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2016 European RFID in Logistics Product Line Strategy Leadership Award

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KATHREIN Received the 2016 European RFID in Logistics Product Line Strategy Leadership Award

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2016 European RFID in Logistics Product Line Strategy Leadership Award

  1. 1. 2016 European RFID in Logistics Product Line Strategy Leadership Award 2016
  2. 2. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 2 “We Accelerate Growth” Contents Background and Company Performance ...................................................................... 3  Industry Challenges............................................................................................ 3  Product Line Strength and Customer Impact .......................................................... 3  Conclusion ........................................................................................................ 5  Significance of Product Line Strategy .......................................................................... 6  Understanding Product Line Strategy Leadership .......................................................... 6  Key Benchmarking Criteria .................................................................................. 7  Best Practice Award Analysis for Kathrein RFID ............................................................ 7  Decision Support Scorecard ................................................................................. 7  Product Line Strength ......................................................................................... 8  Customer Impact ............................................................................................... 8  Decision Support Matrix ...................................................................................... 9  The Intersection between 360-Degree Research and Best Practices Awards.................... 10  Research Methodology ...................................................................................... 10  Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices............................................................................................................... 11  About Frost & Sullivan ............................................................................................ 12 
  3. 3. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 3 “We Accelerate Growth” Background and Company Performance Industry Challenges The advent of the Internet of Things (IoT) is redefining the way business is being conducted across different verticals and is resulting in industry convergence to enable machine-to-machine (M2M) communications for better business decisions. Healthcare and manufacturing are among the early adopters of the technology. Emphasis on connected devices in the manufacturing domain is to monitor assets in real time, thereby preventing plant downtime. With radio-frequency identification (RFID) as a key component of the IoT architecture, vendors need to offer complete solutions that seamlessly integrate with existing infrastructure. Therefore, vendors that can offer complete solutions under one roof are expected to have a competitive edge. Product Line Strength and Customer Impact Breadth Headquartered in Germany, Kathrein Group (parent company of Kathrein RFID) has been offering RF antennas and communication devices for several decades. Kathrein RFID was formed in 2007 to provide ultra-high frequency (UHF) RFID technology targeted at serving the industrial vertical. The company has been predominantly a hardware vendor that offers transponders, readers, and antennas. In addition, the company offers a number of other RFID products targeted at various end users, ranging from commercial to industrial. In 2008, Kathrein partnered with software vendor noFilis to offer customized solutions catering to the specific needs of its clients. The partnership resulted in the introduction of intelligent readers that, coupled with noFilis’ CrossTalk software, enables data management to be performed within the reader. In 2016, Kathrein RFID acquired noFilis because of its strategy of offering complete solutions to its customers. Through this acquisition, Kathrein RFID is firmly positioning itself as a solution provider in this market. Technology Leverage Kathrein RFID’s comprehensive product range was built by utilizing the company’s unique Kathrein RFID antenna interface (KRAI). With the aim to enhance read range in dense transponder and reflective environments, Kathrein RFID introduced the KRAI, which has been effectively put to use in many verticals. The introduction of KRAI enables easy integration of RFID systems and reduces costs. Moreover, the company recently introduced the ARU-CSB high-end antenna-integrated reader that is equipped with direction detection of transponder signals. Kathrein RFID products are compliant with ISO standards, and the company’s optimized circuit technology enables lower power consumption. Furthermore, noFilis’ CrossTalk solution offers the capabilities of middleware, device management, and edgeware. Compliant with ISO and RFID standards, the solution seamlessly integrates with existing infrastructure.
  4. 4. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 4 “We Accelerate Growth” Features Kathrein RFID’s user-friendly RFID products and solutions enable end-to-end tracking and tracing in the industrial and logistics industries. By virtue of its product customization to address specific customer requirements, the company clearly extends optimum satisfaction to its end users. The value-added features that Kathrein RFID’s product range and noFilis’ software solution extend have helped the company amass a pool of prominent companies as its customers. For instance, deploying Kathrein RFID antenna interface delivers a successful read rate of more than 33%. The company’s compact offer of RFID products is specifically diverse and capable of addressing different end-user needs. Catering to customers from industrial automation to vehicle identification and from logistics to retail, the Kathrein RFID product family has demonstrated its unmatched excellence. Customer Ownership Experience Since its inception, Kathrein RFID has been successfully offering UHF RFID products to customers across the industrial, logistics, and retail verticals. An emphasis on customer satisfaction and a consistent penchant to improve existing product lines have helped Kathrein RFID develop a broad base of elite customers. Key brand loyal users of Kathrein RFID products include Robert Bosch GmbH, Siemens AG, Audi AG, Volkswagen, and Porsche. Fighting stiff competition, Kathrein RFID has become the preferred vendor for most of its customers. For instance, companies such as Scania and Audi deploy Kathrein RFID’s products to revolutionize and digitize their supply chains. Audi uses RFID for internal process optimization, whereas Scania uses RFID for ensuring reliable vehicle delivery. In addition, noFilis’ CrossTalk 3.0 AppCenter enables different facets of tracking such as pallets, personnel, returnable transport items (RTI), and devices. Customer Service Experience Kathrein RFID believes in maintaining a highly interactive relationship with its customers, which enables the company to identify its product limitations and technological loopholes. The company has a strong customer feedback mechanism in place to collect end-user responses. The feedback is obtained through regular meetings with customers and partner ecosystem. In addition, the company hosts regular interactions with its partner ecosystem to understand customer pain points. Kathrein RFID initially partnered with industry- leading software vendor noFilis, which became a part of Kathrein RFID in 2016. The acquisition has further helped Kathrein RFID improve its line of offerings and establish an enhanced platform to deliver customer satisfaction. Brand Equity Kathrein RFID’s key focus is to create a positive brand identity in the RFID market across industrial, logistics, and retail applications. Through trusted partners and an equally robust end-user base, the company has successfully established its brand prominence. Customers are now aware of the rich attributes of the company’s products, gradually
  5. 5. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 5 “We Accelerate Growth” ramping up the adoption rate of its offerings. With a product suite positioned to cater to the specific needs of customers in the industrial, logistics, and retail verticals, the company is focused on acquiring customers on a consistent basis. Conclusion With a focus on reducing complexity for its customers, Kathrein RFID emphasizes its position towards enhancing customer value. The acquisition of noFilis has truly elevated Kathrein RFID from being a hardware vendor to a solution provider. With its enhanced suite of products and a strong customer portfolio, Kathrein RFID has maintained close relationships with its customers, enabling the company to cater to their specific needs. With its strong overall performance, Kathrein RFID has earned Frost & Sullivan’s 2016 Product Line Strategy Award.
  6. 6. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 6 “We Accelerate Growth” Significance of Product Line Strategy Ultimately, growth in any organization depends upon customers purchasing from your company, and then making the decision to return time and again. A full, comprehensive product line that addresses numerous customer needs and preferences is therefore a critical ingredient to any company’s long-term retention efforts. To achieve these dual goals (customer value and product line strength), an organization must be best-in-class in three key areas: understanding demand, nurturing the brand, and differentiating from the competition. Understanding Product Line Strategy Leadership As discussed above, driving demand, brand strength, and competitive differentiation all play a critical role in delivering unique value to customers. This three-fold focus, however, must ideally be complemented by an equally rigorous focus on building a superior and comprehensive product line.
  7. 7. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 7 “We Accelerate Growth” Key Benchmarking Criteria For the Product Line Strategy Leadership Award, Frost & Sullivan analysts independently evaluated two key factors—Product Line Strength and Customer Impact—according to the criteria identified below. Product Line Strength Criterion 1: Breadth Criterion 2: Scalability Criterion 3: Technology Leverage Criterion 4: Features Criterion 5: Supply Chain Reliability Customer Impact Criterion 1: Price/Performance Value Criterion 2: Customer Purchase Experience Criterion 3: Customer Ownership Experience Criterion 4: Customer Service Experience Criterion 5: Brand Equity Best Practice Award Analysis for Kathrein RFID Decision Support Scorecard To support its evaluation of best practices across multiple business performance categories, Frost & Sullivan employs a customized Decision Support Scorecard. This tool allows our research and consulting teams to objectively analyze performance, according to the key benchmarking criteria listed in the previous section, and to assign ratings on that basis. The tool follows a 10-point scale that allows for nuances in performance evaluation; ratings guidelines are illustrated below. RATINGS GUIDELINES The Decision Support Scorecard is organized by Product Line Strength and Customer Impact (i.e., the overarching categories for all 10 benchmarking criteria; the definitions for each criteria are provided beneath the scorecard). The research team confirms the veracity of this weighted scorecard through sensitivity analysis, which confirms that small changes to the ratings for a specific criterion do not lead to a significant change in the overall relative rankings of the companies.
  8. 8. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 8 “We Accelerate Growth” The results of this analysis are shown below. To remain unbiased and to protect the interests of all organizations reviewed, we have chosen to refer to the other key players as Competitor 2 and Competitor 3. DECISION SUPPORT SCORECARD FOR PRODUCT LINE STRATEGY LEADERSHIP AWARD Measurement of 1–10 (1 = poor; 10 = excellent) Product Line Strategy Product Line Strength Customer Impact Average Rating Kathrein RFID 9 9 9.0 Competitor 2 8.5 8.5 8.5 Competitor 3 8 8 8.0 Product Line Strength Criterion 1: Breadth Requirement: Product line addresses the full range of customer needs and applications Criterion 2: Scalability Requirement: Product line offers products at a variety of price points and functionality levels Criterion 3: Technology Leverage Requirement: Demonstrated commitment to incorporating leading edge technologies into product offerings, for greater product performance and value Criterion 4: Features Requirement: Products offer a comprehensive suite of features to serve customers at multiple levels of functionality, ease of use and applications Criterion 5: Supply Chain Reliability Requirement: There is sufficient control over the supply chain to ensure availability of key components and thereby the availability of products in the product line Customer Impact Criterion 1: Price/Performance Value Requirement: Products or services offer the best value for the price, compared to similar offerings in the market Criterion 2: Customer Purchase Experience Requirement: Customers feel like they are buying the most optimal solution that addresses both their unique needs and their unique constraints Criterion 3: Customer Ownership Experience Requirement: Customers are proud to own the company’s product or service, and have a positive experience throughout the life of the product or service
  9. 9. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 9 “We Accelerate Growth” Criterion 4: Customer Service Experience Requirement: Customer service is accessible, fast, stress-free, and of high quality Criterion 5: Brand Equity Requirement: Customers have a positive view of the brand and exhibit high brand loyalty Decision Support Matrix Once all companies have been evaluated according to the Decision Support Scorecard, analysts can then position the candidates on the matrix shown below, enabling them to visualize which companies are truly breakthrough and which ones are not yet operating at best-in-class levels. DECISION SUPPORT MATRIX FOR PRODUCT LINE STRATEGY LEADERSHIP AWARD High Low Low High CustomerImpact Product Line Strength Kathrein RFIDCompetitor 2 Competitor 3
  10. 10. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 10 “We Accelerate Growth” The Intersection between 360-Degree Research and Best Practices Awards Research Methodology Frost & Sullivan’s 360-degree research methodology represents the analytical rigor of our research process. It offers a 360-degree-view of industry challenges, trends, and issues by integrating all 7 of Frost & Sullivan's research methodologies. Too often, companies make important growth decisions based on a narrow understanding of their environment, leading to errors of both omission and commission. Successful growth strategies are founded on a thorough understanding of market, technical, economic, financial, customer, best practices, and demographic analyses. The integration of these research disciplines into the 360-degree research methodology provides an evaluation platform for benchmarking industry players and for identifying those performing at best-in-class levels. 360-DEGREE RESEARCH: SEEING ORDER IN THE CHAOS
  11. 11. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 11 “We Accelerate Growth” Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices Frost & Sullivan Awards follow a 10-step process to evaluate award candidates and assess their fit with select best practice criteria. The reputation and integrity of the Awards are based on close adherence to this process. STEP OBJECTIVE KEY ACTIVITIES OUTPUT 1 Monitor, target, and screen Identify award recipient candidates from around the globe  Conduct in-depth industry research  Identify emerging sectors  Scan multiple geographies Pipeline of candidates who potentially meet all best- practice criteria 2 Perform 360-degree research Perform comprehensive, 360-degree research on all candidates in the pipeline  Interview thought leaders and industry practitioners  Assess candidates’ fit with best-practice criteria  Rank all candidates Matrix positioning all candidates’ performance relative to one another 3 Invite thought leadership in best practices Perform in-depth examination of all candidates  Confirm best-practice criteria  Examine eligibility of all candidates  Identify any information gaps Detailed profiles of all ranked candidates 4 Initiate research director review Conduct an unbiased evaluation of all candidate profiles  Brainstorm ranking options  Invite multiple perspectives on candidates’ performance  Update candidate profiles Final prioritization of all eligible candidates and companion best-practice positioning paper 5 Assemble panel of industry experts Present findings to an expert panel of industry thought leaders  Share findings  Strengthen cases for candidate eligibility  Prioritize candidates Refined list of prioritized award candidates 6 Conduct global industry review Build consensus on award candidates’ eligibility  Hold global team meeting to review all candidates  Pressure-test fit with criteria  Confirm inclusion of all eligible candidates Final list of eligible award candidates, representing success stories worldwide 7 Perform quality check Develop official award consideration materials  Perform final performance benchmarking activities  Write nominations  Perform quality review High-quality, accurate, and creative presentation of nominees’ successes 8 Reconnect with panel of industry experts Finalize the selection of the best-practice award recipient  Review analysis with panel  Build consensus  Select winner Decision on which company performs best against all best-practice criteria 9 Communicate recognition Inform award recipient of award recognition  Present award to the CEO  Inspire the organization for continued success  Celebrate the recipient’s performance Announcement of award and plan for how recipient can use the award to enhance the brand 10 Take strategic action Upon licensing, company may share award news with stakeholders and customers  Coordinate media outreach  Design a marketing plan  Assess award’s role in future strategic planning Widespread awareness of recipient’s award status among investors, media personnel, and employees
  12. 12. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 12 “We Accelerate Growth” About Frost & Sullivan Frost & Sullivan, the Growth Partnership Company, enables clients to accelerate growth and achieve best in class positions in growth, innovation and leadership. The company's Growth Partnership Service provides the CEO and the CEO's Growth Team with disciplined research and best practice models to drive the generation, evaluation and implementation of powerful growth strategies. Frost & Sullivan leverages almost 50 years of experience in partnering with Global 1000 companies, emerging businesses and the investment community from 31 offices on six continents. To join our Growth Partnership, please visit http://www.frost.com.

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