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• 1. [Article] Obstacles to Market for V2V and V2I Safety Technologies

  Connected vehicle technologies offer improvements in vehicular safety, mobility, sustainability and luxury. Two closely related technology types, Vehicle to Vehicle (V2V) and Vehicle to Infrastructure ...

  Citation × Citation Citation Abstract Copy Title: Obstacles to Market for V2V and V2I Safety Technologies Author: Mishra, Ashish, Hasler, Blair, Ha, Jejung, Narvekar, Kruti, Marino, Leopoldo, Pakdeekasem, Pinprapa Year: 2012 Connected vehicle technologies offer improvements in vehicular safety, mobility, sustainability and luxury. Two closely related technology types, Vehicle to Vehicle (V2V) and Vehicle to Infrastructure (V2I) offer functionality in safety applications (See Table 1 - V2V and V2I Safety ) that make them particularly interesting for the US Department of Transportation (USDOT). The Research and Innovative Technology Administration (RITA) estimates that “In 2009, there were 5.5 million crashes, resulting in 33,808 fatalities and 2.2 million injuries … motor vehicle crashes are the leading cause of death for ages 3 through 34” [1]. In order to investigate how connected vehicle technologies may improve roadside safety the USDOT is sponsoring institutional and manufacturing research into the functionality and effectiveness of various V2V and V2I devices and applications. This research aims to evaluate the effectiveness of current technologies and improve through development of next generation technologies. There is however another question that must be evaluated and addressed: What are the obstacles to adoption for the new technologies and what strategies may be developed to overcome them? In order to evaluate obstacles to adoption of connected vehicle safety technologies, both real and perceived, this article investigates the V2V and V2I technologies being researched by the USDOT and the University of Michigan Transportation Research Institute (UMTRI) Connected Vehicle Safety Pilot Program. The research team conducted an extensive literature review and also conducted an interview with Debby Bezzina, Senior Program Manager of the UMTRI Safety Pilot Model Deployment. For each obstacle identified, the team asked ‘How important is this obstacle to technology adoption and how can Engineering and Technology Management may be leveraged to mitigate the problem?’ Title: Obstacles to Market for V2V and V2I Safety Technologies Author: Mishra, Ashish, Hasler, Blair, Ha, Jejung, Narvekar, Kruti, Marino, Leopoldo, Pakdeekasem, Pinprapa Year: 2012 Connected vehicle technologies offer improvements in vehicular safety, mobility, sustainability and luxury. Two closely related technology types, Vehicle to Vehicle (V2V) and Vehicle to Infrastructure (V2I) offer functionality in safety applications (See Table 1 - V2V and V2I Safety ) that make them particularly interesting for the US Department of Transportation (USDOT). The Research and Innovative Technology Administration (RITA) estimates that “In 2009, there were 5.5 million crashes, resulting in 33,808 fatalities and 2.2 million injuries … motor vehicle crashes are the leading cause of death for ages 3 through 34” [1]. In order to investigate how connected vehicle technologies may improve roadside safety the USDOT is sponsoring institutional and manufacturing research into the functionality and effectiveness of various V2V and V2I devices and applications. This research aims to evaluate the effectiveness of current technologies and improve through development of next generation technologies. There is however another question that must be evaluated and addressed: What are the obstacles to adoption for the new technologies and what strategies may be developed to overcome them? In order to evaluate obstacles to adoption of connected vehicle safety technologies, both real and perceived, this article investigates the V2V and V2I technologies being researched by the USDOT and the University of Michigan Transportation Research Institute (UMTRI) Connected Vehicle Safety Pilot Program. The research team conducted an extensive literature review and also conducted an interview with Debby Bezzina, Senior Program Manager of the UMTRI Safety Pilot Model Deployment. For each obstacle identified, the team asked ‘How important is this obstacle to technology adoption and how can Engineering and Technology Management may be leveraged to mitigate the problem?’ Close

• 2. [Article] Finex Marketing Plan

  The purpose of this marketing plan is to find an appropriate target market for the Finex 12” cast iron skillet. Within this market, a marketing strategy needs to be developed which caters to the need of ...

  Citation × Citation Citation Abstract Copy Title: Finex Marketing Plan Author: Finn, Daragh, Boss, Viktoria, Kessler, Lukas, Krueger, Justin, Worcester, Amitabha Year: 2014 The purpose of this marketing plan is to find an appropriate target market for the Finex 12” cast iron skillet. Within this market, a marketing strategy needs to be developed which caters to the need of the customer and assures financial stability for the company. From extensive research and customer surveys, the most promising customer identified for the Finex skillet are “prestige customers” who value boutique goods with a superior design and very high quality. Accordingly, a price reflecting the high quality of the skillet is set within the marketing strategy section. Within the unique value proposition for this product, the features most desired by the customer segment are highlighted. Also the promotion and placement strategy are tuned to the needs of the prestige customer segment. Overall, the marketing plan allows Finex to continue to sell a successful and profitable product. Title: Finex Marketing Plan Author: Finn, Daragh, Boss, Viktoria, Kessler, Lukas, Krueger, Justin, Worcester, Amitabha Year: 2014 The purpose of this marketing plan is to find an appropriate target market for the Finex 12” cast iron skillet. Within this market, a marketing strategy needs to be developed which caters to the need of the customer and assures financial stability for the company. From extensive research and customer surveys, the most promising customer identified for the Finex skillet are “prestige customers” who value boutique goods with a superior design and very high quality. Accordingly, a price reflecting the high quality of the skillet is set within the marketing strategy section. Within the unique value proposition for this product, the features most desired by the customer segment are highlighted. Also the promotion and placement strategy are tuned to the needs of the prestige customer segment. Overall, the marketing plan allows Finex to continue to sell a successful and profitable product. Close

• 3. [Article] Third Wave Power -- Strategic Marketing Planform Power Pad

  Third Wave Power Ltd, developer of the ‘mPowerPad’ line of portable solar chargers, seeks to enter the US Market with one or more of its products. An in-depth market analysis and consumer segmentation ...

  Citation × Citation Citation Abstract Copy Title: Third Wave Power -- Strategic Marketing Planform Power Pad Author: Wittman, Alexis, Attari, Babek, Yildiz, Bilgehan, Arendt, Stephanie, Tran, Yen Year: 2014 Third Wave Power Ltd, developer of the ‘mPowerPad’ line of portable solar chargers, seeks to enter the US Market with one or more of its products. An in-depth market analysis and consumer segmentation approach enabled the authors of this paper to identify what specific target markets in the U.S. offer the greatest initial market opportunity for the mPowerPad product, and was used to frame the product’s unique value proposition. Although Third Wave Power has four models of the mPowerPad in its current product line, the mPowerPad 2 Pro was specifically selected as the optimal product with which to enter the U.S. market, given its current features and within the constraints of the existing product line. The fact that the mPowerPad 2 offers portable, renewable, green power for multiple users is used as the key differentiator and unique value proposition. It meets the power needs of today’s social and active mobile device users. Based on this research, two primary market segments are identified, and a marketing plan is outlined for an orchestrated plan for entering and saturating these markets in the next five years. Current industry trends, consumer needs, and brand positioning are considered, and used to competitively position the mPowerPad in the marketplace as well as for future growth. Title: Third Wave Power -- Strategic Marketing Planform Power Pad Author: Wittman, Alexis, Attari, Babek, Yildiz, Bilgehan, Arendt, Stephanie, Tran, Yen Year: 2014 Third Wave Power Ltd, developer of the ‘mPowerPad’ line of portable solar chargers, seeks to enter the US Market with one or more of its products. An in-depth market analysis and consumer segmentation approach enabled the authors of this paper to identify what specific target markets in the U.S. offer the greatest initial market opportunity for the mPowerPad product, and was used to frame the product’s unique value proposition. Although Third Wave Power has four models of the mPowerPad in its current product line, the mPowerPad 2 Pro was specifically selected as the optimal product with which to enter the U.S. market, given its current features and within the constraints of the existing product line. The fact that the mPowerPad 2 offers portable, renewable, green power for multiple users is used as the key differentiator and unique value proposition. It meets the power needs of today’s social and active mobile device users. Based on this research, two primary market segments are identified, and a marketing plan is outlined for an orchestrated plan for entering and saturating these markets in the next five years. Current industry trends, consumer needs, and brand positioning are considered, and used to competitively position the mPowerPad in the marketplace as well as for future growth. Close

• 4. [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

• 5. [Article] Market Plan: Edible Water Bottle for Pepsico

  Our aim is to develop a marketing plan for edible water Bottle. Edible water Bottle is the latest product from our R&D efforts along with marketing inputs. Now the question is how to market this product ...

  Citation × Citation Citation Abstract Copy Title: Market Plan: Edible Water Bottle for Pepsico Author: Ramakrishna, Akash, Ramesh, Bhavana, Syed, Asrar Ahmed, Gupta, Apeksha, Moskovkin, Dmitriy Year: 2016 Our aim is to develop a marketing plan for edible water Bottle. Edible water Bottle is the latest product from our R&D efforts along with marketing inputs. Now the question is how to market this product in order to successfully This is a business idea to generate revenue for Pepsi Co, keeping social innovation in mind also contribute to the environment and its green future. The big bottle water manufacturing companies in America tend to make their own bottles in their plants, just hours before they are filled with water. These durable, lightweight containers manufactured are just to be discarded after the use of water. Americans went through about 50 billion plastic water bottles last year, 167 for each person [15]. We are under a false assumption that water bottles are made of totally recyclable polyethylene terephthalate (PET) plastic, so we share responsibility for their impact on the environment. However, Our recycling rate for PET is only 23%, which means we pitch into landfills 38 billion water bottles a year–more than $1 billion worth of plastic also It is estimated that in US alone every year, 17 million barrels of oil is used up to make 50 billion plastic cans per year [15] Edible water bottles can solve the problem of plastic bottles! Edible water bottles are completely edible, biodegradable if discarded. Edible water bottles can reduce the burden of recycling plastic, help manage plastic waste to larger extent and seed an innovative idea to have greener future, cleaner environment and in turn a healthier society. Edible water bottles can add value to people's life by building utility; athletes, trekkers, hikers, mountain climbers, sailors, air passengers, astronauts can carry this Edible Water bottle with them, as it quenches their thirst and gives them nutrition at same time, also minimizing their backpack or storage size. None the less, it's a challenge for us to take up this project as it's one of a kind and never been done before! Title: Market Plan: Edible Water Bottle for Pepsico Author: Ramakrishna, Akash, Ramesh, Bhavana, Syed, Asrar Ahmed, Gupta, Apeksha, Moskovkin, Dmitriy Year: 2016 Our aim is to develop a marketing plan for edible water Bottle. Edible water Bottle is the latest product from our R&D efforts along with marketing inputs. Now the question is how to market this product in order to successfully This is a business idea to generate revenue for Pepsi Co, keeping social innovation in mind also contribute to the environment and its green future. The big bottle water manufacturing companies in America tend to make their own bottles in their plants, just hours before they are filled with water. These durable, lightweight containers manufactured are just to be discarded after the use of water. Americans went through about 50 billion plastic water bottles last year, 167 for each person [15]. We are under a false assumption that water bottles are made of totally recyclable polyethylene terephthalate (PET) plastic, so we share responsibility for their impact on the environment. However, Our recycling rate for PET is only 23%, which means we pitch into landfills 38 billion water bottles a year–more than $1 billion worth of plastic also It is estimated that in US alone every year, 17 million barrels of oil is used up to make 50 billion plastic cans per year [15] Edible water bottles can solve the problem of plastic bottles! Edible water bottles are completely edible, biodegradable if discarded. Edible water bottles can reduce the burden of recycling plastic, help manage plastic waste to larger extent and seed an innovative idea to have greener future, cleaner environment and in turn a healthier society. Edible water bottles can add value to people's life by building utility; athletes, trekkers, hikers, mountain climbers, sailors, air passengers, astronauts can carry this Edible Water bottle with them, as it quenches their thirst and gives them nutrition at same time, also minimizing their backpack or storage size. None the less, it's a challenge for us to take up this project as it's one of a kind and never been done before! Close