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• 11. [Article] Meet ARA, The Modular Phone Marketing Plan Report and Research Log

  Project ARA is an initiative that aims to develop an open hardware platform for creating highly modular smartphones. This initiative provides a vehicle to support Google’s overall mission of organizing ...

  Citation × Citation Citation Abstract Copy Title: Meet ARA, The Modular Phone Marketing Plan Report and Research Log Author: Alibage, Ahmed, Pauwels, Garrett, Al-Nasri, Yaser, Chavarria, Maria, Deshchougule, Gandhali Gajanan, Kaadoor, Amani, Mantha, Nirupama Year: 2016 Project ARA is an initiative that aims to develop an open hardware platform for creating highly modular smartphones. This initiative provides a vehicle to support Google’s overall mission of organizing and connecting the world's data making it not only useful but universally accessible. Data suggests that mobile technology, such as smartphones is significantly increasing in usage, so much that it is doubling that of laptop/desktop usage. Supporting data shows since 2008, mobile devices have been on a steep increase of usage [1] [2]. Google is using Project ARA to infiltrate this increasing mobile market by using the idea of a modular smartphone to not only meet the customer needs of customization but also to continue Google’s mission and demand for more data usage. Title: Meet ARA, The Modular Phone Marketing Plan Report and Research Log Author: Alibage, Ahmed, Pauwels, Garrett, Al-Nasri, Yaser, Chavarria, Maria, Deshchougule, Gandhali Gajanan, Kaadoor, Amani, Mantha, Nirupama Year: 2016 Project ARA is an initiative that aims to develop an open hardware platform for creating highly modular smartphones. This initiative provides a vehicle to support Google’s overall mission of organizing and connecting the world's data making it not only useful but universally accessible. Data suggests that mobile technology, such as smartphones is significantly increasing in usage, so much that it is doubling that of laptop/desktop usage. Supporting data shows since 2008, mobile devices have been on a steep increase of usage [1] [2]. Google is using Project ARA to infiltrate this increasing mobile market by using the idea of a modular smartphone to not only meet the customer needs of customization but also to continue Google’s mission and demand for more data usage. Close

• 12. [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

• 13. [Article] Project Glass: Google’s Augmented Reality Glasses

  Technology is everywhere. It is very beneficial and plays a big role in our lives today. But it controls the way people collaborate with each other in our work, studies, mobility, communication, thinking, ...

  Citation × Citation Citation Abstract Copy Title: Project Glass: Google’s Augmented Reality Glasses Author: Al Mallak, Manar, Al-Mulla, Nameer, Griffis, Sarah, Koosawangsri, Rachanida, Nguyen, Tri, Tamimi, Sajeda Year: 2012 Technology is everywhere. It is very beneficial and plays a big role in our lives today. But it controls the way people collaborate with each other in our work, studies, mobility, communication, thinking, and even our eating. We believe technology “should work for you—to be there when you need it and get out of your way when you don’t [1]. “ And here comes the role of Google Glass as an alternative. The project was started by the Google company under the name ‘Project Glass’ to create a significant type of technology that provides an environment to help people share the world and put it back in the moment. Google Glass is an augmented reality head-mounted display (HMD) developed by Google within Project Glass’ research & development program [2]. Our focus in this marketing plan will be on enterprise businesses, rather than only solutions for individual end users. Google is already in the enterprise market. We will go through our marketing plan by starting with the product itself, and by doing a Product Analysis. We discuss a Technology Assessment and then explore the product propose, components, features, and value it can provide to enterprise customers. Then we will go through our Market Analysis to show our potential customer segmentations. We explain our decision of choosing our targeted early adapters and early majority and illustrate the technology’s adoption lifecycle curve and crossing the chasm. Later on, in the Customer Analysis section we explain our targeted customers in depth by giving a definition and exploring their activities. We show the role of Google Glass in the work process and end up with the customer perceptions. Furthermore, in the Competitor Analysis section, we will create a competitive landscape to map our product’s competitors by giving an in-depth elaboration on every competitor’s pros and cons and their place in the landscape position. The competitor section is finished by doing a SWOT analysis to show our organization’s points of strengths, weaknesses; current and potential opportunities and source of threats. Moreover, in the Market Strategy we’ll talk about positioning, promotion, and distribution. Following this further, in the Finance section we’ll illustrate the product pricing, costs, and revenues. In the same way we’ll show our revenue allocation estimates, expenses budget, and finish with customer value pricing. Title: Project Glass: Google’s Augmented Reality Glasses Author: Al Mallak, Manar, Al-Mulla, Nameer, Griffis, Sarah, Koosawangsri, Rachanida, Nguyen, Tri, Tamimi, Sajeda Year: 2012 Technology is everywhere. It is very beneficial and plays a big role in our lives today. But it controls the way people collaborate with each other in our work, studies, mobility, communication, thinking, and even our eating. We believe technology “should work for you—to be there when you need it and get out of your way when you don’t [1]. “ And here comes the role of Google Glass as an alternative. The project was started by the Google company under the name ‘Project Glass’ to create a significant type of technology that provides an environment to help people share the world and put it back in the moment. Google Glass is an augmented reality head-mounted display (HMD) developed by Google within Project Glass’ research & development program [2]. Our focus in this marketing plan will be on enterprise businesses, rather than only solutions for individual end users. Google is already in the enterprise market. We will go through our marketing plan by starting with the product itself, and by doing a Product Analysis. We discuss a Technology Assessment and then explore the product propose, components, features, and value it can provide to enterprise customers. Then we will go through our Market Analysis to show our potential customer segmentations. We explain our decision of choosing our targeted early adapters and early majority and illustrate the technology’s adoption lifecycle curve and crossing the chasm. Later on, in the Customer Analysis section we explain our targeted customers in depth by giving a definition and exploring their activities. We show the role of Google Glass in the work process and end up with the customer perceptions. Furthermore, in the Competitor Analysis section, we will create a competitive landscape to map our product’s competitors by giving an in-depth elaboration on every competitor’s pros and cons and their place in the landscape position. The competitor section is finished by doing a SWOT analysis to show our organization’s points of strengths, weaknesses; current and potential opportunities and source of threats. Moreover, in the Market Strategy we’ll talk about positioning, promotion, and distribution. Following this further, in the Finance section we’ll illustrate the product pricing, costs, and revenues. In the same way we’ll show our revenue allocation estimates, expenses budget, and finish with customer value pricing. Close

• 14. [Article] Group Project -- Sony 3DHD TV: "Living the Experience"

  The next big thing on TV, as Panasonic and Samsung called it during the CES 2010 exhibit, is the availability of the 3D experience on the new TV sets that are coming to the market as early as the first ...

  Citation × Citation Citation Abstract Copy Title: Group Project -- Sony 3DHD TV: "Living the Experience" Author: Schwarz, Justus Arne, Noble, Stephen, Martinez, Jesus, Eshghi, Sha Year: 2010 The next big thing on TV, as Panasonic and Samsung called it during the CES 2010 exhibit, is the availability of the 3D experience on the new TV sets that are coming to the market as early as the first quarter of 2010. Though 3D technology has been around for many years in very concrete niches such as specialized movie theaters the advent of more realistic 3D techniques and the push from media creators to have more available content is going to create a new market opportunities in home TV sales and many vendors are putting their best effort to offer such products. Initial industry estimates are showing a significant adoption of 3D technology across TV sets, computer equipment, content broadcast and specialized home entertainment so the interest of major entertainment providers is clearly justified. This new end market currently appeals to early adopters who are willing to pay the premium for the latest technologies and expect a full available ecosystem of content/equipment to improve their experience. An accurate study of market segments and a correct introduction of these new products will have a significant impact to set standards and future steps on 3D technology as new updates on the technology, interaction to other home entertainment equipment such as home theaters and larger segment shares on a growing market. Sony Corporation is one of the best situated entertainment providers due to its history of a technology innovation company, trusted for its reliability and quality on products and the fact that Sony is not just an electronics company trying solely to sell products but a key player in all aspects of the entertainment industry creating content such as motion pictures or computer games, developing the tools required for 3D creation and broadcasting content as well as the electronic manufacturer. Title: Group Project -- Sony 3DHD TV: "Living the Experience" Author: Schwarz, Justus Arne, Noble, Stephen, Martinez, Jesus, Eshghi, Sha Year: 2010 The next big thing on TV, as Panasonic and Samsung called it during the CES 2010 exhibit, is the availability of the 3D experience on the new TV sets that are coming to the market as early as the first quarter of 2010. Though 3D technology has been around for many years in very concrete niches such as specialized movie theaters the advent of more realistic 3D techniques and the push from media creators to have more available content is going to create a new market opportunities in home TV sales and many vendors are putting their best effort to offer such products. Initial industry estimates are showing a significant adoption of 3D technology across TV sets, computer equipment, content broadcast and specialized home entertainment so the interest of major entertainment providers is clearly justified. This new end market currently appeals to early adopters who are willing to pay the premium for the latest technologies and expect a full available ecosystem of content/equipment to improve their experience. An accurate study of market segments and a correct introduction of these new products will have a significant impact to set standards and future steps on 3D technology as new updates on the technology, interaction to other home entertainment equipment such as home theaters and larger segment shares on a growing market. Sony Corporation is one of the best situated entertainment providers due to its history of a technology innovation company, trusted for its reliability and quality on products and the fact that Sony is not just an electronics company trying solely to sell products but a key player in all aspects of the entertainment industry creating content such as motion pictures or computer games, developing the tools required for 3D creation and broadcasting content as well as the electronic manufacturer. Close

• 15. [Article] Marketing Plan: The Cube

  Our product is a low cost ($1,299) three dimensional prototyping machine, commonly known as a “personal 3D Printer”. The product name is “The Cube” and is produced by 3D Systems, Inc. Our customers are ...

  Citation × Citation Citation Abstract Copy Title: Marketing Plan: The Cube Author: Eastham, James, Tucker, David, Smith, Joe, Julien, Alex, Bhendigeri, Sandeep Year: 2012 Our product is a low cost ($1,299) three dimensional prototyping machine, commonly known as a “personal 3D Printer”. The product name is “The Cube” and is produced by 3D Systems, Inc. Our customers are companies interested in speeding up their New Product Development (NPD) process by decentralizing their prototyping capability. Currently, firms design products or components using Computer Aided Design (CAD). Once the CAD design is complete, the file is converted to STL format (Stereo Lithography) and sent to an outside vendor or an internal prototype department. The outside vendor or internal department will create the prototype using an expensive 3D printer. The outsourcing process generally takes around 2 weeks at a cost of $300. Our system will allow each designer to have a desk‐top prototyping station, thereby reducing the prototyping time to 2 hours at a cost $10. 3D Systems is an established manufacturer of 3D Printers with an existing customer base. 3D Systems is currently a market leader in higher cost 3D Printers. The Cube is one of the lowest cost (sub $1300) products on the market designed for the consumer segment. The Cube stands out in the market as the lowest cost and easiest to use with established technical / customer support. The price of printer materials (Amorphous Thermo‐Plastics) and printing speed is comparable to other systems on the market. The Cube is not as flexible as some competitors; however the marketing team believes the majority of companies and consumers are not interested in an open source system which allows for manual “hacking” of the hardware and software. The primary competitor, MakerBot, targets the at‐ home hobbyist, while our product is more targeted to the mainstream user. Title: Marketing Plan: The Cube Author: Eastham, James, Tucker, David, Smith, Joe, Julien, Alex, Bhendigeri, Sandeep Year: 2012 Our product is a low cost ($1,299) three dimensional prototyping machine, commonly known as a “personal 3D Printer”. The product name is “The Cube” and is produced by 3D Systems, Inc. Our customers are companies interested in speeding up their New Product Development (NPD) process by decentralizing their prototyping capability. Currently, firms design products or components using Computer Aided Design (CAD). Once the CAD design is complete, the file is converted to STL format (Stereo Lithography) and sent to an outside vendor or an internal prototype department. The outside vendor or internal department will create the prototype using an expensive 3D printer. The outsourcing process generally takes around 2 weeks at a cost of $300. Our system will allow each designer to have a desk‐top prototyping station, thereby reducing the prototyping time to 2 hours at a cost $10. 3D Systems is an established manufacturer of 3D Printers with an existing customer base. 3D Systems is currently a market leader in higher cost 3D Printers. The Cube is one of the lowest cost (sub $1300) products on the market designed for the consumer segment. The Cube stands out in the market as the lowest cost and easiest to use with established technical / customer support. The price of printer materials (Amorphous Thermo‐Plastics) and printing speed is comparable to other systems on the market. The Cube is not as flexible as some competitors; however the marketing team believes the majority of companies and consumers are not interested in an open source system which allows for manual “hacking” of the hardware and software. The primary competitor, MakerBot, targets the at‐ home hobbyist, while our product is more targeted to the mainstream user. Close

• 16. [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

• 17. [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

• 18. [Article] SK-II Portable Facial Steamer Marketing Plan

  In today’s busy lifestyles, consumers are finding a need for beauty products that will give them the flexibility to use anywhere on a moment’s notice. Providing them the ability refresh they facial appearance. ...

  Citation × Citation Citation Abstract Copy Title: SK-II Portable Facial Steamer Marketing Plan Author: Bharthepudi, Anjan, Pham, Harry, Pham, Larry, Kongsansatean, Paweena, Danskin, Rodney Year: 2014 In today’s busy lifestyles, consumers are finding a need for beauty products that will give them the flexibility to use anywhere on a moment’s notice. Providing them the ability refresh they facial appearance. These products must provide the consumer with portability without sacrificing functionality and effectively. Carrying some of the products required to maintain this look is either impractical or impossible, as most are either found in professional beauty salons or are large and bulky requiring them to be placed on desks or tables for use. The growing demand for portable easy to use beauty devices in Japan led to the trending term, Moba Beau. This term has been made popular by working women in Japan and refers to small beauty devices, both electronic and non-electronic, that are designed to be on the go with a purpose to be used on the face of body. With a notable increase in the popularity of portable beauty devices, Procter and Gamble (P&G) Japan KK has identified a market need for a hot portable facial steamer because of the popularity of home and professional use of hot facial steamers and the increasing trend for portable beauty devices. This combination of hot steam and in a portable form factor does not exist in the beauty market today. The portable facial steamer will be used by women who are on the go and want the ability to look fresh in all occasions without the burden of packing around bulky pieces of equipment. It will be sold at SK-II counters and the SK-II online website. It will be under P&G Japan’s SK-II brand, which is P&G’s premium line for beauty products in the Asia markets. Title: SK-II Portable Facial Steamer Marketing Plan Author: Bharthepudi, Anjan, Pham, Harry, Pham, Larry, Kongsansatean, Paweena, Danskin, Rodney Year: 2014 In today’s busy lifestyles, consumers are finding a need for beauty products that will give them the flexibility to use anywhere on a moment’s notice. Providing them the ability refresh they facial appearance. These products must provide the consumer with portability without sacrificing functionality and effectively. Carrying some of the products required to maintain this look is either impractical or impossible, as most are either found in professional beauty salons or are large and bulky requiring them to be placed on desks or tables for use. The growing demand for portable easy to use beauty devices in Japan led to the trending term, Moba Beau. This term has been made popular by working women in Japan and refers to small beauty devices, both electronic and non-electronic, that are designed to be on the go with a purpose to be used on the face of body. With a notable increase in the popularity of portable beauty devices, Procter and Gamble (P&G) Japan KK has identified a market need for a hot portable facial steamer because of the popularity of home and professional use of hot facial steamers and the increasing trend for portable beauty devices. This combination of hot steam and in a portable form factor does not exist in the beauty market today. The portable facial steamer will be used by women who are on the go and want the ability to look fresh in all occasions without the burden of packing around bulky pieces of equipment. It will be sold at SK-II counters and the SK-II online website. It will be under P&G Japan’s SK-II brand, which is P&G’s premium line for beauty products in the Asia markets. Close

• 19. [Article] RollTop Marketing Plan

  Today’s consumers are exposed to a wide range of electronic gadgets, mainly laptops and tablets, each one addressing part of the users’ needs such as portability, performance, and application accessibility, ...

  Citation × Citation Citation Abstract Copy Title: RollTop Marketing Plan Author: Hogaboam, Liliya, Cho, Yonghee, Natarajan, Rupha, Sater, Abrahim, Ju, Jiali, Provenzola, Jeremy Year: 2012 Today’s consumers are exposed to a wide range of electronic gadgets, mainly laptops and tablets, each one addressing part of the users’ needs such as portability, performance, and application accessibility, to name a few. The current fast pace, “on the move” life style is forcing the consumers to demand a full solution ready at their fingertips all the times. Possessing, carrying, and using two devices at once is not practical and is causing an inconvenient problem to a generation that is ready to own every single electronic gadget out there. Also, the trend of environmentally concerned people has been increasing year after year, as well as the consumer demand for green (recyclable and very efficient) products. A good point to keep in mind is that the manufacturers acknowledge the consumers’ partnership in innovation and they are giving it a great deal of consideration. At Samsung, being part of the current generation, we captured those concerns and developed the concept for the Rolltop. The solution is a Laptop/Tablet/Standalone screen, 3 in 1 product that satisfies the versatility of the “on the move” customer needs and ‘I need this gadget too’ desires. A fully recyclable, more efficient in terms of power consumption, and flexible OLED/LEC (organic light-emitting diode/electrochemical-cell) display combined with the latest computing power and other ergonomic/mechanic features will cover all our consumer concerns, strengthen Samsung’s position in the driver seat and most importantly, put the environmental efforts in consumer electronics on the right track. The Rolltop is the essential companion for the users, who through their turbulent lives, need an inherent keyboard to work on spreadsheets and other documents (as a 13-inch laptop), and a large multi-touch (17-inch tablet) screen and a stylus for design. Finally, the bonus 17” standalone display with its vibrant colors is there for movies time. The Rolltop will be equipped with an Intel Core i7 processor, a Windows 8 operating system, a 500GB or SSD storage of up to 128GB, the Wi-Fi, WiMax and Bluetooth options along with the latest Thunderbolt technology. The approximate 3 pounds device will be available for a suggested $1,215. Note: The Marketing Log appendix is included here as a supplemental file. Title: RollTop Marketing Plan Author: Hogaboam, Liliya, Cho, Yonghee, Natarajan, Rupha, Sater, Abrahim, Ju, Jiali, Provenzola, Jeremy Year: 2012 Today’s consumers are exposed to a wide range of electronic gadgets, mainly laptops and tablets, each one addressing part of the users’ needs such as portability, performance, and application accessibility, to name a few. The current fast pace, “on the move” life style is forcing the consumers to demand a full solution ready at their fingertips all the times. Possessing, carrying, and using two devices at once is not practical and is causing an inconvenient problem to a generation that is ready to own every single electronic gadget out there. Also, the trend of environmentally concerned people has been increasing year after year, as well as the consumer demand for green (recyclable and very efficient) products. A good point to keep in mind is that the manufacturers acknowledge the consumers’ partnership in innovation and they are giving it a great deal of consideration. At Samsung, being part of the current generation, we captured those concerns and developed the concept for the Rolltop. The solution is a Laptop/Tablet/Standalone screen, 3 in 1 product that satisfies the versatility of the “on the move” customer needs and ‘I need this gadget too’ desires. A fully recyclable, more efficient in terms of power consumption, and flexible OLED/LEC (organic light-emitting diode/electrochemical-cell) display combined with the latest computing power and other ergonomic/mechanic features will cover all our consumer concerns, strengthen Samsung’s position in the driver seat and most importantly, put the environmental efforts in consumer electronics on the right track. The Rolltop is the essential companion for the users, who through their turbulent lives, need an inherent keyboard to work on spreadsheets and other documents (as a 13-inch laptop), and a large multi-touch (17-inch tablet) screen and a stylus for design. Finally, the bonus 17” standalone display with its vibrant colors is there for movies time. The Rolltop will be equipped with an Intel Core i7 processor, a Windows 8 operating system, a 500GB or SSD storage of up to 128GB, the Wi-Fi, WiMax and Bluetooth options along with the latest Thunderbolt technology. The approximate 3 pounds device will be available for a suggested $1,215. Note: The Marketing Log appendix is included here as a supplemental file. Close

• 20. [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