (Section 7).
Upon consultation with Dr. Rami Albatal and professional front end developer Mark Murray,
it was decided that a dashboard framework would be used for the MOOves web application.
Dr. Albatal highlighted how this framework integrated well with Nielsen’s 10 design
guidelines. Additionally, Mr. Murray recommended the use of dashboard, highlighting the
popularity of the popularity of that framework among developers in the professional world
today. With this advice taken on board, a proposed logged in page was created and can be
seen overleaf.

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1. Dashboard Panels
The individual panels on the dashboard will provide the user with different
information about the herd. The “dashboard” panel will provide an overview of the
herd(s) that each user has. A proposed design for each of the different panels is
given later on in this section.
2. Herd Tiles
Each of these individual tiles represents a different herd that the user can monitor
using the web application. These tiles provide an overview of the herd, highlighting
some of the more urgent attributes of individual animals that may need attention.
3. Herd Attributes
This part of the tile provides a collection of attributes for individual animals that may
need urgent attention. These attributes provide a general overview for the well
being of the herd.

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When the user then selects the herd, they can then monitor the individual attributes of
animals in that herd. The illustration below is a proposed design for the temperature panel
for the herd.
1. Dashboard Panel
This part of the panel indicates what attribute for the herd is being shown.
2. Animal ID
Along the left hand side of the temperature panel you can then select individual
animals to inspect their temperature more closely. The coloured icon to the left of
their ID indicates whether their condition. The red colour shows that there was a
recent high temperature reading taken from the animal which could possibly
indicate that the animal is in distress of some sort (eg. sickness).
3. Graphical Temperature Representation
Displayed here is a collection of that particular animal’s temperature readings. From
here the user can ascertain whether or not the rise in temperature was just a once of
whether there has been a high temperature reading for a sustained period of time.

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The location panel for the animals shows the location of the animal once they become
detached from the mesh network. The animal’s inability to connect to the network will
trigger the activation of the GPS transmitter in the bolus. A proposed design for the location
panel for the user can be seen below.
1. This info graphic informs the user if there are any animals transmitting GPS signals,
indicating that the animals may be in distress of some description.
2. A map is imported from the Google API initially to show the farm but should the GPS
location being transmitted go outside that initial map a request will be made to show
the location of the animal.
3. The three red icons show the location of the animals on the map, hovering over the
icon will show the ID of the transmitting animal.

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The proposed page designs given above are just a sample of some of the pages in the web
application. The web application will include a number of other pages which are shown
below in the sitemap for the web application:

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9.0 Backend Database – MySQL
An important technical requirement of the MOOves online herd management system is a
backend database which stores customer information, including customer profiles and log in
information as well as all of the data generated by the sensors in the bolus inside each cow.
A database is required in order to provide customers with steady and secure access to this
information via the MOOves website. MySQL is the world’s most popular open-source
relational database management system in existence. According to MySQL (n.d.), their
RDBMS is used by many of the biggest Ecommerce organisations on the web including
YouTube, PayPal and eBay.
9.1 Benefits of MySQL
9.1.1 Lowest Total Cost of Ownership
There are many proprietary RDBMS systems on the market, usually providing additional
features that are unavailable in MySQL. However, in the vast majority of cases, MySQL
provides sufficient features to satisfy the needs of any organisation. Therefore, using MySQL
negates the need for any proprietary system. Furthermore, by using the open-source MySQL
RDBMS, organisations avoid being locked in to using a system with high switching costs
when migrating to another system. According to MySQL (n.d.), organisations are achieving
cost savings that many times stretch into seven figures.
9.1.2 Scalability and Flexibility
Scalability is an important feature for MOOves. Being a start-up company, MOOves will start
off with minimal database requirements due to the low number of customers. As the
MOOves customer base increases in volume and the company expands into new territories
such as the US, the volume of data being dealt with will naturally increase. The database
must have the capacity to handle this increase in volume. MySQL (n.d.) state that their
RDBMS can cope with requirements anywhere from 1MB up to terabytes of information.

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9.1.3 High Availability
Availability of the MOOves online herd management system is reliant on the availability of
the backend database. Availability is of critical importance from a business perspective.
Customers should have access to the system 24 hours a day so that they can monitor their
cattle at any given time. This is especially important regarding location data because up-to-
date location data will be of crucial significance in the event of a theft. Server downtime will
frustrate existing customers, possibly causing harm to the company’s reputation and
deterring future potential customers. Rock-solid reliability and constant availability are
hallmarks of MySQL. (MySQL, n.d.)
9.1.4 Management Ease
Managing a large database for a company is a very intense and time-consuming job. A
database requires constant attention to ensure that it is accurate and up-to-date, problems
are solved and necessary changes are made. This often requires employing full-time
database administrators. MySQL makes managing a database much easier through the use
of self-management features such as automatic space expansion, auto-restart, and dynamic
configuration changes. It also provides a wide variety of graphical management and
migration tools that allow a DBA to manage, troubleshoot, and control MySQL servers with
ease. (MySQL, n.d.)
9.1.5 High Performance
MOOves needs to transfer data from its backend database to the customer’s herd
management interface as quickly as possible. One of the main reasons for a farmer adopting
a technology such as MOOves is because they hope to achieve productivity gains. Clearly,
delivering this benefit to customers requires a speedy system that can immediately provide
users with the information they are looking for. MySQL can meet the most demanding
performance expectations of any system, with high-speed load utilities, distinctive memory
caches, full text indexes, and other performance-enhancing mechanisms. (MySQL, n.d.)

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9.2 Technical Specifications
The MOOves database was initially hosted on a MySQL server using MySQL version 5.6.25
on a local machine during the development phase. When the MOOves service goes live, the
database will be hosted on a server rented from Blacknight Solutions which is part of their
Minimus package, mentioned previously under ‘Hosting Requirements,’ in order to provide
round-the-clock uptime. As the business takes on more customers and the database storage
requirements increase, the database will be migrated to a web service provider such as
Google Cloud SQL.
9.3 Database Specification
The following diagram illustrates the architecture of the backend database, showing all of
the tables, the fields in each table and the (one-to-many) relationships between the
different tables. The primary key of each table is represented by a gold key symbol and
foreign keys are represented by a red diamond symbol. A sky blue diamond indicates a
required field and a white diamond indicates an optional field.

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9.3.1 Farmers Table
MOOves customers will register for an account on the online herd management system via
the MOOves website. The personal information provided by customers will be stored and
used mainly for logging in to the website, billing and payments purposes, as well as any
other necessary communications to customers. The data stored in this table includes the
following:
 Each user (or farmer) will be assigned a unique ID in the system in order to identify
them. The farmer ID is the primary key of the table.
 Each user will also be assigned an address ID. This allows each user’s address to be
identified in the address table. The address ID is a foreign key in the farmers table
and is linked in a one-to-many relationship with the address table.
 The following personal details of each customer will also be stored in the table: first
name, last name, e-mail address, credit card type e.g. Visa, credit card number and
credit card expiry date.
9.3.2 Address Table
The address table stores the details of each customer’s address. The data stored in this table
includes the following:
 Each address has a unique ID to distinguish it from other customer addresses. The
address ID is the primary key of the table.
 Each address will contain the following fields: address line 1 (required), address line
2 (optional), county (required) and Eircode (optional).
9.3.3 Herd Table
The herd table will be used to store the herd information for each farmer. Farmers may
have one or more herds. Therefore, when observing data from their animals, users must be
able to identify which herd the animals belong to. The data stored in this table includes the
following:
 Each herd has a unique ID in the system. The herd ID is the primary key of the table.

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 Each herd will also have a farmer ID to identify the owner of the herd. The farmer ID
is a foreign key in the herd table and is linked in a one-to-many relationship with the
farmer’s table.
 Users will also have the option of assigning a name to each herd in order to further
aid them in distinguishing between different herds.
9.3.4 Animal Table
The animal table will store information belonging to each individual cow. The data stored in
this table includes the following:
 Each animal will have a unique ID to identify them in the system. This ID will be the
same as the ID used to register the animal at birth with the Department of
Agriculture. The animal ID is the primary key of the table.
 Each animal will have a farmer ID in order to identify its owner. The farmer ID is a
foreign key in the animal table and is linked in a one-to-many relationship with the
farmer’s table.
 Each animal will have a herd ID to establish which herd it belongs to. The herd ID is a
foreign key in the animal table and is linked in a one-to-many relationship with the
herd table.
9.3.5Capture Moment Table
The capture moment table will store the data generated by the sensors in the boluses. The
sensors can take readings at very regular time intervals. However, transmitting data from
the bolus, for example, every minute, would unnecessarily drain the battery. Also, much
smaller volumes of temperature data would be sufficient for analysis. Meanwhile, location
data is auxiliary information used only for locating the cows and needs only be recorded at
much longer intervals. The capture moment table will store only the sensor information
which will be presented to users on the website. The data stored in this table includes the
following:
 A unique ID for each capture moment. The capture moment ID is the primary key of
the table.

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 Each capture moment will have a time stamp indicating the time and date of the
reading.
 Each capture moment will have a cow ID to show which cow the reading belongs to.
The cow ID is a foreign key in the capture moment table and is linked in a one-to-
many relationship with the cows table.
 Every capture moment will have a temperature ID and location ID in order to identify
which readings from the temperature and location sensors that they correspond to.
The temperature and location IDs are both foreign keys in the capture moment table
are both linked in one-to-many relationships, with the temperature table and
location table respectively.
 Each capture moment will store one temperature reading and one location reading.
9.3.6 Location Table
The location table will store all of the location readings from the boluses. The data stored in
this table includes the following:
 A unique ID for each location reading. The location ID is the primary key of the table.
 A time stamp indicating the date and time of each reading.
 The location readings.
9.3.7 Temperature Table
The temperature table will store all of the temperature readings from the boluses. The data
stored in this table includes the following:
 A unique ID for each temperature reading. The temperature ID is the primary key of
the table.
 A time stamp indicating the date and time of each reading.
 The temperature readings.

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9.4 MySQL Database Screenshots
The following screenshots illustrate the MySQL database which has been created in order to
provide the backend support required to operate the online herd management system on
the MOOves website. The database has been populated with dummy data for illustrative
purposes in order to demonstrate the type of data that will be stored on the system. We
have selected the two most significant tables, the farmer’s table and the capture moment
table for the purpose of this demonstration. Field names and associated field types e.g. INT,
VARCHAR etc. can be seen below. Please note that when MOOves starts to collect actual
password and credit card number data, this data will be encrypted, unlike in the screenshot
below.

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9.4.1 Farmers Table (field names and field types)
Farmers Table (populated with dummy data)

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9.4.2 Capture Moment Table (field names and field types)
9.4.3 Capture Moment Table (populated with dummy data)

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9.5 Back-end and Front-end Interaction: PHP
If we are to ensure that the MOOves web application runs in an effective manner and that the
users get the most from the application, error free information retrieval from the backend
database is essential. PHP (Hypertext Preprocessor) is an server side scripting language which is
used for the communication between the frontend (Web Application) and the backend (MySQL
database). Upon the recommendation of Dr. Rami Albatal and a professional web developer
(Mark Murray), it was decided that PHP would be the language used to facilitate this
interaction. W3 Schools (2015) outlines a number of specific reasons why PHP is the ideal
language for this interaction. PHP has the ability to support this communication on a number of
different platforms including Windows, Unix, Linux and Mac OS. PHP also supports a wide range
of databases including a MySQL database that is what MOOves plans to implement in their web
application.
The screenshot below is an example of the PHP code that would be required for a user to login
to their personal profile in the web application. The user would enter their email and password
into the login forms on the web application and those details would then be checked against the
table of users in the MySQL database. The email and password would be validated to ensure
first that the user exists and secondly that the password entered matches that user.

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While the code above illustrates the PHP that facilitates a user login, there are a number of
other functions that PHP can facilitate. An example of one of these functionalities could include
notifying if there is a location reading missing, which may indicate that the animal is out of
range of a transceiver among other things. The code required for these additional actions is
beyond the programming ability of the individual members of this team and for that reason
MOOves will be employing a software developer to build and maintain the web application. This
software developer will have the technical skills to ensure a top quality web application is built.
The cost to employ the developer at MOOves has been factored into the financial section of this
report.

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10.0 Security
10.1 Security Concerns
Security is becoming an increasingly important aspect of operating business activities online.
The number of hackers and other cyber criminals looking to exploit business’ IT systems is
growing rapidly. Therefore, it is of utmost importance that MOOves has the necessary security
measures in place in order to prevent these cyber criminals from stealing vital information or
impairing the company’s core product offering of an online herd management system. There
are three key aspects of the MOOves herd management system, each requiring a different level
of security.
Adams and Lloyd (1999) defined the following as the three primary services required to secure
data in any information system:
 Authentication: The assurance to one entity that another entity is who he/she/it claims
to be.
 Integrity: The assurance to an entity that data has not been altered (intentionally or
unintentionally) between "there" and "here," or between "then" and "now."
 Confidentiality: The assurance to an entity that no one can read a particular piece of
data except the receiver(s) explicitly intended.
10.2 Data Authentication
Secure Authenticated Log In
Each user’s online account, which holds their personal information and is used to access the
herd management system, needs to be protected from unauthorised access. Only the customer
should be able to access this account and its accompanying information.
Customers’ online accounts will be protected from unauthorised access by a username and
password. Should the user’s device fall into the wrong hands, the perpetrator will not be able to
access their MOOves online account unless they crack the username and password. The
customer will set the password when they initially register their account. Therefore, it is the
customer’s responsibility to choose a safe password that is difficult to crack. However,

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MOOveswill impose restrictions on possible passwords, which guarantee a minimum level of
password strength. Passwords must have a minimum of 8 characters and must contain at least
one numeric character and one alphabetic character. It is also the responsibility of the customer
to keep their password secret.
The Log In process also needs to be protected from eavesdroppers (hackers) who may attempt
to intercept the password as it is sent from the user device to the server. For this purpose, the
MOOves website will use Secure Sockets Layer (SSL) protocol. Weaver (2006) outlines the SSL
process as follows:
 The client requests a secure connection to the server by sending a message which
includes its preferences of encryption algorithms to be used and other data which will be
used later for calculating a session key
 The server replies with message identifying its choice of encryption algorithm and
supplying its public key certificate, digitally signed by a trusted certificate authority
 The client browser verifies the authenticity of the server’s public key certificate
 The client chooses a random number, encrypts it using the server’s public key and sends
it to the server
 The client and server both now compute a session key by combining the random number
with other previously shared information (Note that neither side transmits the session
key to the other)
 To transport data, large messages are divided into multiple smaller messages with a
maximum size of 16,000 bytes
10.3 Data Integrity
Stored Data
Customer information and herd data will be stored on the MOOves backend database. This
stored data will be vulnerable to an SQL injection attack, which compromises both data integrity
and data confidentiality. A successful SQL injection allows the attacker to read and modify
sensitive data in the database.

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W3Schools (n.d.) provide a detailed explanation of how an SQL injection works which has been
summarised below:
SQL injection is a technique where malicious users can inject SQL commands into an SQL
statement, via web page input. For example, the code could be entered in an account
registration form or in the username and password fields of a Log In box. The server translates
the user’s entry into an SQL command as can be seen in the example below.
(W3Schools, n.d.)
The above code returns all rows from the table Users, since WHERE 1=1 is always true. If the
table Users contains usernames and passwords, the hacker will have access to all of this data.
Hackers could inject various other SQL commands, which would allow them to read or modify
data from the database in other ways. For example, hackers could potentially delete entire
tables or databases.
MOOves has designed its database according to the following instruction from the Open Web
Application Security Project (2015):
Prepared statements (parameterised queries) are used rather than dynamic queries that include
user input. Parameterised queries force the developer to first define all the SQL code, and then
pass in each parameter to the query later. This programming technique allows the database to
distinguish between code and data; regardless of what user input is supplied. Returning to the
previous example, where the user entered “105 or 1 = 1,” the database would now search for a
username, which matched the entire string “105 or 1 =1.” No alternative SQL command would
be injected.

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In addition to this, all sensitive information, such as passwords, held in the MOOves database
will be encrypted in order to provide an extra layer of protection in the event that a hacker does
gain access to the database.
Business continuity is of critical importance to MOOves. MOOves relies on the availability of its
herd management system that allows users to monitor their cattle. In order to ensure that there
is no disruption to the provision of this service, the MOOves backend database is backed up to a
secure server so that the operation of the web application can continue in the event of an
attack.
10.4Data Confidentiality
The data confidentiality issues have already been addressed under the data authentication and
integrity sections. However, to recap:
All sensitive data, such as passwords and credit card details, stored by MOOves will be
encrypted so that it will remain confidential in the event that an attacker gains unauthorised
access.
Secure Sockets Layer (SSL) protocol will be used to protect data in transit.

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11.0 Technical Deliverable Timeline
Below is a table that outlines the proposed timeline for the technical deliverables for MOOves
market launch in 2017. The table outlines the individual deliverables, a proposed start date and
a proposed completion date. It is important to note that all dates in are estimated calculations
of deliverable duration, however these estimations were made upon the recommendation of
Mark Murray, Front-End developer at BOXFISH.
Technical Deliverable Start Date Duration
(Days)
End Date
Software Development Meetings 10/9/2015 21 30/9/2015
Requirement Analysis: Bolus & Network
Software
30/10/2015 14 14/11/2015
Requirement Analysis and Design Evaluation of
Web Application
12/11/2015 21 23/11/2015
Development: Bolus &Network Software 1/12/2015 90 29/2/2016
Development: Web Application 8/12/2015 90 7/3/2016
Testing: Bolus and Network Software 14/3/2016 14 28/3/2016
Testing: Web Application 21/3/2016 14 4/4/2016
Requirement Analysis and Design Evaluation for
Integrated System
1/4/2016 14 15/4/2016
Development: Integrated System 16/4/2016 60 15/5/2016
Testing: System 16/5/2016 30 15/6/2016
Trials and Beta testing in market 16/6/2015 100 24/9/2016
Modification and review for Market Launch 25/9/2016 100 3/1/2017

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12.0 Technical Diary
Decision on the Technical Deliverables: 7th
– 14th
March 2015
In order to meet the demands of the technical requirements of the practicum, the team had to
first agree on what technical deliverables would be within our capabilities. All four members of
the team come from a business undergraduate background. Therefore, the team had only skills
built up throughout the MECB programme to rely on. The basic technical requirements that
were identified for the MOOves herd monitoring system were as follows: a fully functioning
website interface, a MySQL database for storing both customer details and more importantly
the data generated by the sensors in the boluses and a specification of the physical hardware
components accompanied by a description of the hardware system architecture.
Given the time constraints of the practicum, we prioritised these deliverables and chose to
concentrate more time on the design of the web application but without neglecting to expend
sufficient time creating a database and building up an understanding of the required hardware
system. We believe that these technical components of the report should help the business to
secure funding because they provide a clear demonstration of how the overall MOOves herd
monitoring system will work in practice. In terms of actually implementing the physical
hardware element of the MOOves system, we plan to hire a senior electronic engineer to
assemble the product and install the hardware at client sites.
Research: 30th
March – 29th
May 2015
Research was a vital process throughout the practicum, particularly concerning the technical
requirements since the team had a substantial lack of knowledge in many areas relevant to the
business, such as agriculture, software/web development and the physical hardware required to
generate data for the front-facing user interface. Detailed desk research was conducted into
Wireless Sensor Networks – the components in a network, network topologies, transmission
mediums etc. and GPS – how it works, its accuracy, transmission of data etc. Additional research

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was conducted into the hosting requirements for MOOves which, included a domain name and
database server hosting. Companies considered were Blacknight Solutions, Go Daddy and
Hosting Ireland. After careful consideration of the service offerings of each of the three
companies in terms of cost, storage space, security features and additional support we chose
Blacknight Solutions. The Blacknight ‘Minimus’ package fulfilled the requirements of MOOves as
a small business (start up) and also provided the option of acquiring additional server space as
the company’s client base grows and the data storage needs of the firm expand accordingly.
Wireframe Development: 8th
– 15th
June 2015
Wireframes were created as the first step in the website development process. The wireframes
were used to give an overview of the structure of a page before the visual design step. This
allowed us to focus on user needs while determining the content, layout and functionality
necessary on each page. This was a very useful exercise for the team because it enabled all four
team members to develop a common visual understanding of the MOOves website/web
application. This allowed the team to discuss and agree on modifications required before the
actual production process began.
Website Development: 15th
June – 6th
July 2015
The website was developed starting with a bootstrap template and editing the HTML, CSS and
PHP code in the template, as well as adding new code where needed. A huge focus was placed
on user friendliness of the interface in order to produce a final product which would meet the
demands of potential MOOves customers and help ease the adoption of the technology by the
non-technology savvy demographic of farmers. From our primary research, including both
industry expert interviews and structured interviews with farmers, a common theme emerged.
The research results showed that the website would have to be as simple and easy to use as
possible in order to be accepted by farmers. One of the main selling points of the MOOves
system is that it can improve productivity. Therefore, the system was designed in such a way
that it minimises the time users will have to spend learning how to use the system and accessing
the data which they require. In order to aid us in achieving this, we strictly followed Nielsen’s
(2000) usability guidelines when developing the website.

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MySQL Database Development: 6th
July – 27th
July 2015
The need for a backend database was identified at an early stage of the practicum as it was
abundantly clear that the sensors on the boluses would generate large volumes of data and that
the website would need access to this data in order to present it to users. Creating the database
was a challenging task since none of the four-team members had any previous experience of
creating or working with databases. In order to combat this knowledge and ability gap, many
online tutorials from Lynda.com were referred to in order to quickly gather the SQL skills
required to create the database. Although, the increasing complexity of more difficult SQL skills
slowed progress, sufficient skills were eventually developed. The MySQL database was created
successfully and subsequently populated with dummy data in order to represent potential
MOOves customers and the data that would be collected about their cows.

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Appendix
Appendix 1: Expert Interview Reports
TEAGASC
Interviewer: Conor Kelly
Interviewee: Ciaran Lenehan
Organization: Teagasc
Position: Livestock Systems PhD Walsh Fellow
Researcher, Teagasc
Location: Teagasc Grange Research Centre, Dunsany,
Co. Meath
Date: 16/07/15
Ciaran Lenehan is a UCD PhD Walsh Fellow currently working on livestock systems at Teagasc
Grange Research Centre. In addition to this he also writes for the Irish Farmers Journal – the
largest farming industry publication in Ireland.
The meeting with Ciaran focused on the use of the bolus and learning more about the anatomy
of the bovine. During the meeting Ciaran explained the value of a bolus with the ability to
measure PH levels in the bovine stomach. This includes detecting both acidosis and subclinical
acidosis. If the farmer has the ability to measure the PH level of animal’s stomachs he can then
segregate his herd and adjust their diets according to their stomach PH levels which leads to
higher growth levels in beef animals and better milk production in dairy animals.
If a feedlot of 500 animals were individually monitored with boluses and their diets managed
according to their stomach PH levels to ensure each animal was gaining consistently, the farmer
has the ability to add 50g per day to each animal. When taken into account over a period of
time, this adds to a considerable financial benefit for the farmer when compared to a farm
where the animals are not monitored with boluses, as a percentage may suffer from subclinical
acidosis and as a result not gain weight consistently.

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DEPARTMENT OF AGRICULTURE
Interviewer: Conor Kelly & Andrew Walsh
Interviewee: Philip O’ Reilly
Organization: Department of Agriculture, Fisheries & Food
Position: Assistant Sectary General
Location: The CHQ Building, IFSC, Dublin
Date: 17/07/15
Philip O’Reilly has worked in the Department of Agriculture, Fisheries and Food for over ten years
giving him a wealth of experience and knowledge of the area. He was also Chairman of the
CUITA (Committee on the Uptake of Information Technology in Agriculture and Rural
Communities) report, which was published in 2010. CUITA was established by the then Minister
for Agriculture, Fisheries and Food, Ms. Mary Coughlan, T.D., in March 2007.
The purpose of meeting with Philip was to gain a better overview of the Irish agriculture
industry and also the uptake of new technologies by Irish farmers. Having chaired CUITA he is
extremely knowledgably of this area and we felt he was the best person to advise us. Much of
Irelands agriculture and farming industry is located in rural areas and these are known to be late
adopters to certain technologies. During the meeting Philip pointed toward the CUITA report
published in 2010 and talked us through various areas of it.
Philip also highlighted the need for a product such as ours to have endorsement from a body
such as Teagasc in order for farmers to ‘trust’ our product. By associating with companies such
as Gain feeds may also help build brand awareness. This point was further investigated by our
structured interviews with young farmers at the Macra na Feirme Young Farmers Positive Form.
Our results indicate that the majority of interviewees would be far more likely to purchase a
product, which has been endorsed by a body such as Teagasc or the IFA.

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IRISH FARMERS JOURNAL
Interviewer: Carina Bohlender & Michael Hennigan
Interviewee: Daren Carty
Organization: Irish Farmers Journal
Position: Journalist and Livestock Specialist
Location: Dublin
Date: 13/07/15
Darren Carty is a livestock specialist in the Irish Farmers Journal specialising in the sheep and
beef sectors. Areas focused on include technical features, grassland management, herd health,
breeding and domestic and global market analysis. Darren is a committee member of the Irish
Grassland Association and also sits on the management team of the Teagasc / Irish Farmers
Journal and the Dairy Calf to Beef programme. Previous to joining the farmers Journal he worked
as a Teagasc adviser in Galway. He hails from a suckler and sheep farm in county Galway.
The purpose of talking to Darren was gaining a better overview of the Irish agriculture industry
and also the uptake of new technologies by Irish farmers. Darren verified that there is a clear
shift towards more technology but that there is a difference between dairy, beef and sheep
farming. According to Darren, the age profile plays an important role. The average age of beef
farmers is around 50/60 but there are lot more young farmers in dairy and thus, this industry is
mainly driving the appetite for technology. Also, this industry the highest returns are coming
from dairy farms in recent years. Other than this, Teagasc and UCD have new programs for
training dairy farmers and them in terms of TAMS. He referred us to Harvest 2010 for our
industry analysis.
Darren Carty confirmed that temperate is an important measure as a sign of illness and that
technologies like this will be seen in more intensive enterprises. New technology starts at very
high entry level until it’s adopted. As aforementioned, dairy farmers will be the early adopters in
farming but young farmers in general are open towards technologies, such as cameras that
monitor calving. However, it all depends on what the farmer perceives as value for money.
Darren confirmed that cattle rustling was a serious issue, causing financial loss and adding to the
stress of the farmer. He considers a bolus as an effective tool as its invisible.
Finally, Darren gave us insights into the media usage of young farmers, stating that this
generation is very receptive to online media, with peak usage early in morning and late in the
evening.

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ROSLIN BIO CENTER / WELLCOW
Interviewer: Carina Bohlender & Michael Hennigan
Interviewee: Malcom Bateman
Organization: Roslin Bio Center/ WellCow
Position: Chair Roslin BioCenter, CEO WellCow
Location: Dublin
Date: 97/07/15
Formerly the Director of Finance for The Roslin Institute and CEO
of Roslin BioCentre, Malcolm remains in an active role as Chair of the science park. He is CEO of
the Roslin Foundation and a Director and Chairman of its four spin outs Roslin Cells, Well Cow,
Roslin Cellab and Roslin Eggs, which he was instrumental in establishing.
The purpose of talking to Malcom was gaining a better understanding about pH rumen boluses.
Malcom told us that measuring pH is relevant for both dairy and beef cattle. For dairy, it’
relevant for increasing milk yield and for beef, it’s helpful for growth and a quick development.
However, a pH sensor does have a short life of 80 – 100 days as it is not intended to be
continuously immersed in liquid. The issue is that the sensor corrodes and the readings start to
drift. A second valuable insight was that due to the high costs of pH boluses, the bolus is only
used for 15 % of the cattle so that the diet can be adjusted across the whole herd. Then, you can
rotate and put it in another groups of cows.
Malcom told us that from his research, a data collection rate of 15 min seems like optimal
interval for getting a reasonable data trend and that there is a correlation between pH and
temperature, with the average cow’s temperature being 40 degree. Moreover, we got to know
that WellCow operates with two radio frequencies, one for North America and one for Europe
and that WellCow has built a remote monitoring system. “Somebody can put a bolus into a cow
in China and you can sit here in Edinburgh and monitor the animal.” This allows them providing
service and giving advice on how farmers can manage feeding diet, improve milk yield, etc.
Malcom made us ware that it’s not possible to replicate what is happing inside a rumen in the
lab and that there are restrictions on how to handle animals in a research situation.
In terms of the product development, Malcom said that a bolus can easily get damaged as the
rumen is a very harsh environment. Fluid needs to be going across the pH sensor. The second
challenge was communication process with the circuit board and wireless technology to collect
the data. The assembly process is not a big deal; the key issue was the basic design, the testing
phase took several years.

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FACTORY VISIT
Researcher: Conor Kelly
Company: Euro Farm Foods
Interviewees: Michael Fox (CEO), Pat Watters (Operations Manager)
Location: Cooksgrove, Duleek, Co. Meath
Date: 23/07/15
Euro Farm Foods was established in 2001 by Michael & Agnes Fox. Initially operating as a small
local abattoir it was granted an export license in 2004 resulting in a series of investment phases
into the business. Since 2005 the plant has focused on the slaughter of cattle and the dispatch of
carcass beef products to Ireland, UK, France, Spain and Denmark.
The visit to Euro Farm Foods was dual purpose – firstly to investigate the possibility of
recovering the bolus device to recycle it, and secondly
to understand the beef production industry
viewpoint of electronic boluses within beef cattle.
I was taken on a tour of the factory by Operations
Manager Pat Watters beginning with the kill and
moving through from removal of the feet, hide
and stomach. This was the main point that I
needed to investigate and we moved to the
stomach room to watch the separation of the
intestines from the stomach and the subsequent
opening of the stomach. The stomach of
slaughtered animals usually contains partly digested food so we examined ways of extracting
the device from the stomach contents, which is then pressed to remove water and spread on
land as fertilizer. The most successful method we identified would be to magnetize the device
and the table onto which the stomach contents is emptied and then remove the device from the

201
table. This would have minimal impact on operations within the stomach room and allow for
successful device recovery.
After viewing the rest of the facility, I met with Michael Fox – CEO of Euro Farm Foods and
discussed the potential uses of the device. Michael was interested in the Track and Trace
functionality of the device, as it would guarantee the animal is the animal it should be with 0%
chance of fraud, which can occur with the current tag system. Traceability is one of the most
import aspects in beef production and the bolus would further enhance the current system.
Similar to other industry representatives, Michael also commented on the use of the bolus to
measure PH levels within the animal as if the PH fails post slaughter the animal carcass must be
discarded. This represented an average loss of over €200 per beast discarded for Euro Farm
Foods in 2014.

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DAIRY FARMER MAITIU MAC ODA
Researcher: Carina Bohlender
Interviewees: Maitiú Mac Óda
Location: Whitehall
Date: 01/07/15
The purpose of conducting a semi-structured interview with dairy farmer Maitiú Mac Oda was
getting a thorough understanding of dairy enterprises in farming.
Maitiú made us aware that due to extensive equipment; starting off a dairy farm is a bigger
investment than starting off a beef farm. Thus, dairy farms are commonly handed from
generation to generation. Most dairy farmers have a spring and a summer herd; one half would
calve in spring and the other half in autumn. Selling calves two times a year and getting
continuous income for milk every month provides a steady stream of revenue.
Of special interest for our product was the process of heat detection. Maitiú explained that a
common practice is putting heifers (young cows that would not be going to calve yet) in-
between the herd as they tend to jump on cows in heat. “But you have to keep a close eye on it,
because if you miss it, especially when you are doing Artificial Insemination, this can make a
difference of a month in calving. You need to watch them night and day”.
Maitiú stated that technology is coming on an awful lot in farming, especially in dairy
enterprises. He told me about a camera installed in stable that comes with a mobile app to
control the movement of camera. This product allows detecting if a calf is sick or if a cow is in
heat. Moreover, he made us aware about a collar which can indicate whether a cow is in heat.

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BEEF FARMER JAMES LENNON
Researcher: Carina Bohlender
Interviewees: James Lennon
Location: DCUBS
Date: 06/07/15
The purpose of conducting a semi-structured interview with James Lennon was getting a
thorough understanding of beef enterprises in farming and the commercial potential of Mooves.
James works at his families’ farm which comprises 200 acers and 300 cattle. His primary role is
breeding and health.
One important aspect we’ve learned from interviewing James is that revenue streams differ
from the dairy enterprise. Income wouldn't be as continuous or as predictable as the dairy
enterprise. He stated: “We would buy cattle maybe a year and a half old and fatten them for the
factory over a year. It would all depend then on how good the cattle were. One day you might
sell 6 animals and two weeks later you might sell another 4 but then you might not have any
animals fit for another 6 weeks or that. It’s all kind of random. It would all depend on when the
cattle were fit to go ,some would fatten quicker than others and so on.”
According to James, “there is lots of room for technology in farming. I think there are loads of
people who are trying to get it in but I suppose it’s about changing attitudes.” In accordance to
what Maitiú said, James highlighted that dairy farmers do need more technology than beef
farmers because of producing milk. James Lennon stated that “temperature would be very
effective. For big beef farmers, health is a big issue”. He told me that the most common disease
was Pneumonia, there are many different types of this disease and temperature is a great
indicator to see the start of it. He verified that a system such as Mooves would increase farm
efficiencies as cattle need to be 100 % healthy. In terms of the software he stated: “If it’s user-
friendly enough, I’d rather mange it on my own and I think that’s the general attitude for
farmers because they are all about cost-cutting. They probably pay upfront for a service and
then they want to use it themselves.”

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Appendix 2: Interaction with DCU Lecturers
Contact: Prof. Brian Leavy
Role: Professor of Strategic Management, DCUBS
Professor Brian Leavy acted as our business supervisor. His teaching
and research interests centre on strategic leadership, competitive
analysis and strategy innovation and prior to his academic career,
Brian spent eight years as a manufacturing engineer.
 In our first meeting (21/06/2015), Brian made use aware of fundamental aspects to be
considered in the first phase of our project. We discussed the following points:
o Find out how we get the capsule out the cow’s rumen when the animal goes to
slaughter and weather the capsule compromise the meat quality. We took action
by a arranging a meeting Michael Fox (CEO), Pat Watters (Operations Manager)
from the abattoir Euro Farm Foods.
o Look to contact opinion leaders in the farming/agriculture industry. Once again,
Brian highlighted that for our product, it’s crucial for the uptake of our product to
get early adopters on board. We addressed this with our primary research with
Macra na Feirme, IFA and Teagasc.
o Brian gave us the general advice to avoid a high ratio of assumptions to
knowledge. We advised us to become clear about the technical feasibility first
and then look at the commercial viability.
o
 In the second meeting (08/07/2015) we took the opportunity to discuss the solutions of
our competitor analysis with Brian. Furthermore, he gave us valuable advice on the
process of shaping our business model. We took the following aspects on board
o With having completed our competitor analysis, Brian made us aware about the
importance of differentiating ourselves from our business rivals and the fact that the
customer needs to be willing to pay for the differentiating factor. Differentiation can
be achieved by price, functionality and support. Another idea that we came up with

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during our meeting was giving customers a choice of functionality (different
bundles).
o Brian assured us that we have time to establish the company as long as one of our
main competitor eCow hasn’t entered the Irish market. He pointed out that the main
aim of this project is finding a viable way/market entry strategy of getting the
product to survive in our main market. After this, an expansion strategy can be
implemented.
o Another important hint Brian gave us was tweaking the business model to revenue
stream of farmers. This encouraged us finding out more about the revenue streams
of dairy and beef farmers and in turn, made us understand our target customer
better.

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Contact: Dr. Cathal Gurrin
Role: Lecturer DCU School of Computing
Cathal Gurren acted us our technical supervisor. He is a lecturer at
the School of Computing, at Dublin City University, a visiting
researcher at the University of Tromso and a Funded Investigator
in the INSIGHT Centre for Data Analytics.
As our supervisor and all round technical genius, Cathal was
instrumental in the development of MOOves. From initial consultation, through to product
development, Cathal was an ever enthusiastic, and expert mentor who constantly encouraged
us to push our creative thoughts further and realise our products full potential.

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Contact: Prof. Regina Connolly
Role: Director MSc Electronic Commerce DCU
Professor Regina Connolly is Director of the award winning
double EPAS accredited MSc in Electronic Commerce degree
programme at Dublin City University Business School and has
responsibility for postgraduate courses in Information System.
Having co-authored a report with The Department of Agriculture on technology in Agriculture,
we contacted Prof. Regina Connolly to see if she could put us in contact with her co-author from
the Department of Agriculture. As Valerie was unable to meet us, Prof Connolly put us in touch
with the ex-Sectary General of the Department who was an invaluable source of information for
our research.

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Contact: Dr. Ramy Albatel
Role: Lecturer DCU School of Computing
Rami Albatel isa postdoctoral researcher of the Lifelogging team
at Insight Centre for Data Analytics - Dublin City University,
focusing on Machine Learning, Lifelogging and Computer Vision.
Moreover, he acts as a lecturer in Webdesign and
Implementation for the E-Commerce programme.
Dr. Albatal was consulted for his expertise in web development and database infrastructures.
Michael and Andrew explained the functionality of the Mooves system to Dr. Albatal, as well as
outlining the needs of the users. Farmers will be the end users of the system so therefore it
must be as simple and easy to use as possible for this less technologically adept demographic.
Dr. Albatal drew a mock-up by hand of how the website might look and explained how it would
function.
Michael and Andrew provided an illustration of the hierarchy of tables to be implemented in the
back-end database. Dr. Albatal recommended creating a relational database with a number of
one-to-many relationships. He also recommended the use of and described the implementation
of the capture moment technique for aggregating data from multiple sensors. Different sensors
produce output data at different frequencies. For example, an accelerometer may produce a
reading every second, whereas a thermometer might only produce a reading every few minutes.
A capture moment table allows for the documentation of relevant data from a number of
different sensors for a given moment in time. Hence the term ‘capture moment.’
Michael and Andrew also asked Dr. Albatal if there are templates available to help create
websites because coding the HTML of a website from scratch would be a lengthy and time-
consuming process. Dr. Albatal provided a website from which templates can be downloaded
and showed Michael and Andrew some templates that would be suitable for the Mooves
website.

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Contact: Gerry Conyngham
Role: Lecturer Research Methodologies, DCUBS
We consulted Gerry in order to get advice on the qualitative research we were planning to
conduct at the Young Positive Forum in Birr. As Gerry has over 20 years experience working as a
statistical consultant in the public and private sectors, we felt it was important for us to get
feedback on our research approach.
 In our meeting (21/06/2015), Gerry reviewed the question guideline that we had
prepared for our qualitative interviews and gave us general advice for conducting
research at the Macra na Feirme event:
o Questions such as farm and herd size might be sensitive for the interviewee. Thus
these questions should been asked at the end.
o Asking for the age is a sensitive question as well. According to Gerry, the
interviewer can simply put the participant into a category by estimating his/her
age.
o The best approach for our research is a structured interview as a high degree of
standardization. This will facilitate the data analysis.
o The question guideline should be designed like a typical questionnaire. The font
size need to be big enough so that the interviewees will be able to read the
questions and answers easily. This will facilitate comprehension.
o Use Linkert scales when asking for opinions. This gives structure and
standardization.

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Contact: Dr. Conor Brennan
Role: Head of School of Electronic Engineering, DCU
We contacted Dr. Conor Brennan in order to get advice on
our proposed wireless sensor network system and methods
for propagating data to the base station. Dr. Conor Brennan
graduated from Trinity College Dublin with an honours
degree in Mathematics.In 2003 he joined the of the School of
Electronics, Dublin City University, where he is the joint
leader of the RF modelling and simulation group.
 In our meeting (9/07/2015), we discussed options when it came to networked devices as per
the restrictions with the rumen bolus (Battery life, Sensor attributes, hardware availability,
cost ) Conor came up with a number of different ideas including using wifi (802.11g), zigbee
(802.15.4) and using a bespoke signal (unused radio frequencies).
 He outlined the following options regarding network topology:
o Single hop network
 Straight from cow to base station/amplifier
 Requires longer range and more battery power
o Ad-hoc/Mesh network
 Signal transmitted from cow to cow until it gets back to the base station
 Requires less battery power and small/medium range
 Could incorporate sensors on the fence and one in the middle of the field
allowing for total coverage
 As possible providers of the zigbee/wifi components, Conor named Atmel.com and their
Irish distributors Farnell.com
 He made us ware of the possibility in future of being able to scavenge energy from inside
cows stomach, meaning that vibrations or heat of cows stomach helping to charge the
battery.
 He verified the possible use of degradable ph sensor(s) that degrade at different rates over
time allowing for the monitoring of the ph levels for the entire lifespan of the animal.

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Appendix 3: Interaction with Competitors
The group communicated with the competitors in the market in order to obtain more
information about their product offerings which helped us to come up with a pricing and a
differentiation strategy. We found that commonly, these firms didn’t offer sufficient
information about the functionality and the pricing of their products. Thus, personal
communication was imperative.
Full list of competitors with whom the group communicated:
Name Company Date
Timea Gabri Moow 03/08
Rob Stanely DVM Systems 07/07
Elke Musers SmaxTex 08/07
Malcom Bateman WellCow 07/07
Harriet Botterill eCow 05/07

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Appendix 4: Summary of Contacts
Name Organization Date Purpose Result
Industry Experts
Ciaran Lehenan(PhD) Teagasc/Farmers Journal 13/07/2015 Interview Request Visted Teagasc
Philip O'Reilly Department of Agrculture 08/07/2015 Interview Request Meeting
Michael Fox EuroFarm Foods 23/07/2015 Interview Request Visited EuroFarm Foods
Darren Carthy Irish Farmers Journal 08/07/2015 Interview Request Telephone Interview
Malcom Bateman WellCow / Roslin Bio Centre 08/07/2015 Interview Request Telephone Interview
Bernadette Earley Teagasc 02/07/2015 Information Request Information Received
Ethan Cleary IFA 17/07/2015 Information Request E-Mail Received
Pat Watters EuroFarm Foods 23/07/2015 Factory Tour Request Toured Factory
Seamus Banim ABP 13/07/2015 Interview Request No Response
Eoin Ryan ABP 13/07/2015 Interview Request No Response
Eoin Low ry Irish Farmers Journal 08/07/2015 Interview Request No Response
Munster Cattle Breeding Group Munster Cattle Breeding Group 08/07/2015 Interview Request No Response
Margaret Donelly Farmers Monthly 08/07/2015 Interview Request No Response
DCU Lecturers
Cathal Gurrin DCU Continiously Supervisor Continious Meetings
Brian Leavy DCUBS Continiously Supervisor Continious Meetings
Regina Conolly DCUBS 13/07/2015 Advice Contact Philip O`Reilly
Teresa Hogan DCUBS 03/07/2015 Advice Meeting
Dr. Conor Brennan Head School of Electr. Engineering 29/07/2015 Advice Meeting
Dr. Rami Albatal DCU 16/07/2015 Advice Meeting
Gerry Conyngham DCUBS 21/07/2015 Advice Meeting
Primary Research
Macra na Ferime Macra na Feirme 13/07/2015 Conference Attendance Research at Conference
James Lennon Young Beef Farmer 09/07/2015 Interview Request Interview
Maitiu Mac Oda Young Dairy Farmer 07/04/2015 Interview Request Interview
Ian Walsh Derrinstow n Stud 10/07/2015 Interview Request Interview
Declan Ryan Young Dairy Farmer 09/07/2015 Interview Request No Response
Other Relevent People
Mark Murray Front End Developer at BOXFISH 04/07/2015 Advice Meeting
Matteo Coyne Computer Science Student, University of Bradford14/07/2015 Advice Meeting
David Kenny IC4 at DCU 29/07/2015 Advice E-Mail Contact
Brandon MacMohan Milleniums Softw are 05/08/2015 Pricing Request E-Mail Contact
Mark Kelly Freelancing Web Developer 05/08/2015 Pricing Request Meeting
Competitors
Elke Muster smaxtec 07/07/2015 Pricing Request E-Mail Contact
Harriet Botterill eCow 07/07/2015 Pricing Request E-Mail Contact
Rob Stanely DVM Systems 24/07/2015 Pricing Request E-Mail Contact
Timea Gabri Moow 01/08/2015 Pricing Request E-Mail Contact
AllTraq AllTraq 07/07/2015 Pricing Request No Response
Boviminder Boviminder 07/07/2015 Pricing Request No Response
Kahne Kahne 07/07/2015 Pricing Request No Response

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Appendix 5: Primary Research at Macra na Feirma’s Young Positive Forum
For our primary research, we conducted structured interviews at the “Young Positive Forum in
Birr”, organized by the rural youth organization Macra Na Ferime. The following section will
give insights into questionnaire design, results and group dynamics.
Questionnaire
We developed the following questionnaire according to Malhotra’s Ten Step Questionnaire
Design Process. The questionnaire has been tested by approaching fellow students with a
farming background. Finally, the final version of the questionnaire has been reviewed by
research expert Gerry Conyngham.
DEMOGRAPHICS
Farm Type
Dairy Beef Mixed
Role within farm
Farm Owner Family Employee Other:_______
TECHNOLOGY USAGE
Do you have Internet access?
Yes No
Which devices do you use when you work at the farm?
Mobile Tablet Laptop/PC
How important is technology in farming?
Very Important
Important
Of Little Importance
Unimportant
How important is technology in farming for you?
Very Important
Important
Of Little Importance
Unimportant

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What current technologies are you using within your farm?
___________________________________________________________________________
HERD/HEALTH SAFETY
Which are the most common health issues of your animals?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
How do these diseases affect the productivity of your farm?
____________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
“Cattle rustling/animal theft is an area that concerns me.” Do you agree with this statement?
Agree Strongly
Agree
Undecided
Disagree
Strongly Agree
Do you have livestock theft insurance?
Yes No
If so, how much do you spend on this annually?
____________________________________________________________________________
How do you currently count your livestock?
____________________________________________________________________________
PRODUCT
Would you be interested in remote tracking these features?

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Temperature
PH level
Location
Movement
Why are you interested in tracking these features?
______________________________________________________________________________
______________________________________________________________________________
Are you aware that monitoring pH could save you time and money by improving efficiency?
Yes No
Would you be willing to pay for a solution that allows you to monitor pH (and other measures)?
Yes No
Would you be happy to manage such a system on your own?
Yes No
“I am more likely to adopt a new technology if it’s recommended by government bodies such as IFA or
Teasgasc.” Do you agree with this statement?
Agree Strongly
Agree
Undecided
Disagree
Strongly Agree
PRODUCT OPTIMIZATION
Do you use any techniques to improve the quality of your product?
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
If yes, what techniques?
____________________________________________________________________________
____________________________________________________________________________

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____________________________________________________________________________
MEDIA
Which type of media do you use mostly in everyday life?
Online Print TV Radio
Details (Social Media Channels, Journals, etc)
____________________________________________________________________________
DEMOGRAPHICS – Sensitive Questions
Herd size: _______ Farm size: _______
Gender:
Age:
16 – 24
25 – 30
31 – 39
40 – 49
50+

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Results
In order to get a comprehensive overview of our results, we set up a Google survey and
transferred the results of our hardcopy survey. The following shoes the results:

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Group Trip
The following section gives some insights into our trip to Birr:
 Off to Birr! Facebook Check-In # essential

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 Getting Prepared
 Being very proud about the amount of interviews we conducted in only half an hour!
Now it’s time to digitalize them.

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Appendix 6: Finances
2016 2017 2018 2019 2020
Sales - 90,440 290,600 699,700 1,245,500
Cost of Sales 24,660 26,893 32,759 38,675 44,591
Gross Profit 24,660- 63,548 257,841 661,025 1,200,909
Operating Expenses
Selling and Admin. 375 35,000 35,000 50,000 80,000
R&D 10,000 5,000 5,000 10,000
Depreciation 1,200 1,200 1,200 1,200 1,200
Marketing 10,000 21,120 23,600 26,360 40,480
Staff Salaries 190,000 190,000 190,000 345,000 405,000
Total Overheads 211,575 252,320 254,800 422,560 536,680
Operating Income/Loss 236,235- 188,773- 3,041 238,465 664,229
Other Income
County Enterprise Grant 95,000
Peace III Grant 65,000
76,235- 188,773- 3,041 238,465 664,229
Interest Expense 16,850 16,850 16,850 16,850 16,850
Net Profit/Loss Before Tax 93,085- 205,623- 13,809- 221,615 647,379
Corporation Tax 27,702 80,922
Net Profit/Loss After Tax 93,085- 205,623- 13,809- 193,913 566,456
Worst Case Income Statement

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2016 2017 2018 2019 2020
Operating Activity
Net Income/Loss for year 236,235- 188,773- 3,041 238,465 664,229
Depreciation 1,200 1,200 1,200 1,200 1,200
Net Cash Inflow/Outflow from Operating Activity 235,035- 187,573- 4,241 239,665 665,429
Interest Due 16,850 16,850 16,850 16,850 16,850
Tax Paid - - - 27,702 80,922
Net Cash Inflow/Outflow from Operating Activities 251,885- 204,423- 12,609- 195,113 567,656
Financing Activities
Owners' Cash Investment 40,000
Grants Received 160,000
Bank Loan 250,000
Repayment of Bank Loan - - 50,000 50,000 50,000
Net Cash Inflow/Outflow from Finance Activities 450,000 - 50,000- 50,000- 50,000-
Investing Activities
Purchase of computers and IT equipment 6,000 - - - -
Net Cash Inflow/Outflow from Investing Activities 6,000 - - - -
Net Cash Inflow/Outflow for the year 204,115 204,423- 62,609- 145,113 517,656
Cash Balance at start of year - 204,115 307- 62,916- 82,197
Cash Balance at end of year 204,115 307- 62,916- 82,197 599,853
Worst Case Cash Flow Forecast

227
Appendix 7: Idea Generation Process
The following details how how we came up with the idea of Mooves.
Ideation
In our first group meetings, we talked about our attitudes and expectations of the idea
generation process. We all agreed that every idea is valid allowed each other making wild
suggestions, without any restrictions. We were open and non-judgemental because we
acknowledged that every thought may be the seed for a really great idea. Also, we discussed
that everybody should be mindful about problems in daily life that can be addressed with a
new product/service.
Following this approach, we came up with the following ideas in our initial brainstorming:
 Location Tracking for Livestock
 HootSuite for Bills
 A smart Bag that alerts the owner if he/she has forgotten an item
 An application for stock trading
Evaluation
After we had a few solid ideas, we started looking for competitors in the market place.
Moreover, we actively sought open and honest feedback from DCU lecturers. In fact, we
found that talking about our idea was a valuable approach as we got aware of things we
didn’t consider beforehand.
“We should spend at least as much time, as not more, valuing the premise of connecting
ideas and not just protecting them.” (Johnson 2010)

228
Decision-Making
In order to make our decision, we
booked a study room and pooled
together the benefits and
disadvantages of our ideas. Due to the
novelty and topicality of the animal
tracking system and the support of our
technical advisor, we decided going
with Mooves.

229
Appendix 7: Wireframes Software UI
Wireframe for the Login-Page of the Mooves Software
Basic Wireframe for

230
Appendix 8: Project Management and Group Communication
Trello
We used the Project Management tool Trello for keeping track of our tasks. This tool
allowed us assigning tasks to group members, setting deadlines for our to-do’s and ticking
them off once completed.
Facebook
The group primarily communicated through Facebook as it allowed for instant feedback
from team members and a seamless flow of communication. We used to social network to
share interesting articles, websites of competitors and pieces of work that we completed.
Moreover, we used this tool to arrange group meetings and interviews with industry
experts. This regarding, it became a norm to like the post to confirm attendance. In the
following, some examples on our facebook communication will be given.

231
 Posting our completed deliverables:
 Keeping each other up-to-date:

232
 Passing on a contact of Web Developer Mark Kelly who was contacted for personnel
expenses:
 Arranging meetings:

233
WhatsApp
In the final phase of our project, we created a WhatsApp group to get in touch with each
other instantly without having to formulate a Facebook Group. We used this primarily to
agree on meetings and arrange our trip to Birr where we conduced the primary research.
Other than this, our WhatsApp group facilitated group dynamics and made us become closer
as a team.
Conors’ news from the abattoir: Trip to Birr:

234
Appendix 9: Hosting Solution

235
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