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Smu Technical Marketing 050209 2

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Technical market approaches

Technical market approaches

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    Smu Technical Marketing 050209 2 Smu Technical Marketing 050209 2 Presentation Transcript

    • Technology Marketing Co-creating value and getting people to pay for it Mike Holt Tel: +65 8126 7748 US/Singapore: +1-949-480-9271 Skype ID: mikeholt93 www.get2volume.com | mholt@get2volume.com © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Technology Marketing Seven Building Blocks Technology marketing building blocks: – Corporate Image (Brand) – Positioning – Product – Price – Place – Promotion – Marketing Information Mix 2 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Factors Influencing Market Driven Strategies Partners Demographic Technology and Economic Environment Marketing Environment Planning Market System Information System Product Solution Suppliers Placement Price Public Access Value Marketing Promotion Information Control Marketing System Political and Organization Socio- Legal and Implementation Cultural Environment System Environment Competitors 3 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Tech Marketing Business Models B2B Business to Business (or "Industrial") • Marketing is one-to-one in nature. Seller identifies Differentiated Commodity prospective customer and to builds a face-to-face relationship. • Many customers • Many customers • High value considered purchase. • Long product life • Long product life • Purchase decision is typically made by a group of • Market driven • Market driven people ("buying team") not one person. definition definition • High moderate • Low growth • Often the buying/selling process is complex and growth includes many stages • Selling activities involve long processes of • Few customers prospecting, qualifying, wooing, making representations, preparing tenders, developing • Short product life • “Teacher X strategies and contract negotiations. Customer” driven • Long development Vs. B2C selling process • Marketing is one-to-many in nature. • Lower value of purchase. • Decision making is quite often impulsive (spur of the moment) in nature. • Greater reliance on distribution • More effort put into mass marketing (One to many). • More reliance on branding. • Higher use of main media 4 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • How Is Tech Marketing Different Innovation • Product education is required – Everyone understands soaps but technology requires explaining the details on the product • Longer Sales Cycles – Explanations require more details being communicated and requires good relationship building skills • Shorter product Cycles – Technical innovation is the key to successful technology companies resulting in rapid product releases 5 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • How Is Tech Marketing Different • Requires high caliber better educated personnel – Understanding needs requires deep knowledge • Higher Price – Price tags are higher because of investment in higher caliber manpower, materials and R&D • Promotion has to be conducted at a higher level – More sophisticated buyer requires better promotional, marketing and relationship skills. • Service and Support – Requires more complicated service, support and organization 6 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Technical (Product Management) Marketing Roles Customer Product Planning Product Development Customer Marketing Buyer Product Engineering/ Production Engineer QA/Production Sales MARCOM/PR/Promotion 7 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Product Management Product planning • Defining new products • Gathering market requirements • Building product roadmaps, particularly Technology roadmaps • Product Life Cycle considerations • Product differentiation Product marketing • Product positioning and outbound messaging • Promoting the product externally with press, customers, and partners • Bringing new products to market • Monitoring the competition 8 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Positioning Corporate image and product positioning are different Predictive Modeling Product positioning facilitates : •Marketing that learns – Defining of the product •Accept consumer preference – Determining the best price •Consumer privacy, let them – Finding the best place to sell – Determine the best way to opt‐in promote and communicate to customers Market Segmentation is critical to proper product positioning Internet Paradigm 9 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Product • Branding Personalization • Styling •Listen to consumers •Give consumers • Functionality choice • Quality •Make it all relevant • Packaging • Support Participation • Warranty •Create an environment • Service •Build communities •Reward participation Internet Paradigm 10 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Price • Pricing strategy • Retail Pricing • Wholesale pricing and Discounts • Cash Pricing • Seasonal Pricing • Channel Pricing Intro Growth Maturity Decline EOL Cost Based Pricing Product Cost Price Value Customer Value Based Pricing Customer Value Price Cost Product 11 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Place • Distribution channels • Market coverage Participation • Geographic coverage • Create an • Logistics and supply chain environment • Warehousing and Inventory • Build communities Management • Reward participation • Order Processing Internet Paradigm 12 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Promotion • Promotional strategy Peer to Peer • Advertising •Marketing messages are social • Sales Channels promotions •Messages are more valuable and trusted • PR and Marketing Budgets •Make things easier to share Internet Paradigm 13 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Marketing Information System An information system is a prerequisite to build a effective marketing system. One should be able to – Collect – Analyze – Report – And Take action 14 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Technical Marketing Process Market Strategy 1. Market Assessment 2. Needs Identification 3. Customer Care-Abouts Market Player 4. Market Segmentation Iteration 5. Value Proposition Technical Product Planning Marketing Process is About 1. Product Roadmap/Definition Target Customers 2. Customer Validation Iteration Creating and 3. Product Justification Communicating Value Development and Introduction 1. Development “Teacher Customer” 2. Measurement Involvement 3. Promotion 15 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • What is Value? Value = Benefits Price = Functional benefits + Emotional benefits Monetary price + Time price + Energy price + Psychic price 16 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Product Planning Process 1. Idea Generation – SWOT analysis (OPPORTUNITY ANALYSIS), Market and consumer trends, company's R&D department, competitors, focus groups, employees, salespeople, corporate spies, trade shows, 2. Idea Screening  Will the customer in the target market benefit from the product?  What is the size and growth forecasts of the market segment/target market?  What is the current or expected competitive pressure for the product idea? Product and  What are the industry sales and market trends the product idea is based Roadmap  on? Is it technically feasible to manufacture the product? Definition  Will the product be profitable when manufactured and delivered to the customer at the target price? 3. Concept Development and Testing o Develop the marketing and engineering details  Who is the target market and who is the decision maker in the purchasing process?  What product features must the product incorporate?  What benefits will the product provide?  How will consumers react to the product?  How will the product be produced most cost effectively?  Prove feasibility through virtual computer aided rendering, and rapid prototyping  What will it cost to produce it? 17 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Product Planning Process - cont 1. Business Analysis o Estimate likely selling price based upon competition and customer feedback Justification and o Estimate sales volume based upon size of market o Estimate profitability and breakeven point Customer Validation 2. Beta Testing and Market Testing o Produce a physical prototype or mock-up o Test the product (and its packaging) in typical usage situations o Conduct focus group customer interviews or introduce at trade show o Make adjustments where necessary o Produce an initial run of the product and sell it in a test market area to determine customer acceptance 3. Technical Implementation o New program initiation o Resource estimation o Requirement publication o Engineering operations planning Development o Department scheduling and Introduction o o Supplier collaboration Logistics plan o Resource plan publication o Program review and monitoring o Contingencies - what-if planning 4. Commercialization 18 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Technical Marketing Tools Phase Question Answered Tool/Approaches Is this a market I should be in? MAP (Market Assessment Process): Market Assessment 1) Proof of Demand 2) Industry Dynamics 3) Value Proposition 4) Strategy 5) Financial Implications Needs Identification What is the pain to be solved? Opportunity Shaping Sheet Customer Care Abouts What is most important to customers by Attribute Ranking Sheet segment (as measured by what they are willing to pay for) How is the market segmented (based on Market Segmentation Matrix Market Segmentation attribute ranking)? Defined Value What segment do I add the most value to? Self and Competitive Capability Assessment Proposition What must I do to be differentiated? SWOT Analysis Product Definition What products will win? Product Roadmap Cost/feature rankings Customer Validation Who will buy? Customer tracking and feedback sheets Product Justification Does this development meet my business Cost model objectives Break even analysis Forecast Metrics Development How do I deliver? Development plan Promotion How do I communicate value? MARCOM/PR Communications Plan 19 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Market Assessment Tools and Approach Proof of Demand • TAM (Total Available Market) • Growth Rate 20 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Customer Care Abouts • Methods: – Talk with representative customers – Surveys – “Word of Mouth Marketing” – Test marketing programs • Ensure measureable • Ensure that there is a trade off that is tested – For example, everyone wants low price. What will you give up for low price? Focus on Benefits not Features 21 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Needs Identification • Identify Critical Problems Needs Identification What is the critical problem to be solved in • Test with the market: the market? – Is this a real problem? Why is this a Critical Problem? – If this problem were solved, Who will pay a premium price if this is solve? what is the impact? What is the underlying value creation proposition? 22 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Market Segmentation Market Segmentation • Identify key market attributes Attributes Market Importance Measureable based on customer care abouts Price Processor Speed • Determine importance of Battery Life attributes Size Reliability • Test segmentation Cost of ownership • What are the market characteristics of each segment? • Which segments are attractive to you? Battery Life Battery Life 23 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Defined Value Proposition Needs Identification What is the critical problem to be solved in the market? • Match Capabilities (Now or Why is this a Critical Problem? Planned) to Identified Who will pay a premium price if this is Market Need solve? What is the underlying value creation • How do you compare with proposition? competitors, alternative approaches? • What complementary approaches exist? • How is this market changing? 24 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Defined Value Proposition: Competitive Analysis Strengths Oppor- SWOT • How do competitors rank on tuntieis ability to meet customer care abouts? Weak- Threats • What are the strengths on nesses position of each competitor? What is the trend? + 25 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Product Definition • Develop product roadmap – Roadmap includes key customer care abouts over time – Market segments match products • Develop “Strawman” initial product description • Test and refine roadmap and product definition with customers • Identify “teacher customer” and prioritization • Capture feedback in cost/feature ranking • Tie to cost model and customer forecast 26 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Customer Validation • Identify ranked list of potential customers – Strategic customers? – “Teacher Customer”? • Sponsored development proposals 27 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Customer Validation: Customer Prioritization • Determine how to focus resourcing and feature selection based on customer 28 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Product Justification Product Cost Model Project: eMicro Strictly Confidential Completed by: • Having a detailed cost model Data Input 2001 2002 2003 2004 2005 is critical. Wafer Process .6u 3LM CMOS .6u 3LM CMOS .6u 3LM CMOS .6u 3LM CMOS .6u 3LM CMOS Wafer Size (inches) 6.00 6.00 6.00 6.00 6.00 Wafer Foundry HUY HUY HUY HUY HUY Package TQFP/052/PAH – Allows decisions on product TQFP/052/PAH TQFP/052/PAH TQFP/052/PAH TQFP/052/PAH Package Site UTC UTC UTC UTC UTC Tester Credence Credence Credence Credence Credence feature trade offs with customer Test Site Cents/sec HUY 0.005 HUY 0.0045 HUY 0.004 HUY 0.0035 HUY 0.0035 Devices/Test 2 4 4 4 4 • Must establish defined Index Time (sec) Test Time (sec) 1 3 1 3 1 3 1 2 1 2 metrics D a ta D e s c r ip tio n 2001 2002 2003 2004 2004 – align to overall business WAFER SIZE (inch es) Die Lengt h (m m ) 6.00 6.00 6.00 6.00 6.00 objectives (profit, growth, Die Widt h (m m ) DIE AREA (mm ) 2 0.00 0.00 0.00 0.00 0.00 valuation, revenue, SOM) formula UNYIELDED DIE/WAFER 7,000 7,000 7,000 7,000 7,000 Waf er Co st (Expect ed ) $2,000 $2,000 $2,000 $2,000 $2,000 MPY% (as Quo t ed ) 85.0% 87.0% 90.0% 93.0% 93.0% MPY% (Act ual) • Some metrics GEC's/Wafer DIE COST (Quoted) DIE COST (Expected) 5,950 $0.3361 6,090 $0.3284 6,300 $0.3175 6,510 $0.3072 6,510 $0.3072 PACKAGE COST $0.00 $0.00 $0.00 $0.00 $0.00 – Strategic: growth enabler Package Over r id e ASSY Yield % 68.9% 68.9% 68.9% 68.9% 68.9% ASSY Yield % Over r id e – SROI, GMOI Assembled Units/Wafer Test Cost 4,099 $0.0100 4,195 $0.0045 4,340 $0.0040 4,485 $0.0026 4,485 $0.0026 Test er Co st Over r ide – Time to payback FTY % QUOTED FTY % EXPECTED 68.9% 68.9% 68.9% 68.9% 68.9% Finished Goods/Wafer 2,824 2,890 2,990 3,090 3,090 – Revenue Raw NUB Cost % BURN-IN $2040.99 0.0% $2018.88 0.0% $2017.36 0.0% $2011.77 0.0% $2011.77 0.0% BURN IN COST/NUB Other Production Costs - - - - - TOTAL PRODUCT COST $2040.99 $2018.88 $2017.36 $2011.77 $2011.77 MFG Unit Cost 0.723 0.699 0.675 0.651 0.651 ASP 1.10 1.10 1.10 1.00 1.00 GPM % 34.29% 36.50% 38.66% 34.88% 34.88% 29 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Project Justification: Break Even Return-on-Investment: JM3XXX Mobile $20,000,000 $15,000,000 $10,000,000 $5,000,000 m R u n s e v r t / I $0 Q1-04 Q2-04 Q3-04 Q4-04 Q1-05 Q2-05 Q3-05 Q4-05 Q1-06 Q2-06 Q3-06 Q4-06 Q1-07 Q2-07 Q3-07 Q4-07 Q1-08 Q2-08 Q3-08 Q4-08 -$5,000,000 -$10,000,000 Project Time (Quarters) 30 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Product Justification: Resource Costs P r o je c t/T itle : D A N A S P D IF P a rt # : EM28605 Completed by: M. Holt Inputs accepted in blue data cells Q1 Q2 Q3 Q4 2001 Q1 Q2 Q3 Q4 2002 PEOPLE: (MAN WEEKS) PROJECT ENGR 0.0 5.0 6.0 3.0 14.0 0.0 0.0 0.0 0.0 0.0 DESIGN ENGR 0.0 2.0 3.0 5.0 10.0 0.0 0.0 0.0 0.0 0.0 LAYOUT 0.0 1.0 1.0 1.0 3.0 0.0 0.0 0.0 0.0 0.0 PRODUCT ENGR 0.0 0.0 5.0 5.0 10.0 0.0 0.0 0.0 0.0 0.0 TEST ENGR 0.0 0.0 1.0 1.0 2.0 0.0 0.0 0.0 0.0 0.0 SYSTEM ENGR 0.0 1.0 1.0 1.0 3.0 0.0 0.0 0.0 0.0 0.0 OTHER 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 TOTAL PEOPLE 0.0 9.0 17.0 16.0 42.0 0.0 0.0 0.0 0.0 0.0 OVERHEAD COST (Per Man Quarter): ($K) PROJECT ENGR $44 $0 $18 $22 $11 $40 $0 $0 $0 $0 $0 DESIGN ENGR $23 $0 $4 $6 $9 $9 $0 $0 $0 $0 $0 LAYOUT $17 $0 $1 $1 $1 $3 $0 $0 $0 $0 $0 PRODUCT ENGR $22 $0 $0 $9 $9 $9 $0 $0 $0 $0 $0 TEST ENGR $22 $0 $0 $2 $2 $2 $0 $0 $0 $0 $0 SYSTEM ENGR $33 $0 $3 $3 $3 $5 $0 $0 $0 $0 $0 OTHER $12 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL LOH COST: ($K) $0 $26 $43 $36 $69 $0 $0 $0 $0 $0 MATERIAL COST: ($K) MASKS $0 $0 $75 $0 $75 $0 $0 $75 $0 $75 WAFERS $0 $0 $50 $0 $50 $0 $0 $50 $0 $50 TESTER TIME $0 $0 $5 $0 $5 $0 $0 $5 $0 $5 DESIGN CONSULTANT $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 S/W CONSULTANT $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 DEMO/EVAL/BENCH TST BOARDS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 OTHER $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL MTL COSTS ($K) $0 $0 $130 $0 $130 $0 $0 $130 $0 $130 GROSS DEVELOPMENT ($K) $0 $26 $173 $36 $199 $0 $0 $130 $0 $130 NRE ($K) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 NET DEVELOPMENT ($K) $0 $26 $173 $36 $199 $0 $0 $130 $0 $130 31 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Technology Sales Management • Managing the relationships – Cross company relationships at multiple levels • Managing across concurrent product lifecycles – Delivery of production product – Development of next product – Alignment of future/roadmaps 32 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • "art" of technical selling (solution selling) • Stage 1: Sell the appointment: Never sell over the telephone. The aim of the first contact with a prospective purchaser is to sell the appointment. The reason is simple; industrial sales are complex, any attempt to sell over the phone will trivialize your product or service and run the risk of not fully understanding the customer's need. • Stage 2: Understand their needs: The best method of selling is to minimize the information about your goods or services until you have fully understood your customer's requirements. • Stage 3: Develop and propose a solution. The solution is (of course) developed from your (or the firm that you represent's) product or service offerings. 33 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • CRM is Critical • Tracking and development of customer requirements “Care abouts” • Manage multiple relationships per customers TAM: 2006 2007 2008 Customer Name ASP = $1.80 $1.25 $1.00 (M#) = 1.7 2.6 3.6 Key Contacts: (M$) = $ 3.1 $ 3.3 $ 3.6 Name 1, Name 2 Forecast (M$) = $ - $ 0.2 $ 0.7 OPPORTUNITY: Flagship DVB-T ROADMAP: Stage 6 Project identified Video Genesis Genesis Genesis Design Start Nov-06 Audio MK4410 Sigmatel Sigmatel Component Selection Dec-06 Amp Tripath JM2121 JM2121 EVT Jan-07 Interface Analog Digital Digital DVT Feb-07 voltage 12-15V 12-15V 12-15V PP Apr-07 LNR($M) power 10W-8Ω 10W-8Ω 10W-8Ω MP Jun-07 $0.9 price $1.80 $1.25 $1.00 KEY CUSTOMER CARE ABOUTS: COMPETITION: 1. Fidelity Competitor 1, Competitor 2 2. Digital Compatibility 3. System Cost KEY SUCCESS FACTORS AND RISKS: 4. Vendor Viability 1. Delivery in November of working JM2121 Samples per data sheet 2. Totally focused application support RISK: Interoperability with Sigmatel AP; Sigmatel am beats JT schedule 34 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Sales Funnel Management • Managed sales engagement funnel LNR Revenue ($M) Engage Algnmt Strtgic profile Prgrm Oppty Rdmp Initial Tech Exec Cust Eval Customer current status Mtg ID ($M) 1Q07 4Q07 Scheduling mtg with Desktop Audio in mid- $ 3,600,000 $ - $ 100,000 Apple May VSF completed, audio group advised of $ 732,000 $ - $ 137,000 BenQ JM2120 development - will evaluate JM2120 Canon $ 305,000 $ - $ - JM2020 eval in process Continued dialogue re JM6101. Review $ 7,116,000 $ 16,000 $ 1,069,000 Dell JM6101 spec in mid-May Developing strategy to penetrate HP OR for TV $ 7,116,000 $ 16,000 $ 1,069,000 HP group Completed technology meeting and confirmed $ 2,000,000 $ - $ 274,000 LG LG requirements Engagement process working toward $ 1,830,000 $ 16,000 $ 274,000 Panasonic engineering meeting in mid-June $ 1,830,000 $ - $ - Re-engaging w/Philips SNG to intro JAM Philips Conduct detailed engineering meeting - $ 2,000,000 $ 31,000 $ 274,000 Samsung architecture and roadmap Intro meeting mid-May, technical meeting mid- $ 1,830,000 $ 16,000 $ 274,000 Sharp June Engaged with Vaio group, TV group meeting $ 4,896,000 $ 16,000 $ 524,000 Sony in late May $ 1,830,000 $ - $ - Design activities transferring to TTE China Thomson SED TV group requests follow up tech mtg 2Q. Toshiba $ 3,005,000 $ - $ 250,000 Mtg w/LCD TV group in late-May Total $ 38,090,000 $ 111,000 $ 4,245,000 35 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Sales Funnel Management Stage Description Customers Customers (’06 Rev Forecast, LNR$) (’06 Rev Forecast, LNR$)) Now Planned August 06 1 Opportunity Identified 8 customers 3 customers ’06 Fcst - $60K ‘06 Fcst - $30K LNR - $2.0M LNR - $700K 2 Sales Rep discussion 15 customers 7 customers ’06 Fcst - $100K ’06 Fcst - $90K LNR - $6.0M LNR - $2.75M 3 First sales meeting 13 customers 17 customers ’06 Fcst - $150K ’06 Fcst - $120K LNR - $6.5M LNR - $9.75M 4 Tech Eval 11 customers 13 customers ’06 Fcst - $250K ’06 Fcst - $200K LNR - $6.25M LNR - $5.0M 5 applications 1 customer 6 customers ’06 Fcst - $25K ’06 Fcst - $120K LNR - $250K LNR - $2.0M 6 Project Identified 2 customers 2 customers ’06 Fcst - $270K ’06 Fcst - $175K LNR - $750K LNR - $750K 7 Price Neg 1 customer ’06 Fcst - $120K LNR - $250K 8 Qual 9 Backlog 36 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Technology Marketing Take Aways • Technology marketing is different yet all the marketing basics apply. • You must consider resourcing, tools, and metrics to ensure successful tech marketing • Product definition is a process. Being systematic best enables product success. – Many of your competitors don’t bother. If you do, you have a much better chance of winning. 37 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • Thank you To download marketing tools: www.askthesgentreprenuer.com Contact Us at: Mike Holt Tel: +65 8126 7748 US/Singapore: +1-949-480-9271 Skype ID: mikeholt93 www.get2volume.com | mholt@get2volume.com 38 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat
    • About Us About Get2Volume Now more than ever, success in Asia determines global success. Technology companies – even the smallest – are global companies that must address complex problems with markets, suppliers, customers, partners and employees in the US as well as in Asia. With over 20 years experience in Asia and the US, we understand the people, the business and political environments, and markets that shape technology companies. This experience allows us to solve business problems in a way that goes well beyond generating ideas – it focuses on improving results by providing an executive team on the ground where you need results. We combine executive management experience in technology, software, semiconductor, secure payment, and information security companies with success; assisting established companies and leading startups from concept through rapid growth and profitability. Asia-US Bridge Company Stage Sectors • Semiconductor • Singapore/SEA • Start Up • Internet • California • Growth • Consumer Electronics • Regional MNC Focus • Security • Biometrics 39 © 2009 Get2Volume Turning technology into cash and Rahul Harkawat