Driving Effective Business Decisions

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    01-Jul-2015

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Presentation illustrates examples of how my work drives effective management decision making.

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  • 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

6.

  • 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

  • A, M, X:
  • integers
  • much greater than 1

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