Driving Effective Business Decisions
Presentation illustrates examples of how my work drives effective management decision making.
- 1. Driving Effective Business Decisions
2. Example #1
- Develop a market model for essential component of a high-end electronics product, in order to:
- Understand unusual behavior of a key customer
- Provide an analytical basis for diversifying away from dependence on the segment
3. 4. Results
- Concluded, correctly as it happens, that key customer was stockpiling essential components in anticipation of seeking other suppliers
- Forecast does not contain a reversal of rapidly declining sales of HEP
- Segment no longer worthy of focus it has historically been awarded
5. Example #2
- Developing insight into product innovation, such that organization can:
- Place market-relevant timelines on development projects
- Anticipate product launches of competitors
- Understand the parameters, and related settings, driving innovation
- Answered the following questions, in a data-driven way:
- How have offerings evolved for key players in applications X, Y, and Z?
- For application X, which settings for parameter A will be considered leading-edge in the 2008-2011 time frame?
- If we were to pursue wins in application X, what are the target settings for parameters A, B, and C?
- How often are new generations brought to market in applications X, Y, and Z?
- How did our product P1 (parameter settings A=a, B=b, C=c; launched Jul-05) and P2 ( par ameter settings A=a, B=b, C=c ; launched Mar-07) stack up versus the competition?
- For applications X and Y, w hich products should be onourroadmap?
- How hascompetitor Alphamanaged to gain a toehold in application Z, against fierce low cost competitors like Beta and Gamma?
- Given very limited historical data, how can we project innovation in application X?
- Is company leadership consistent across various resolutions in application Y, or do strategies differ as a function of parameter settings?
Results 7. Example #3
- Find a way to bring a new product to market, in a way that:
- Most effectively positions the business for growth
- Does not necessarily echo the approach taken by our hired consultant
8. EUROPE & NORTH AMERICA ASIA ASIA
Simplified View of Market Vertically Integrated Manufacturer#1 A Brands/Retailers M#1 Mfg Facilities Vertically Integrated Manufacturer #2 M Brands/Retailers M#2 Mfg Facilities Vertically Integrated Manufacturer #3 X Brands/Retailers M#3 Mfg Facilities 9. Results
- Whereas hired consultant suggested targeting of European and North American brands, our analysis showed it would be best to target vertically integrated manufacturers (VIM) in Asia
- Each VIM touches an array of brands
- Each VIM can leverage our technology, and help build our shop floor understanding