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• 311. [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

• 312. [Article] Business Plan For Riverside Energy LLC

  In 2008, $5.2 billion was spent on program management and supporting contractors in energy efficiency in the United States[1]. Funding for energy efficiency is expected to increase as the cost of power ...

  Citation × Citation Citation Abstract Copy Title: Business Plan For Riverside Energy LLC Author: Smeraglio, Matt Year: 2012 In 2008, $5.2 billion was spent on program management and supporting contractors in energy efficiency in the United States[1]. Funding for energy efficiency is expected to increase as the cost of power production rises. This report focuses primarily on energy efficiency available to dairy farms, located in the Northern Mid-West region of the United States. Dairy farms have seen sharp increases in feed prices, large fluctuations in milk prices, and a steady rise in electricity rates. Of these three, it is easiest for the farmer to lower energy consumption. Riverside Energy will enable farmers to realize maximum potential energy and cost savings by offering custom dairy energy audits. Riverside Energy is proposing to startup as a sole proprietorship energy efficiency company, focusing on the agricultural and industrial markets of Michigan, which was ranked most improved in energy efficiency in a recent study [2]. The primary revenue stream will be providing energy audits to dairy farms, which will help them to lower energy consumption, saving substantial money. The final deliverable from Riverside to the customer will be a detailed Dairy Audit Report, detailing the best ways to save energy, and the expected upgrade costs, dollar savings and payback (return on investment) for proposed upgrades. As the demand for energy increases, there is more and more pressure for electrical utilities to build new power plants. But it is more cost effective for utilities to pay energy consuming customers to use less energy than to build new power plants. This promotes the sale of energy efficient equipment and energy audits. For dairies, there are cash incentives to pay for a portion of auditing services, and for dairy equipment upgrades. This in turn promotes Riverside’s auditing revenue stream. The biggest challenge for Riverside will be to compete against established auditors in the Michigan area, which is a fragmented group of university programs, state programs, small companies, and electric utilities. Riverside hopes to differentiate by establishing itself as both agriculturally knowledgeable and highly skilled in detailed analysis. Five primary marketing strategies have been established, which include selling direct to farmers, presenting at trade shows, enrolling in the Michigan Farm Energy Audit Program, participating in utility incentive programs, and creating partnerships with dairy equipment vendors. The most promising will likely be dairy equipment vendor partnerships, because they have the highest amount of contact with dairies, strong generational relationships, and sell the efficient equipment that riverside will propose for upgrades. It is estimated that each audit will sell for between $1,000 to $2,000 dollars, and that there are a potential of 1,900 dairies available for audits in the region. Riverside hopes to capture up to 67 audits per year, which would yield $120,000 in sales per year, taking 4 years to ramp up to this sales level. Pro forma income statements predict a break even after 23 months, with estimated startup costs at $26,700. Funding for this startup will be comprised of owner investment and a small bank loan. Riverside believes it has found a niche in the energy efficiency market through dairy energy audits. Though prospects are promising, further details on additional revenue streams and development of key relationships should be pursued before launch. Riverside could be ready for launch in 6 months to a year. Title: Business Plan For Riverside Energy LLC Author: Smeraglio, Matt Year: 2012 In 2008, $5.2 billion was spent on program management and supporting contractors in energy efficiency in the United States[1]. Funding for energy efficiency is expected to increase as the cost of power production rises. This report focuses primarily on energy efficiency available to dairy farms, located in the Northern Mid-West region of the United States. Dairy farms have seen sharp increases in feed prices, large fluctuations in milk prices, and a steady rise in electricity rates. Of these three, it is easiest for the farmer to lower energy consumption. Riverside Energy will enable farmers to realize maximum potential energy and cost savings by offering custom dairy energy audits. Riverside Energy is proposing to startup as a sole proprietorship energy efficiency company, focusing on the agricultural and industrial markets of Michigan, which was ranked most improved in energy efficiency in a recent study [2]. The primary revenue stream will be providing energy audits to dairy farms, which will help them to lower energy consumption, saving substantial money. The final deliverable from Riverside to the customer will be a detailed Dairy Audit Report, detailing the best ways to save energy, and the expected upgrade costs, dollar savings and payback (return on investment) for proposed upgrades. As the demand for energy increases, there is more and more pressure for electrical utilities to build new power plants. But it is more cost effective for utilities to pay energy consuming customers to use less energy than to build new power plants. This promotes the sale of energy efficient equipment and energy audits. For dairies, there are cash incentives to pay for a portion of auditing services, and for dairy equipment upgrades. This in turn promotes Riverside’s auditing revenue stream. The biggest challenge for Riverside will be to compete against established auditors in the Michigan area, which is a fragmented group of university programs, state programs, small companies, and electric utilities. Riverside hopes to differentiate by establishing itself as both agriculturally knowledgeable and highly skilled in detailed analysis. Five primary marketing strategies have been established, which include selling direct to farmers, presenting at trade shows, enrolling in the Michigan Farm Energy Audit Program, participating in utility incentive programs, and creating partnerships with dairy equipment vendors. The most promising will likely be dairy equipment vendor partnerships, because they have the highest amount of contact with dairies, strong generational relationships, and sell the efficient equipment that riverside will propose for upgrades. It is estimated that each audit will sell for between $1,000 to $2,000 dollars, and that there are a potential of 1,900 dairies available for audits in the region. Riverside hopes to capture up to 67 audits per year, which would yield $120,000 in sales per year, taking 4 years to ramp up to this sales level. Pro forma income statements predict a break even after 23 months, with estimated startup costs at $26,700. Funding for this startup will be comprised of owner investment and a small bank loan. Riverside believes it has found a niche in the energy efficiency market through dairy energy audits. Though prospects are promising, further details on additional revenue streams and development of key relationships should be pursued before launch. Riverside could be ready for launch in 6 months to a year. Close

• 313. [Article] Competitive Pricing using Data Envelopment Analysis - Pricing for Oscilloscopes

  The research in this paper proposes a new technique for pricing products in competitive markets taking into account the features and prices of competing product offerings. This technique is based on a ...

  Citation × Citation Citation Abstract Copy Title: Competitive Pricing using Data Envelopment Analysis - Pricing for Oscilloscopes Author: Wang, Bing, Perrenoud, Christophe, Castillejos, Ignacio, Rampali, Phaneendra, Tsai, Sheng-Te, Zehr, Wilson Year: 2012 The research in this paper proposes a new technique for pricing products in competitive markets taking into account the features and prices of competing product offerings. This technique is based on a methodology known as Data Envelopment Analysis (DEA) and is referred to as Competitive Pricing using Data Envelopment Analysis (CPDEA). The speed of innovation and new product development in competitive markets continues to accelerate at a rapid pace. In this environment, when new products are introduced they do not necessarily disappear, they often remain in the market at a price that decreases over time to reflects the market’s perception of reduced value – the latest and greatest products often command a price premium. Providers of products and services need to be able to price their products competitively: if they price too high then volume can drop to zero; price too low and money is left on the table. There are a number of analytical techniques that are used to determine optimal pricing. These include: Conjoint Analysis, Van Westendorp Price Sensitivity Meter, Gabor Granger, Brand vs. Price Trade-off, and Expert Session. However these techniques rely largely on direct customer survey research which is complicated and time consuming to setup; as well as subject to bias based on individual opinions. This bias can be reduced given a large sample size; however, this does not eliminate the gap that exists between buyer perception (what potential customers say they would do) and buyer behavior (what customers actually do). This bias can be removed by looking directly at the market. This study uses CPDEA to examine the actual prices and features currently available in the oscilloscope market and find those offerings that are state of the art (SOA). In addition, given the results of this analysis, and assuming an efficient market, it is also possible to adjust prices and create an efficient offering even when the “feature set” is not SOA. This provides one more analytical tool to assist with competitive pricing, especially for those offerings with complex feature sets. This, in turn, can boost profit margins for the most advanced and assure competitive pricing for older models. Title: Competitive Pricing using Data Envelopment Analysis - Pricing for Oscilloscopes Author: Wang, Bing, Perrenoud, Christophe, Castillejos, Ignacio, Rampali, Phaneendra, Tsai, Sheng-Te, Zehr, Wilson Year: 2012 The research in this paper proposes a new technique for pricing products in competitive markets taking into account the features and prices of competing product offerings. This technique is based on a methodology known as Data Envelopment Analysis (DEA) and is referred to as Competitive Pricing using Data Envelopment Analysis (CPDEA). The speed of innovation and new product development in competitive markets continues to accelerate at a rapid pace. In this environment, when new products are introduced they do not necessarily disappear, they often remain in the market at a price that decreases over time to reflects the market’s perception of reduced value – the latest and greatest products often command a price premium. Providers of products and services need to be able to price their products competitively: if they price too high then volume can drop to zero; price too low and money is left on the table. There are a number of analytical techniques that are used to determine optimal pricing. These include: Conjoint Analysis, Van Westendorp Price Sensitivity Meter, Gabor Granger, Brand vs. Price Trade-off, and Expert Session. However these techniques rely largely on direct customer survey research which is complicated and time consuming to setup; as well as subject to bias based on individual opinions. This bias can be reduced given a large sample size; however, this does not eliminate the gap that exists between buyer perception (what potential customers say they would do) and buyer behavior (what customers actually do). This bias can be removed by looking directly at the market. This study uses CPDEA to examine the actual prices and features currently available in the oscilloscope market and find those offerings that are state of the art (SOA). In addition, given the results of this analysis, and assuming an efficient market, it is also possible to adjust prices and create an efficient offering even when the “feature set” is not SOA. This provides one more analytical tool to assist with competitive pricing, especially for those offerings with complex feature sets. This, in turn, can boost profit margins for the most advanced and assure competitive pricing for older models. Close

• 314. [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

• 315. [Article] Business Plan for Bolt and Brush Print and Paint House

  EXECUTIVE SUMMARY One Line Pitch: A boutique paint and textile retailer selling an edited palette of paints and a unique line of textiles to customers having a penchant for locally produced, environmentally ...

  Citation × Citation Citation Abstract Copy Title: Business Plan for Bolt and Brush Print and Paint House Author: Griffis, Sarah, Miller, Sarah Year: 2012 EXECUTIVE SUMMARY One Line Pitch: A boutique paint and textile retailer selling an edited palette of paints and a unique line of textiles to customers having a penchant for locally produced, environmentally friendly products for the well lived and well loved home. Business Summary: We offer professional architectural color consulting services, specifying our own tested and edited palette of premium paint colors. Our line of paints coordinates directly to a line of modern textiles, screen-­‐printed locally in Portland, Oregon. The paints are sold by the quart or gallon and the textiles are sold by the yard in our Pearl District retail location. Look out for our tote bags, pillows and other textiles for the table as well. Product/Services: Bolt and Brush will offer professional, architectural color consulting services and a premium line of environmentally friendly paints for retail sale. A line of textiles, designed and screen-­‐printed locally, will also be sold by the yard. Other ancillary products made from the same yardage sold in the store like tote bags, pillows and textiles for the dining table will also be made locally and sold both online and in retail stores. Target Market: Bolt and Brush’s targeted customer, both male and female, is design savvy with a strong appreciation for locally produced goods that are also environmentally friendly. Typically these consumers have at least some level of higher education. They are in the middle to upper middle class income range and despite the economic downturn; these customers are still financially capable of make purchases for premium goods and services. Management: Sarah Miller, Founder and sole employee, having color and textile design experience in multiple industries, a BFA in Textile Design and the near completion of an MBA. Sarah’s natural inclination is towards the arts and design, but steadfast persistence in the practicalities of opening a business makes her a likely candidate for entrepreneurial success in the design field. Sales/Marketing Strategy: Bolt & Brush’s marketing strategy focuses initially on local support, i.e. newspaper and magazine write-­‐ups, radio spots, and word of mouth from satisfied customers of the color consultation process. The company will gain needed brand awareness nationally with a strong on-­‐line presence and personality that taps into the design-­‐centric community . Financial Strategy: We have established a three-­‐year ramp up period of developing brand recognition in the online design community using guerilla-­‐marketing tactics. At the end of the three-­‐year period, once the strength of the brand has been established, we will invest in the overhead of a retail storefront, which will allow for additional avenues for growth. Risk Assessment: The risk involved lies mostly on Sarah Miller and her spouse. $50,000 in seed money is from their personal funds and Sarah would be compromising other career opportunities by focusing her creative energies on growing the business. The risk of failure, otherwise, at this stage is minimal and will affect few. The worst-­‐case scenario would be that customers would not respond to the patterns and colors brought to market. If this occurred, Sarah would shift the focus of her business and reevaluate the company’s direction. Title: Business Plan for Bolt and Brush Print and Paint House Author: Griffis, Sarah, Miller, Sarah Year: 2012 EXECUTIVE SUMMARY One Line Pitch: A boutique paint and textile retailer selling an edited palette of paints and a unique line of textiles to customers having a penchant for locally produced, environmentally friendly products for the well lived and well loved home. Business Summary: We offer professional architectural color consulting services, specifying our own tested and edited palette of premium paint colors. Our line of paints coordinates directly to a line of modern textiles, screen-­‐printed locally in Portland, Oregon. The paints are sold by the quart or gallon and the textiles are sold by the yard in our Pearl District retail location. Look out for our tote bags, pillows and other textiles for the table as well. Product/Services: Bolt and Brush will offer professional, architectural color consulting services and a premium line of environmentally friendly paints for retail sale. A line of textiles, designed and screen-­‐printed locally, will also be sold by the yard. Other ancillary products made from the same yardage sold in the store like tote bags, pillows and textiles for the dining table will also be made locally and sold both online and in retail stores. Target Market: Bolt and Brush’s targeted customer, both male and female, is design savvy with a strong appreciation for locally produced goods that are also environmentally friendly. Typically these consumers have at least some level of higher education. They are in the middle to upper middle class income range and despite the economic downturn; these customers are still financially capable of make purchases for premium goods and services. Management: Sarah Miller, Founder and sole employee, having color and textile design experience in multiple industries, a BFA in Textile Design and the near completion of an MBA. Sarah’s natural inclination is towards the arts and design, but steadfast persistence in the practicalities of opening a business makes her a likely candidate for entrepreneurial success in the design field. Sales/Marketing Strategy: Bolt & Brush’s marketing strategy focuses initially on local support, i.e. newspaper and magazine write-­‐ups, radio spots, and word of mouth from satisfied customers of the color consultation process. The company will gain needed brand awareness nationally with a strong on-­‐line presence and personality that taps into the design-­‐centric community . Financial Strategy: We have established a three-­‐year ramp up period of developing brand recognition in the online design community using guerilla-­‐marketing tactics. At the end of the three-­‐year period, once the strength of the brand has been established, we will invest in the overhead of a retail storefront, which will allow for additional avenues for growth. Risk Assessment: The risk involved lies mostly on Sarah Miller and her spouse. $50,000 in seed money is from their personal funds and Sarah would be compromising other career opportunities by focusing her creative energies on growing the business. The risk of failure, otherwise, at this stage is minimal and will affect few. The worst-­‐case scenario would be that customers would not respond to the patterns and colors brought to market. If this occurred, Sarah would shift the focus of her business and reevaluate the company’s direction. Close

• 316. [Article] MChip Marketing Plan

  The MChip product is a breakthrough technology that is extremely competitive with any existing products on the market. The MChip offers significant costs savings (in excess of 50%) when compared to the ...

  Citation × Citation Citation Abstract Copy Title: MChip Marketing Plan Author: Cooper, Melvin Year: 2012 The MChip product is a breakthrough technology that is extremely competitive with any existing products on the market. The MChip offers significant costs savings (in excess of 50%) when compared to the lowest competitor. The MChip provides not only HIV testing capabilities, but also Syphilis – a commonly paired test. The MChip is the first point of care testing product that provides an objective result, a key factor for health care workers, and of course, patients. POCT products are sold all over the world, and last year, over 120 million people had an HIV test. The product also offers other advantages including a longer shelf life, it is far easier to use than existing products (does not require reagent mixing), and provides results in roughly 10 minutes, matching the next quickest product available. In comparison to other products, MChip is clearly superior and given an effective marketing plan, should be highly successful. Aside from the improbability that comparable technology will be developed that does not infringe on MChip’s patents, the only barriers to dominating the market are competitors that also offer a broad array of related medical supplies. Some large global competitors also sell a wide variety of related products and may bundle or package testing kits with much higher ticket items, such as anti-viral therapies or other products. Another potential barrier is related to politics, partnerships and relationships between global health organizations, foundations and governments. For example, Abbott, a major pharmaceutical manufacturer also sells HIV test kits, such a organization may contribute significantly to charitable causes, and as such, partners may elect to continue purchasing their HIV Test Kits. Aside from the advantages offered by the MChip product, its ability to include up to six additional test on a single cartridge, and its plans to continue adding different test such as hepatitis for example, will further solidify its position in the market by effectively bundling several test into a single test kits, further reducing costs, and providing other benefits. The full potential of MChip is unknown, but it appears it is a excellent product that offers meaningful benefits not only to end-users, patients and healthcare workers, but t the much greater efforts to reduce the spread of AIDS by making testing more economical, and hence, increasing availability. Title: MChip Marketing Plan Author: Cooper, Melvin Year: 2012 The MChip product is a breakthrough technology that is extremely competitive with any existing products on the market. The MChip offers significant costs savings (in excess of 50%) when compared to the lowest competitor. The MChip provides not only HIV testing capabilities, but also Syphilis – a commonly paired test. The MChip is the first point of care testing product that provides an objective result, a key factor for health care workers, and of course, patients. POCT products are sold all over the world, and last year, over 120 million people had an HIV test. The product also offers other advantages including a longer shelf life, it is far easier to use than existing products (does not require reagent mixing), and provides results in roughly 10 minutes, matching the next quickest product available. In comparison to other products, MChip is clearly superior and given an effective marketing plan, should be highly successful. Aside from the improbability that comparable technology will be developed that does not infringe on MChip’s patents, the only barriers to dominating the market are competitors that also offer a broad array of related medical supplies. Some large global competitors also sell a wide variety of related products and may bundle or package testing kits with much higher ticket items, such as anti-viral therapies or other products. Another potential barrier is related to politics, partnerships and relationships between global health organizations, foundations and governments. For example, Abbott, a major pharmaceutical manufacturer also sells HIV test kits, such a organization may contribute significantly to charitable causes, and as such, partners may elect to continue purchasing their HIV Test Kits. Aside from the advantages offered by the MChip product, its ability to include up to six additional test on a single cartridge, and its plans to continue adding different test such as hepatitis for example, will further solidify its position in the market by effectively bundling several test into a single test kits, further reducing costs, and providing other benefits. The full potential of MChip is unknown, but it appears it is a excellent product that offers meaningful benefits not only to end-users, patients and healthcare workers, but t the much greater efforts to reduce the spread of AIDS by making testing more economical, and hence, increasing availability. Close

• 317. [Article] Google's Technology Strategy

  Google Inc. is a multinational public corporation invested in Internet search, cloud computing, and advertising technologies. Google hosts and develops a number of Internet-based services and products, ...

  Citation × Citation Citation Abstract Copy Title: Google's Technology Strategy Author: Murthy, Mamatha, Maheshwari, Priti, Neethirajan, Aarthi, Upadhyay, Jubin, Soysa, Dinesh, Taddesse, Neb Year: 2010 Google Inc. is a multinational public corporation invested in Internet search, cloud computing, and advertising technologies. Google hosts and develops a number of Internet-based services and products, and generates profit primarily from advertising through its Ad Words program. The company was founded in January 1996 by two Stanford students Larry Page and Sergey Brin and was first incorporated as privately held company on September 4, 1998. Its initial public offering followed on August 19, 2004. Google’s mission is to organize the world’s information and make it universally accessible and useful. This describes what the company actually plans to do on a day-by-day basis. By using its proprietary search technology and other internet based services and products, Google does help to organize information and make it both more accessible and more useful. Larry and Brin first started a simple search engine, Backrub in 1996 which based its search results on the number of “back links” pointing to a given web site. Backrub was unique as it was designed to work in a network of low-end PCs instead of expensive mainframes used by major search engines of the day. By 1998, Larry and Sergey tried to sell their technology but ended up having no takers. They moved out of the dorm and wrote a business plan. With the help of Bechtolsheim, one of the founders of Sun Microsystems, Google Inc. was born. Thus company thus started, has grown rapidly over the years becoming a market leader in the Search industry. Google runs over one million servers in datacenters around the world and processes over one billion search requests and about twenty-four petabytes of user –generated data every day. This rapid growth has triggered a chain of products, acquisitions and partnerships beyond the company’s core search engine. The company offers productivity software such as Gmail, social networking tools such as Orkut, Google Buzz, browser such as Google Chrome, the Picasa photo organization and editing application, Google Talk instant messaging application, Android mobile phone operating system, YouTube, Blogger and much more. Since its incorporation, Google continues to grow and its stock continues to rise from its initial price of $100/share to a high close of $704.79/share in October 2007. It has since dropped to $573/share as of December 2010, but still remains significantly higher. Google has a current market share of 66 percent in USA and 86 percent globally, thus is clearly a market leader. However, the dominant market position of Google's services has led to criticism of the company over issues including privacy, copyright, and censorship. Title: Google's Technology Strategy Author: Murthy, Mamatha, Maheshwari, Priti, Neethirajan, Aarthi, Upadhyay, Jubin, Soysa, Dinesh, Taddesse, Neb Year: 2010 Google Inc. is a multinational public corporation invested in Internet search, cloud computing, and advertising technologies. Google hosts and develops a number of Internet-based services and products, and generates profit primarily from advertising through its Ad Words program. The company was founded in January 1996 by two Stanford students Larry Page and Sergey Brin and was first incorporated as privately held company on September 4, 1998. Its initial public offering followed on August 19, 2004. Google’s mission is to organize the world’s information and make it universally accessible and useful. This describes what the company actually plans to do on a day-by-day basis. By using its proprietary search technology and other internet based services and products, Google does help to organize information and make it both more accessible and more useful. Larry and Brin first started a simple search engine, Backrub in 1996 which based its search results on the number of “back links” pointing to a given web site. Backrub was unique as it was designed to work in a network of low-end PCs instead of expensive mainframes used by major search engines of the day. By 1998, Larry and Sergey tried to sell their technology but ended up having no takers. They moved out of the dorm and wrote a business plan. With the help of Bechtolsheim, one of the founders of Sun Microsystems, Google Inc. was born. Thus company thus started, has grown rapidly over the years becoming a market leader in the Search industry. Google runs over one million servers in datacenters around the world and processes over one billion search requests and about twenty-four petabytes of user –generated data every day. This rapid growth has triggered a chain of products, acquisitions and partnerships beyond the company’s core search engine. The company offers productivity software such as Gmail, social networking tools such as Orkut, Google Buzz, browser such as Google Chrome, the Picasa photo organization and editing application, Google Talk instant messaging application, Android mobile phone operating system, YouTube, Blogger and much more. Since its incorporation, Google continues to grow and its stock continues to rise from its initial price of $100/share to a high close of $704.79/share in October 2007. It has since dropped to $573/share as of December 2010, but still remains significantly higher. Google has a current market share of 66 percent in USA and 86 percent globally, thus is clearly a market leader. However, the dominant market position of Google's services has led to criticism of the company over issues including privacy, copyright, and censorship. Close

• 318. [Article] Intel's Internet of Things: How does the Internet of Things (IOT) Play into the Growth Strategy of Intel

  The report begins with the history of the “Internet of Things,” showing how the birth of this industry began with the birth of the Internet. The IoT Ecosystem is explained with four different market segments. ...

  Citation × Citation Citation Abstract Copy Title: Intel's Internet of Things: How does the Internet of Things (IOT) Play into the Growth Strategy of Intel Author: Ebramsyah, Agam, Miller, Cody, Burchfield, David, Xiao, Liyan, Yang, Jacob, Chanamolu, Surekha Year: 2016 The report begins with the history of the “Internet of Things,” showing how the birth of this industry began with the birth of the Internet. The IoT Ecosystem is explained with four different market segments. Highlights, IoT advantages, and shortcomings of each segment are explored. The document begins to focus on the user experience, and how companies can build better relationships with the IoT users. The user experience section describes how rewarding and providing correct information to customers will increase the use of the IoT devices. Advantages of facilitating, services, and innovations in the IoT market from a user experience prospective are explained. The document dives into Intel’s current involvement in the IoT business showing how Intel is ramping up their reach into the IoT market. Intel has begun a major pivot into to the cloud market where the IoT segment will reside. Intel forecasts that the IoT will be a ubiquitous part of everyday life. We look at Intel’s IoT business under the lens of a SWOT analysis showing that Intel has massive opportunity in the IoT market if their forecasts are correct. Currently, Intel has a far reach into the wearable world of the IoT. Intel has made many acquisitions and R&D efforts, but there is little evidence that they have made significant traction. The lack of traction has not derailed Intel, because they believe in their Virtuous Cycle of Growth. Intel is in the process of developing many technologies that fit in the IoT world and are in the Virtuous Cycle. Intel’s strategy in the IoT is vertical integration. This strategy is explained in detail along with key milestones in the IoT segment explaining acquisitions, and investments. Implementation is explained using four pillars in the Virtues Cycle of Growth. Intel will begin with the cloud and data centers, and move into the connected devices. The document then takes a more focused look at wearable tactics explaining hardware and software implementation tactics, and the infrastructure behind it. The document ends with information on Intel’s competition in the IoT world displaying patents acquired, and detailed information about each major competitor. Title: Intel's Internet of Things: How does the Internet of Things (IOT) Play into the Growth Strategy of Intel Author: Ebramsyah, Agam, Miller, Cody, Burchfield, David, Xiao, Liyan, Yang, Jacob, Chanamolu, Surekha Year: 2016 The report begins with the history of the “Internet of Things,” showing how the birth of this industry began with the birth of the Internet. The IoT Ecosystem is explained with four different market segments. Highlights, IoT advantages, and shortcomings of each segment are explored. The document begins to focus on the user experience, and how companies can build better relationships with the IoT users. The user experience section describes how rewarding and providing correct information to customers will increase the use of the IoT devices. Advantages of facilitating, services, and innovations in the IoT market from a user experience prospective are explained. The document dives into Intel’s current involvement in the IoT business showing how Intel is ramping up their reach into the IoT market. Intel has begun a major pivot into to the cloud market where the IoT segment will reside. Intel forecasts that the IoT will be a ubiquitous part of everyday life. We look at Intel’s IoT business under the lens of a SWOT analysis showing that Intel has massive opportunity in the IoT market if their forecasts are correct. Currently, Intel has a far reach into the wearable world of the IoT. Intel has made many acquisitions and R&D efforts, but there is little evidence that they have made significant traction. The lack of traction has not derailed Intel, because they believe in their Virtuous Cycle of Growth. Intel is in the process of developing many technologies that fit in the IoT world and are in the Virtuous Cycle. Intel’s strategy in the IoT is vertical integration. This strategy is explained in detail along with key milestones in the IoT segment explaining acquisitions, and investments. Implementation is explained using four pillars in the Virtues Cycle of Growth. Intel will begin with the cloud and data centers, and move into the connected devices. The document then takes a more focused look at wearable tactics explaining hardware and software implementation tactics, and the infrastructure behind it. The document ends with information on Intel’s competition in the IoT world displaying patents acquired, and detailed information about each major competitor. Close

• 319. [Article] Urban Bike Product Development Project

  Our mission was to come up with innovative ideas to meet the latent needs of urban bike riders. Our design process to meet our mission consisted of the following phases: Selecting the Market Phase Research ...

  Citation × Citation Citation Abstract Copy Title: Urban Bike Product Development Project Author: Rao, Meghana, Vagesh, Nikita, Runde, Neil, Bhella, Opinderjit Year: 2010 Our mission was to come up with innovative ideas to meet the latent needs of urban bike riders. Our design process to meet our mission consisted of the following phases: Selecting the Market Phase Research Phase consisting of three sub phases Observing customers Walking in customer shoes Interviewing customers Creative Innovation Phase consisting of sub stages Pattern Determination Idealization Idea Selection Kick starting our project we needed to select a market. As inputs firstly, we had our mission to come up with the innovative ideas to meet the latent needs of the customer and secondly, the bike company to which we would be selling our idea. With this initial information and discussion among the team members (and professor), we came up with the scope and domain of interest and chose commuters and casual riders in the Portland City area as our primary area of study and research. Research Phase can be viewed as the Inspiration phase of the process. During this phase, we collected some good insights, which is the key element for good idea generation and innovation. During the Observing sub-phase, we gathered good insights by getting out to the world, observing them, connecting with the things the way we had never done before. As a team, we walked in the customer’s shoes and saw things in their point of view not ours and giving us a sense of empathy. Lastly, we interviewed people with a set of predefined questions to get a more in-depth understanding of their needs. Creative Innovation Phase is the Idealization phase where we spent most of our time and energy coming up with good ideas. Good ideas fueled from the Inspiration phase drive the Pattern Determination sub-phase and four important themes emerged from patterns observed from the data collected in the research phase. During Idealization sub-phase, each individual and as well as a team, we performed brainstorming using sketch-boards and white-boards to come up with solutions to address the needs mentioned by the customers. Then we moved down from the low fidelity drawings to the high fidelity ones, narrowing down over twenty five ideas into twelve best ideas and coming up with the three final concepts with customer voting. Additionally we choose to perform another step weighing two dimensions of technical feasibility and the client portfolio. This constituted the Idea Selection phase. Note: The presentation slides associated with this report are included here as a supplemental file. Title: Urban Bike Product Development Project Author: Rao, Meghana, Vagesh, Nikita, Runde, Neil, Bhella, Opinderjit Year: 2010 Our mission was to come up with innovative ideas to meet the latent needs of urban bike riders. Our design process to meet our mission consisted of the following phases: Selecting the Market Phase Research Phase consisting of three sub phases Observing customers Walking in customer shoes Interviewing customers Creative Innovation Phase consisting of sub stages Pattern Determination Idealization Idea Selection Kick starting our project we needed to select a market. As inputs firstly, we had our mission to come up with the innovative ideas to meet the latent needs of the customer and secondly, the bike company to which we would be selling our idea. With this initial information and discussion among the team members (and professor), we came up with the scope and domain of interest and chose commuters and casual riders in the Portland City area as our primary area of study and research. Research Phase can be viewed as the Inspiration phase of the process. During this phase, we collected some good insights, which is the key element for good idea generation and innovation. During the Observing sub-phase, we gathered good insights by getting out to the world, observing them, connecting with the things the way we had never done before. As a team, we walked in the customer’s shoes and saw things in their point of view not ours and giving us a sense of empathy. Lastly, we interviewed people with a set of predefined questions to get a more in-depth understanding of their needs. Creative Innovation Phase is the Idealization phase where we spent most of our time and energy coming up with good ideas. Good ideas fueled from the Inspiration phase drive the Pattern Determination sub-phase and four important themes emerged from patterns observed from the data collected in the research phase. During Idealization sub-phase, each individual and as well as a team, we performed brainstorming using sketch-boards and white-boards to come up with solutions to address the needs mentioned by the customers. Then we moved down from the low fidelity drawings to the high fidelity ones, narrowing down over twenty five ideas into twelve best ideas and coming up with the three final concepts with customer voting. Additionally we choose to perform another step weighing two dimensions of technical feasibility and the client portfolio. This constituted the Idea Selection phase. Note: The presentation slides associated with this report are included here as a supplemental file. Close