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• 1. [Article] Boeing Drone Project: Marketing Plan

  Drone technology has been used for many industrial applications including agriculture monitoring, construction photography, emergent goods delivery, and so forth. Recently, drone for logistics has been ...

  Citation × Citation Citation Abstract Copy Title: Boeing Drone Project: Marketing Plan Author: Yu, Chih-Jen, Lee, Yongjun, Boateng, Kwasi, Chaturvedi, Ritu, Sandanshiv, Pallavi Year: 2015 Drone technology has been used for many industrial applications including agriculture monitoring, construction photography, emergent goods delivery, and so forth. Recently, drone for logistics has been explored by some E-retailers or logistics providers including Amazon, DHL, UPS, Google, and so forth. With the growing numbers of both on line shopping customers and commercial drones, this creates great opportunity for Boeing to move forward and provide robust SkyExpress drone technology to those giant E-retailers such as Walmart, Apple, Walgreen, Macy, Nike etc. According to market research, U.S online retail sales are expected to grow 57% by 2018 and estimated revenue value of $574.5 billion by 2019. There will be about $89 billion in cumulative spending on UAVs globally over the next 10 years. In addition, FAA is overseeing the gradual development of rules and systems that will guarantee safety, as well as privacy. This market research information justify that drone for logistics is an emerging market trend. US E retailers have been selected as geographic market segmentation, due to its larger portion of on line customer and revenue. E-retailers including Walmart, Apple, Walgreen, Macy, Nike, and Barnes & Nobles are chosen because the products or packages provided match the priority of on line shoppers and limitation of drone delivery. From customers’ viewpoints, cost, convenience, and eco-friendly are recognized as value drivers with a focus on speedy delivery, low cost, and reducing ecological footprints. By considering drone delivery business model, the total drones to be sold has been estimated as 519,870 units for the next 5 years. This will come with 4.2 Billion revenue and 2.2 Billion of profits for Boeing SkyExpress. By looking at the drone technology life cycle, beachhead and whole product strategy are proposed to be used to cross the chasm and further increase the market share. Considering this industrial marketing nature, direct sale and channel model are applied and performance monitoring mechanism is implemented for maintaining competitive advantage in drone for logistics delivery market. Title: Boeing Drone Project: Marketing Plan Author: Yu, Chih-Jen, Lee, Yongjun, Boateng, Kwasi, Chaturvedi, Ritu, Sandanshiv, Pallavi Year: 2015 Drone technology has been used for many industrial applications including agriculture monitoring, construction photography, emergent goods delivery, and so forth. Recently, drone for logistics has been explored by some E-retailers or logistics providers including Amazon, DHL, UPS, Google, and so forth. With the growing numbers of both on line shopping customers and commercial drones, this creates great opportunity for Boeing to move forward and provide robust SkyExpress drone technology to those giant E-retailers such as Walmart, Apple, Walgreen, Macy, Nike etc. According to market research, U.S online retail sales are expected to grow 57% by 2018 and estimated revenue value of $574.5 billion by 2019. There will be about $89 billion in cumulative spending on UAVs globally over the next 10 years. In addition, FAA is overseeing the gradual development of rules and systems that will guarantee safety, as well as privacy. This market research information justify that drone for logistics is an emerging market trend. US E retailers have been selected as geographic market segmentation, due to its larger portion of on line customer and revenue. E-retailers including Walmart, Apple, Walgreen, Macy, Nike, and Barnes & Nobles are chosen because the products or packages provided match the priority of on line shoppers and limitation of drone delivery. From customers’ viewpoints, cost, convenience, and eco-friendly are recognized as value drivers with a focus on speedy delivery, low cost, and reducing ecological footprints. By considering drone delivery business model, the total drones to be sold has been estimated as 519,870 units for the next 5 years. This will come with 4.2 Billion revenue and 2.2 Billion of profits for Boeing SkyExpress. By looking at the drone technology life cycle, beachhead and whole product strategy are proposed to be used to cross the chasm and further increase the market share. Considering this industrial marketing nature, direct sale and channel model are applied and performance monitoring mechanism is implemented for maintaining competitive advantage in drone for logistics delivery market. Close

• 2. [Article] HP Sprocket Marketing Plan

  HP Sprocket is a pocket-size photo printer, released in the market in September 2016. About the size of a smartphone, this Bluetooth printer goes anywhere. The Sprocket gives customers the ability to use ...

  Citation × Citation Citation Abstract Copy Title: HP Sprocket Marketing Plan Author: Melendez, Alex Tacco, Singh, Anchal, Rosenthal, Janet, Vrushabhendra, Lipishree, Alzahrani, Saeed, Purwar, Shivani Year: 2017 HP Sprocket is a pocket-size photo printer, released in the market in September 2016. About the size of a smartphone, this Bluetooth printer goes anywhere. The Sprocket gives customers the ability to use their smartphone to take photos, with the added benefit of having a physical picture to keep forever. The Sprocket works with an App on a smartphone or a tablet. It instantly prints photos that are 2 X 3 inches and waterproof. With a peel able back, photos can turn into fun stickers. The Sprocket works with social media feeds, so you can incorporate text, emojis, filters and frames before you print. The Sprocket retails for $129.99 and replacement paper is $10 for 20 photo papers. The Sprocket is unique in that it does not require replacement ink. Instead, it uses Zink technology, and only requires the HP replacement photo paper. HP is counting on the Sprocket to boost their lagging printer sales. Currently, the printer market is stagnant. The introduction of the Sprocket boosted sales over the 2016 holidays season. So unexpectedly, that the Sprocket sold out. Although the competition is fierce, the Sprocket has edged out competitors to hold a slight market share lead. Based on App downloads, current market share is 38%. After implementation of the marketing plan, the Sprocket is projected to increase market share to 51% by the end of 2018. The Sprocket was originally marketed to the teenage girl demographic. There is a real opportunity for growth by pivoting to additional segments. The Sprocket will be promoted heavily in the category of women with children. This demographic holds the most opportunity, as they are making the majority of buying decisions as well as making gift purchases. The gifting opportunity will be promoted heavily during graduation season and Mother’s Day. To a lesser extent, the Sprocket will continue to be promoted to teenage girls, and additionally to the active senior population. Those seniors who are retired, use a smartphone, but would like to retain physical pictures. The Sprocket will be promoted through social media, with a separate campaign for each segment, as well as through tech fairs, SEO, and traditional advertising channels. The team will monitor these campaigns through a newly created marketing dashboard. In addition to an increase in sales, the marketing department will monitor customer satisfaction and customer engagement through on line reviews and online community engagement. The key success factors will be growth in sales, market share growth, and holiday sales growth. Title: HP Sprocket Marketing Plan Author: Melendez, Alex Tacco, Singh, Anchal, Rosenthal, Janet, Vrushabhendra, Lipishree, Alzahrani, Saeed, Purwar, Shivani Year: 2017 HP Sprocket is a pocket-size photo printer, released in the market in September 2016. About the size of a smartphone, this Bluetooth printer goes anywhere. The Sprocket gives customers the ability to use their smartphone to take photos, with the added benefit of having a physical picture to keep forever. The Sprocket works with an App on a smartphone or a tablet. It instantly prints photos that are 2 X 3 inches and waterproof. With a peel able back, photos can turn into fun stickers. The Sprocket works with social media feeds, so you can incorporate text, emojis, filters and frames before you print. The Sprocket retails for $129.99 and replacement paper is $10 for 20 photo papers. The Sprocket is unique in that it does not require replacement ink. Instead, it uses Zink technology, and only requires the HP replacement photo paper. HP is counting on the Sprocket to boost their lagging printer sales. Currently, the printer market is stagnant. The introduction of the Sprocket boosted sales over the 2016 holidays season. So unexpectedly, that the Sprocket sold out. Although the competition is fierce, the Sprocket has edged out competitors to hold a slight market share lead. Based on App downloads, current market share is 38%. After implementation of the marketing plan, the Sprocket is projected to increase market share to 51% by the end of 2018. The Sprocket was originally marketed to the teenage girl demographic. There is a real opportunity for growth by pivoting to additional segments. The Sprocket will be promoted heavily in the category of women with children. This demographic holds the most opportunity, as they are making the majority of buying decisions as well as making gift purchases. The gifting opportunity will be promoted heavily during graduation season and Mother’s Day. To a lesser extent, the Sprocket will continue to be promoted to teenage girls, and additionally to the active senior population. Those seniors who are retired, use a smartphone, but would like to retain physical pictures. The Sprocket will be promoted through social media, with a separate campaign for each segment, as well as through tech fairs, SEO, and traditional advertising channels. The team will monitor these campaigns through a newly created marketing dashboard. In addition to an increase in sales, the marketing department will monitor customer satisfaction and customer engagement through on line reviews and online community engagement. The key success factors will be growth in sales, market share growth, and holiday sales growth. Close

• 3. [Article] Honeywell Lyric WiFi Water Leak and Freeze Detector

  We are pleased to present the strategic marketing plan for the Lyric WiFi Water Leak and Freeze Detector, manufactured by Honeywell, Inc. Honeywell is a $38.6B global company that provides value-added ...

  Citation × Citation Citation Abstract Copy Title: Honeywell Lyric WiFi Water Leak and Freeze Detector Author: Chabuel, Cyrille, Davis, Chris, Penumarti, Anjana, Tripathy, Sudipta, VanDerSchaaf, Hans Year: 2016 We are pleased to present the strategic marketing plan for the Lyric WiFi Water Leak and Freeze Detector, manufactured by Honeywell, Inc. Honeywell is a $38.6B global company that provides value-added products and market changing innovations. Our extensive intellectual property portfolio generates competitive advantages for us and our customers. Our key product groups include Aerospace, Automation & Control Solutions (where the Lyric family resides; ACS) and Performance Materials and Technologies. Honeywell is well positioned for supporting the introduction and growth of the Leak Detector, with $40B in annual company sales, and a 50% increase in earnings per share over the past five years. The Leak Detector is an early warning system that notifies customers on their connected devices when a leak is detected or the temperature drops below a temperature of their choice. By catching a leak early, customers can avoid expensive repairs and disruptions to their lives. We are realistically optimistic about the revenue and profit potential of the Leak Detector. It sits in the Internet of Things (IoT) market, which is projected to grow at a compound annual rate of 67% over the next 5 years to a whopping $792.34 billion. In 2016 connected home device sales within this market will be approximately $61 billion. Our target market (Service Obtainable Market) consists of homeowners under the age of 40 who live in houses with WiFI, have hard to reach places in their primary or secondary homes, are motivated to prevent water leaks (largely based on past experiences with leaks), have recently acquired houses or are renovating their existing houses, and have an affinity for relatively new technology. We estimate by the end of year 3, we can capture 50% of this market and sell 4.5M Leak Detector units annually, generating $320M in total annual sales and annual profits of $63M. We are also optimistic because the Leak Detector is a strong competitor, due to the strength of the Lyric and Honeywell brands, and its wifi capabilities. In the next three years, we will cross the chasm from early adopters to the early majority by enhancing the development of our product (e.g. connecting better to an ecosystem), innovating in our manufacturing to reduce the unit price, and by distributing through the right channels (directly to customers, popular online retailers, home improvement retailers, and influencers, such as insurance companies, plumbers and major appliance retailers). Title: Honeywell Lyric WiFi Water Leak and Freeze Detector Author: Chabuel, Cyrille, Davis, Chris, Penumarti, Anjana, Tripathy, Sudipta, VanDerSchaaf, Hans Year: 2016 We are pleased to present the strategic marketing plan for the Lyric WiFi Water Leak and Freeze Detector, manufactured by Honeywell, Inc. Honeywell is a $38.6B global company that provides value-added products and market changing innovations. Our extensive intellectual property portfolio generates competitive advantages for us and our customers. Our key product groups include Aerospace, Automation & Control Solutions (where the Lyric family resides; ACS) and Performance Materials and Technologies. Honeywell is well positioned for supporting the introduction and growth of the Leak Detector, with $40B in annual company sales, and a 50% increase in earnings per share over the past five years. The Leak Detector is an early warning system that notifies customers on their connected devices when a leak is detected or the temperature drops below a temperature of their choice. By catching a leak early, customers can avoid expensive repairs and disruptions to their lives. We are realistically optimistic about the revenue and profit potential of the Leak Detector. It sits in the Internet of Things (IoT) market, which is projected to grow at a compound annual rate of 67% over the next 5 years to a whopping $792.34 billion. In 2016 connected home device sales within this market will be approximately $61 billion. Our target market (Service Obtainable Market) consists of homeowners under the age of 40 who live in houses with WiFI, have hard to reach places in their primary or secondary homes, are motivated to prevent water leaks (largely based on past experiences with leaks), have recently acquired houses or are renovating their existing houses, and have an affinity for relatively new technology. We estimate by the end of year 3, we can capture 50% of this market and sell 4.5M Leak Detector units annually, generating $320M in total annual sales and annual profits of $63M. We are also optimistic because the Leak Detector is a strong competitor, due to the strength of the Lyric and Honeywell brands, and its wifi capabilities. In the next three years, we will cross the chasm from early adopters to the early majority by enhancing the development of our product (e.g. connecting better to an ecosystem), innovating in our manufacturing to reduce the unit price, and by distributing through the right channels (directly to customers, popular online retailers, home improvement retailers, and influencers, such as insurance companies, plumbers and major appliance retailers). Close

• 4. [Article] Marketing Plan: Philips Mimo Baby Monitor

  Parents will use any and all means to protect their infants, and would want the peace of mind of knowing that their baby is safe against dangers like SIDS, choking, crib dangers, and others. Supporting ...

  Citation × Citation Citation Abstract Copy Title: Marketing Plan: Philips Mimo Baby Monitor Author: Mbagwu, Obinna Charles, Chen, Gordon, Mirza, Imran, Alballa, Norah, Patil, Prajakta, Hemayet, Tauseef Year: 2016 Parents will use any and all means to protect their infants, and would want the peace of mind of knowing that their baby is safe against dangers like SIDS, choking, crib dangers, and others. Supporting their mission “To improve people’s lives through meaningful innovation”, Philips has developed Mimo, a smart and accurate baby monitor that helps moms and dads get the reassurance they need to rest better. Mimo Smart Baby Monitor provides all the information parents want, whenever they want, and wherever they are in the world. The monitor is a machine washable outfit with respiration sensors that provides a constant stream of data about a baby’s sleep activity, breathing pattern, body position, skin temperature, and live audio, sent to an iPhone, iPad, or Android, and in realtime. The sensors do not actually touch the baby’s sensitive skin to make it safer. Mimo’s main targeted customers are first time parents who tend to be more concerned about infants health and needs, and busy parents who need to rest better at night in order to be more effective during the workday. Conjoint Analysis was used to figure out the customer needs; Mimo aims to meet those needs at a lower price point compared to the competitors. Philip’s direct and indirect channels of distribution that exists in different parts of the world will be leveraged on in the distribution of the product. In addition, multiple media outlets such as social media, television, and baby magazines, will be used to achieve the needed level of reach and awareness. We are forecasting to capture 30% of baby monitor’s market by the end of 2020. Title: Marketing Plan: Philips Mimo Baby Monitor Author: Mbagwu, Obinna Charles, Chen, Gordon, Mirza, Imran, Alballa, Norah, Patil, Prajakta, Hemayet, Tauseef Year: 2016 Parents will use any and all means to protect their infants, and would want the peace of mind of knowing that their baby is safe against dangers like SIDS, choking, crib dangers, and others. Supporting their mission “To improve people’s lives through meaningful innovation”, Philips has developed Mimo, a smart and accurate baby monitor that helps moms and dads get the reassurance they need to rest better. Mimo Smart Baby Monitor provides all the information parents want, whenever they want, and wherever they are in the world. The monitor is a machine washable outfit with respiration sensors that provides a constant stream of data about a baby’s sleep activity, breathing pattern, body position, skin temperature, and live audio, sent to an iPhone, iPad, or Android, and in realtime. The sensors do not actually touch the baby’s sensitive skin to make it safer. Mimo’s main targeted customers are first time parents who tend to be more concerned about infants health and needs, and busy parents who need to rest better at night in order to be more effective during the workday. Conjoint Analysis was used to figure out the customer needs; Mimo aims to meet those needs at a lower price point compared to the competitors. Philip’s direct and indirect channels of distribution that exists in different parts of the world will be leveraged on in the distribution of the product. In addition, multiple media outlets such as social media, television, and baby magazines, will be used to achieve the needed level of reach and awareness. We are forecasting to capture 30% of baby monitor’s market by the end of 2020. Close

• 5. [Article] Digital Media Battleground

  Current digital media distribution platforms continue their march towards streaming service-based infrastructures, delivering content to users when and where they want it: laptops, set top boxes, home ...

  Citation × Citation Citation Abstract Copy Title: Digital Media Battleground Author: Alhajri, Fahad, Bowen, James, Brewer, Brian, Hagos, Meles, Moshfegh, Farzad, Penmetsa, Srujana, Thomas, Jerrod Year: 2013 Current digital media distribution platforms continue their march towards streaming service-based infrastructures, delivering content to users when and where they want it: laptops, set top boxes, home entertainment systems, and the new ubiquity: mobile devices. This model was first demonstrated by utilizing the multicast backbone technology in the early 1990s and took the better part of a decade to make inroads in changing the way individuals consume broadcast, mainstream, and syndicated video media. It took the advent of streaming technology, high-speed internet adoption, and a willingness from content owners to license their treasured content with upstart streaming media platform companies. Digital music distribution showed consumers, content owners, and distribution channels what can happen when one player effectively creates a new, disruptive technology platform, i.e. Apple’s iTunes Music Store. Now content owners are afraid of a single distributor dictating the methods, prices, and channels by which their content reaches consumers. Today, streaming technology is making a play against the incumbent iTunes transactional model of Buy, Download, and Own digital distribution by providing varies models to consumers: integrated advertising-based, subscription-based, and traditional cable “packages” with integrated on-demand streaming, all of which retain no permanence or ownership for the end user. Content owners are treading carefully, trying to avoid the single, dominant point of distribution that Apple achieved in music distribution. The results of this are less optimal from both a market standpoint and especially the experience for consumers. Media companies frequently change the terms of their licenses, or drastically increasing their licensing costs, causing radical fluctuations in the long-term viability of the nascent distribution platforms. Consumers interact with this environment through complicated, multiparty subscriptions, multiple applications or web interfaces, umpteen logins, various bills, and a nebulous understanding and ability to sit down and watch premium content when and where they want it. The entire market is in its juvenile form, stretching, growing, and trying to find that balance of monetization and the critical mass of consumer adoption required to truly transform media consumption from the real-time, over-the-air broadcast format it has been since television’s inception, to a time-shifted, choose your own, content delivery system based around the internet as the delivery medium. In this paper we idealize the situation by analyzing the largest incumbents for each of the monetization models, provide input into their strength and weaknesses and finally analyze and postulate what we believe will the trends and concerns moving forward into this new digital media panacea. Title: Digital Media Battleground Author: Alhajri, Fahad, Bowen, James, Brewer, Brian, Hagos, Meles, Moshfegh, Farzad, Penmetsa, Srujana, Thomas, Jerrod Year: 2013 Current digital media distribution platforms continue their march towards streaming service-based infrastructures, delivering content to users when and where they want it: laptops, set top boxes, home entertainment systems, and the new ubiquity: mobile devices. This model was first demonstrated by utilizing the multicast backbone technology in the early 1990s and took the better part of a decade to make inroads in changing the way individuals consume broadcast, mainstream, and syndicated video media. It took the advent of streaming technology, high-speed internet adoption, and a willingness from content owners to license their treasured content with upstart streaming media platform companies. Digital music distribution showed consumers, content owners, and distribution channels what can happen when one player effectively creates a new, disruptive technology platform, i.e. Apple’s iTunes Music Store. Now content owners are afraid of a single distributor dictating the methods, prices, and channels by which their content reaches consumers. Today, streaming technology is making a play against the incumbent iTunes transactional model of Buy, Download, and Own digital distribution by providing varies models to consumers: integrated advertising-based, subscription-based, and traditional cable “packages” with integrated on-demand streaming, all of which retain no permanence or ownership for the end user. Content owners are treading carefully, trying to avoid the single, dominant point of distribution that Apple achieved in music distribution. The results of this are less optimal from both a market standpoint and especially the experience for consumers. Media companies frequently change the terms of their licenses, or drastically increasing their licensing costs, causing radical fluctuations in the long-term viability of the nascent distribution platforms. Consumers interact with this environment through complicated, multiparty subscriptions, multiple applications or web interfaces, umpteen logins, various bills, and a nebulous understanding and ability to sit down and watch premium content when and where they want it. The entire market is in its juvenile form, stretching, growing, and trying to find that balance of monetization and the critical mass of consumer adoption required to truly transform media consumption from the real-time, over-the-air broadcast format it has been since television’s inception, to a time-shifted, choose your own, content delivery system based around the internet as the delivery medium. In this paper we idealize the situation by analyzing the largest incumbents for each of the monetization models, provide input into their strength and weaknesses and finally analyze and postulate what we believe will the trends and concerns moving forward into this new digital media panacea. Close