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Team I - Markstrat Final Presentation at UC Davis
- 1. Markstrat Lessons Learned Team I (“The Incredibles”)
- 5. The Team I Process Quick Data Aggregation Component Analysis Group Consensus Smart Decisions R&D Strategy Production & Marketing Competitive Intelligence
- 6. The Sonite Portfolio SIRO Quantity SIBI Quality
- 7. Vodite Portfolio VIKI The Game-Changer 1 Product – 2 Segments VITO The Godfather 6 Periods – 7 Projects
- 21. Fini
Editor's Notes
- - first in the vodite market - first to introduce a new product - first to withdraw a product - first to do major r&d
- build a better mousetrap = we always tried to model the ideal values desiered by customers instead of trying to manipulate the product advertising the "GE" principal - jack welch “ show me the money” = contribution is everthing ...... dropped viki inventory in period X even though that was a major loss because our bottomline profit were increasing by upgrading the product end-game strategy......using feasiblity studies to lower base costs by the last period
- small flowchart of the last three bullets split this slide into two - part 1 is the organization and part 2 is the process flow switch to the excel sheet after this slide
- KISS – the most customers, the most profit graph of market share for SIRO and SIBI
- VIKI and VITO VITO = Vito Corleone one graph with both products market shares
- 3 - spillover from other products (sibi, etc) into buffs segment .... so it is very difficult to get a lock on the segment 4 - inventory was a major dilemma ... team E was in the same situation later on the in the vodites
- 3 - spillover from other products (sibi, etc) into buffs segment .... so it is very difficult to get a lock on the segment 4 - inventory was a major dilemma ... team E was in the same situation later on the in the vodites
- 1 - predicting attribute evolution based not only on regression but also intuition 2 - if we want the outcome from r&d dept, we cant take risk with the investment 3 - we kept ahead in stock price because our r&d pipeline was always full 4 - multiple r&ds was major debate for our team 6 - for feasibility studies .... these studies helped us drop base costs by an extra 20-30%
- 1 - takes time to improve brand awareness 2 - advertising research budget was also important 3 - 4 - take advantage of the competetion's limited resources or pull-back
- - VIKI pricing was both strategic and tactical - iPhone example - economies of scale = lower base cost does not mean immediate lower transfer cost - mention cost-based pricing for viki because we marked up - excess price cutting.... mention team A - semantic scaling to reduce price perception..... e.g. rebate, temporary promotion
- - VIKI pricing was both strategic and tactical - iPhone example - economies of scale = lower base cost does not mean immediate lower transfer cost - mention cost-based pricing for viki because we marked up - excess price cutting.... mention team A - semantic scaling to reduce price perception..... e.g. rebate, temporary promotion
- - VIKI pricing was both strategic and tactical - iPhone example - economies of scale = lower base cost does not mean immediate lower transfer cost - mention cost-based pricing for viki because we marked up - excess price cutting.... mention team A - semantic scaling to reduce price perception..... e.g. rebate, temporary promotion
- e.g. first three periods of the vodite market entry statistical analysis tools are important in estimating demand - intel inc.