The document discusses iRobot's position in the robotics industry and analyzes environmental factors, markets, products, R&D spending, finances, intellectual property, and 2010 performance. It evaluates alternatives for iRobot, including focusing on one segment, healthcare acquisitions, or universal growth. The recommendation is for iRobot to focus on maximizing value before patent expiration in 2019.
Case 2 i robot presentation team f 20190831Nhan Pham Le
iRobot is the leading home robot company with over 60% of the global market share. However, its market share is decreasing and it faces threats from expiring patents, low visibility, and competition. Its proposed strategy is to pursue focused differentiation by improving customer value through enhanced marketing, R&D, services, and new product lines to maintain its competitive advantage. Its strategic objectives are to increase revenue to $3 billion by 2022 while maintaining over 60% of the global market share through defensive actions and an emphasis on its role as a pioneer in the smart home ecosystem.
iRobot designs and builds consumer, government, and industrial robots. It offers floor vacuuming robots, floor washing robots, pool cleaning robots, and other consumer products. It also provides small unmanned ground robots and underwater vehicles to government and industrial customers. The document discusses iRobot's business model, growth strategies, innovative products, intellectual property, target audiences, addressable markets, management team, and financial performance. An acquisition project for iRobot is being proposed, and the document analyzes iRobot as a potential acquisition target based on its financials, growth opportunities, and valuation using the APV and comparable company methods.
iRobot designs and builds robots for both consumer and government/industrial use. For consumers, they have sold over 5 million floor vacuuming and cleaning robots worldwide, which account for 55% of total revenue. Their government contracts include small ground robots and unmanned vehicles used by the US military, making up 46% of revenue. To promote their consumer products, iRobot uses social media and educational programs to build their brand, while government products are promoted directly to the US military. Moving forward, iRobot aims to continue innovating new consumer products to create "blue oceans" and lead the market, while also relying on government contracts for research funding.
This marketing plan proposes strategies to market the Roomba 690 vacuuming robot. The plan sets an objective of selling 1200 units in the first year. It analyzes the market segmentation and target psychographic and demographic groups. The marketing mix proposes promotion tactics including TV ads, in-store demonstrations, and social media ads. A financial forecast projects increasing annual sales and expenses over three years. Implementation controls include monthly reviews of revenue and expenses to monitor performance.
This document provides an overview of Chester Inc, a sensor company that simulates different business strategies and product offerings across multiple practice rounds. It discusses Chester's business strategy of targeting high-end, niche segments with technologically superior products. It also summarizes their product line, financial performance, successful and unsuccessful decisions made, and lessons learned around strategic coordination between business units, awareness of competitors and stakeholders, and considering different perspectives.
iRobot anticipates generating $38M in retained earnings in 2015 by increasing revenue to $606M through new strategies while reducing days in inventory and maintaining costs. It is recommended that $30.6M (80%) of the surplus be used to develop a new Scooba floor cleaning product, estimated to deliver $58.7M in value over 5 years. New product innovation is critical for iRobot to maintain its competitive position against increasing competition in the home robot market.
This is the presentation from the capstone simulation competition conducted at Kelley School of Business towards the completion of our MBA. The simulation involved decision on various business functions including Marketing, Operations, Finance and Investor relations. We worked in a team of 5-6 students to run a company making decisions on these functions as a team.
Case 2 i robot presentation team f 20190831Nhan Pham Le
iRobot is the leading home robot company with over 60% of the global market share. However, its market share is decreasing and it faces threats from expiring patents, low visibility, and competition. Its proposed strategy is to pursue focused differentiation by improving customer value through enhanced marketing, R&D, services, and new product lines to maintain its competitive advantage. Its strategic objectives are to increase revenue to $3 billion by 2022 while maintaining over 60% of the global market share through defensive actions and an emphasis on its role as a pioneer in the smart home ecosystem.
iRobot designs and builds consumer, government, and industrial robots. It offers floor vacuuming robots, floor washing robots, pool cleaning robots, and other consumer products. It also provides small unmanned ground robots and underwater vehicles to government and industrial customers. The document discusses iRobot's business model, growth strategies, innovative products, intellectual property, target audiences, addressable markets, management team, and financial performance. An acquisition project for iRobot is being proposed, and the document analyzes iRobot as a potential acquisition target based on its financials, growth opportunities, and valuation using the APV and comparable company methods.
iRobot designs and builds robots for both consumer and government/industrial use. For consumers, they have sold over 5 million floor vacuuming and cleaning robots worldwide, which account for 55% of total revenue. Their government contracts include small ground robots and unmanned vehicles used by the US military, making up 46% of revenue. To promote their consumer products, iRobot uses social media and educational programs to build their brand, while government products are promoted directly to the US military. Moving forward, iRobot aims to continue innovating new consumer products to create "blue oceans" and lead the market, while also relying on government contracts for research funding.
This marketing plan proposes strategies to market the Roomba 690 vacuuming robot. The plan sets an objective of selling 1200 units in the first year. It analyzes the market segmentation and target psychographic and demographic groups. The marketing mix proposes promotion tactics including TV ads, in-store demonstrations, and social media ads. A financial forecast projects increasing annual sales and expenses over three years. Implementation controls include monthly reviews of revenue and expenses to monitor performance.
This document provides an overview of Chester Inc, a sensor company that simulates different business strategies and product offerings across multiple practice rounds. It discusses Chester's business strategy of targeting high-end, niche segments with technologically superior products. It also summarizes their product line, financial performance, successful and unsuccessful decisions made, and lessons learned around strategic coordination between business units, awareness of competitors and stakeholders, and considering different perspectives.
iRobot anticipates generating $38M in retained earnings in 2015 by increasing revenue to $606M through new strategies while reducing days in inventory and maintaining costs. It is recommended that $30.6M (80%) of the surplus be used to develop a new Scooba floor cleaning product, estimated to deliver $58.7M in value over 5 years. New product innovation is critical for iRobot to maintain its competitive position against increasing competition in the home robot market.
This is the presentation from the capstone simulation competition conducted at Kelley School of Business towards the completion of our MBA. The simulation involved decision on various business functions including Marketing, Operations, Finance and Investor relations. We worked in a team of 5-6 students to run a company making decisions on these functions as a team.
Capsim Strategic Management Simulation: First Place. We simulated developing silicon wafers for 6 rounds representing 6 years. We chose broad differentiation as a a strategy. Even though I was CEO for round 5 & 6, I drove the strategy starting round 1
SABRE Business Simulation Results 2016_Nazar SmalNazar Smal, MBA
The document summarizes the results of a business simulation competition for MBA students. The author's team achieved the highest net cumulative contribution by initially targeting the largest segments in the core device market to gain market share and constrain competitors' budgets. They then waited for competitors to enter the new STAR market before following with heavy investments targeted at the fastest growing, highest value segments to gain market share in that market as well. Their strategy of an early, diversified portfolio and monitoring competitors allowed them to maintain the largest budget and highest net contribution overall.
The document compares the iPhone and Blackberry smartphones. It provides information on their headquarters locations, market shares, models, applications, visions, missions, strategies, target markets, and SWOT analyses. It notes that the iPhone controls 23.3% of the US market while Blackberry previously controlled over 55% but has seen declining market share. Both companies aim to provide innovative mobile devices and experiences, with Apple focusing more on user experience and Blackberry targeting business customers.
A strategic analysis of the key decisions taken through the life of Netflix. We look at how the company has stayed ahead of the curve and has never shied away from disrupting its own business to stay relevant. This was as part of the strategy in context course of the McGill MBA program.
All Things You Need To Know About The New iPhone 14.pptMuhammadAli2977
The document summarizes new features of the iPhone 14 including Dynamic Island, a 48MP camera, satellite connectivity for emergency messaging, crash detection capabilities, cinematic mode filming at 24fps, the A16 Bionic chip, all-day battery life, and eSIM activation. Pre-orders begin on September 9th. Key highlights are Dynamic Island, the 48MP camera, satellite SOS messaging, advanced crash detection sensors, and cinematic mode filming at 24fps.
Telecommunication expansion strategy for AfricaJacob Parackal
The major telecommunications companies have adopted similar strategies to expand in Africa, including acquiring existing companies, forming joint ventures, and obtaining licenses to operate in new markets. They target countries with low telecom penetration and aim to provide basic, low-cost services. However, differences remain in their brand positioning, level of innovation, and focus between more developed versus less developed African nations. Managing the cultural and economic differences across Africa poses challenges to their pan-African strategies.
Final Presentation from Chester Group Rev 0Steven Quenzel
Chester Sensors achieved strong financial results over 8 rounds of simulation, with cumulative profits exceeding competitors by over 50% and the highest stock price. The company differentiated through reliable, cutting-edge sensors produced at affordable prices using automation. Looking ahead, Chester will introduce the highly automated Cyclops line to compete in ultra-high tech sectors while phasing out older product lines. Overall, Chester's focus on product lifecycle, R&D, and cost control supported consistent market leadership.
The document discusses competitive advantage and competitor analysis. It provides objectives for understanding competitors and customers through analysis. It then discusses Intel as an example, focusing on how Intel's competitive strategy of superior value and product innovation has led to success. The document outlines steps for analyzing competitors, including identifying competitors, assessing their strategies, strengths/weaknesses, and selecting which to attack or avoid. It also discusses different competitive strategies firms can employ like overall cost leadership, differentiation, and focus.
Company Andrews held its quarterly meeting on April 30th, 2014. The document discusses Company Andrews as a low risk, strong buy investment option. It notes the company's low risk factors provide confidence, its strong financials lead to profitability, and its strengths position it for future promise. Key strengths include a competitive strategy, strong mission statement, favorable SWOT analysis and Porter's Five Forces analysis, and strong financial metrics like profit margin, return on equity, and high cash on hand. The company has experienced sales growth, high contribution margin, and production capacity to meet future needs. It plans continued competitive pricing, quality investments, and improved forecasting to capture more market share.
Ferris transitioned from pursuing broad differentiation and cost leadership to focusing on niche cost leadership in low-end and traditional markets. This shift helped increase profits to $36.6 million. While sales, market share, and other metrics improved steadily, customer survey scores on buying criteria and accessibility remained low. Moving forward, Ferris aims to further address customer needs while maintaining their strengthened financial position.
Netflix business marketpresentation_economicsGraysonMeeks
The document provides an overview of Netflix's marketing plan. It discusses Netflix's target demographics, history since its founding in 1997, current competitors and their subscription numbers, Netflix's revenue streams through various streaming and DVD/Blu-Ray plans. It analyzes factors that affect Netflix's demand and supply, and notes Netflix expects 24% annual growth.
Nintendo is facing challenges maintaining market share with the Wii U not meeting sales expectations. The document proposes short and long term strategic options. In the short term, Nintendo could develop an online gaming console and partnerships. Long term, it could diversify into interactive learning and health games by building on successes like Wii Fit and leveraging R&D, talent, and distribution. The recommendation is to address competition short term while building a new "blue ocean" strategy long term moving gaming into education and healthcare.
Team Digby presented their business plan for Capsim. Their mission is to provide reliable, affordable products. Their strategy is to make a profit while satisfying customers with competitive pricing and minimal inventory. Joanne Meraz discussed pricing products and forecasting market share increases for each. Shelby Morrow emphasized focusing R&D on meeting market needs. Chi Pang Cheung explained using TQM to lower costs and increase profits. Bing Li discussed allocating promotion and sales budgets. Jennifer Ucelo outlined the team's debt and dividend strategies. They were satisfied with their HR and financial outcomes. In the end, the team achieved success.
1) The team presented strategies, mission, vision, research and development, marketing, production, finance, and lessons learned for innovative company Chester Inc. over multiple rounds of the business simulation.
2) Chester aimed to differentiate its premium products, build customer relationships globally, and commit to quality and excellence.
3) Though Chester struggled initially with forecasting and TQM, it improved its techniques, maintained profitability and positive cash flow, and earned 630 out of 1000 points in the simulation, placing second in its segment.
Technology strategy is shaped by a firm's technological capabilities and competencies, which are developed through enacting the strategy. The document outlines a framework for technology strategy with four stances: competitive strategy, value chain, resources commitment, and management. It also discusses how technological capability, competence, substance of strategy, and enactment are interrelated in developing and implementing an effective technology strategy.
This document analyzes Sony using a TOWS matrix. It provides background on Sony's founding, mission, vision, headquarters and key people. A SWOT analysis identifies Sony's strengths as innovation, quality and brand strength, and weaknesses as maintaining multiple functions and product pricing. Opportunities include expanding into new markets and segments, while threats include competition and economic instability. The TOWS matrix formulates strategies using Sony's strengths to pursue opportunities and overcome weaknesses and threats. In conclusion, Sony needs to integrate its talent to maintain success against growing competition.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share dropped below 30% in 2011 as it struggled to compete with smartphones running Android and iOS that had more advanced apps and processors. In an attempt to turn things around, in 2011 Nokia partnered with Microsoft to use the Windows Phone platform for future devices. However, Nokia remained dependent on Microsoft and faced strong competition from Apple and Google, making a full recovery difficult. The partnership aimed to combine Nokia's manufacturing and distribution with Microsoft's software expertise to build a new mobile ecosystem.
Launching Krispy Natural: Cracking the product management code Mayank Thar
It is the analysis of a Harvard Business School case about a company that initially failed to launch its product but then was able to relaunch it successfully.
This document provides an overview of the consumer robotics sector, including key investment trends, notable markets, companies, and recent news. It summarizes funding activity in the sector, with over $1.3 billion invested since 2012. The top markets are personal social robots and healthcare robotic assistance. Notable companies outlined include iRobot, Sphero, Anki, and ReWalk Robotics.
iRobot aims to reduce demand volatility and build sustainable profit growth. It will pursue three strategies: 1) entering new markets by launching a commercial cleaning robot and "Mowbot" gardening robot, 2) enhancing integration of existing products, and 3) improving marketing to increase volumes. A commercial cleaner addresses a growing market and provides diversification, while "Mowbot" leverages iRobot's expertise and entrenches it in consumers' lives. Both strategies ease volatility through diversification and loyalty.
Capsim Strategic Management Simulation: First Place. We simulated developing silicon wafers for 6 rounds representing 6 years. We chose broad differentiation as a a strategy. Even though I was CEO for round 5 & 6, I drove the strategy starting round 1
SABRE Business Simulation Results 2016_Nazar SmalNazar Smal, MBA
The document summarizes the results of a business simulation competition for MBA students. The author's team achieved the highest net cumulative contribution by initially targeting the largest segments in the core device market to gain market share and constrain competitors' budgets. They then waited for competitors to enter the new STAR market before following with heavy investments targeted at the fastest growing, highest value segments to gain market share in that market as well. Their strategy of an early, diversified portfolio and monitoring competitors allowed them to maintain the largest budget and highest net contribution overall.
The document compares the iPhone and Blackberry smartphones. It provides information on their headquarters locations, market shares, models, applications, visions, missions, strategies, target markets, and SWOT analyses. It notes that the iPhone controls 23.3% of the US market while Blackberry previously controlled over 55% but has seen declining market share. Both companies aim to provide innovative mobile devices and experiences, with Apple focusing more on user experience and Blackberry targeting business customers.
A strategic analysis of the key decisions taken through the life of Netflix. We look at how the company has stayed ahead of the curve and has never shied away from disrupting its own business to stay relevant. This was as part of the strategy in context course of the McGill MBA program.
All Things You Need To Know About The New iPhone 14.pptMuhammadAli2977
The document summarizes new features of the iPhone 14 including Dynamic Island, a 48MP camera, satellite connectivity for emergency messaging, crash detection capabilities, cinematic mode filming at 24fps, the A16 Bionic chip, all-day battery life, and eSIM activation. Pre-orders begin on September 9th. Key highlights are Dynamic Island, the 48MP camera, satellite SOS messaging, advanced crash detection sensors, and cinematic mode filming at 24fps.
Telecommunication expansion strategy for AfricaJacob Parackal
The major telecommunications companies have adopted similar strategies to expand in Africa, including acquiring existing companies, forming joint ventures, and obtaining licenses to operate in new markets. They target countries with low telecom penetration and aim to provide basic, low-cost services. However, differences remain in their brand positioning, level of innovation, and focus between more developed versus less developed African nations. Managing the cultural and economic differences across Africa poses challenges to their pan-African strategies.
Final Presentation from Chester Group Rev 0Steven Quenzel
Chester Sensors achieved strong financial results over 8 rounds of simulation, with cumulative profits exceeding competitors by over 50% and the highest stock price. The company differentiated through reliable, cutting-edge sensors produced at affordable prices using automation. Looking ahead, Chester will introduce the highly automated Cyclops line to compete in ultra-high tech sectors while phasing out older product lines. Overall, Chester's focus on product lifecycle, R&D, and cost control supported consistent market leadership.
The document discusses competitive advantage and competitor analysis. It provides objectives for understanding competitors and customers through analysis. It then discusses Intel as an example, focusing on how Intel's competitive strategy of superior value and product innovation has led to success. The document outlines steps for analyzing competitors, including identifying competitors, assessing their strategies, strengths/weaknesses, and selecting which to attack or avoid. It also discusses different competitive strategies firms can employ like overall cost leadership, differentiation, and focus.
Company Andrews held its quarterly meeting on April 30th, 2014. The document discusses Company Andrews as a low risk, strong buy investment option. It notes the company's low risk factors provide confidence, its strong financials lead to profitability, and its strengths position it for future promise. Key strengths include a competitive strategy, strong mission statement, favorable SWOT analysis and Porter's Five Forces analysis, and strong financial metrics like profit margin, return on equity, and high cash on hand. The company has experienced sales growth, high contribution margin, and production capacity to meet future needs. It plans continued competitive pricing, quality investments, and improved forecasting to capture more market share.
Ferris transitioned from pursuing broad differentiation and cost leadership to focusing on niche cost leadership in low-end and traditional markets. This shift helped increase profits to $36.6 million. While sales, market share, and other metrics improved steadily, customer survey scores on buying criteria and accessibility remained low. Moving forward, Ferris aims to further address customer needs while maintaining their strengthened financial position.
Netflix business marketpresentation_economicsGraysonMeeks
The document provides an overview of Netflix's marketing plan. It discusses Netflix's target demographics, history since its founding in 1997, current competitors and their subscription numbers, Netflix's revenue streams through various streaming and DVD/Blu-Ray plans. It analyzes factors that affect Netflix's demand and supply, and notes Netflix expects 24% annual growth.
Nintendo is facing challenges maintaining market share with the Wii U not meeting sales expectations. The document proposes short and long term strategic options. In the short term, Nintendo could develop an online gaming console and partnerships. Long term, it could diversify into interactive learning and health games by building on successes like Wii Fit and leveraging R&D, talent, and distribution. The recommendation is to address competition short term while building a new "blue ocean" strategy long term moving gaming into education and healthcare.
Team Digby presented their business plan for Capsim. Their mission is to provide reliable, affordable products. Their strategy is to make a profit while satisfying customers with competitive pricing and minimal inventory. Joanne Meraz discussed pricing products and forecasting market share increases for each. Shelby Morrow emphasized focusing R&D on meeting market needs. Chi Pang Cheung explained using TQM to lower costs and increase profits. Bing Li discussed allocating promotion and sales budgets. Jennifer Ucelo outlined the team's debt and dividend strategies. They were satisfied with their HR and financial outcomes. In the end, the team achieved success.
1) The team presented strategies, mission, vision, research and development, marketing, production, finance, and lessons learned for innovative company Chester Inc. over multiple rounds of the business simulation.
2) Chester aimed to differentiate its premium products, build customer relationships globally, and commit to quality and excellence.
3) Though Chester struggled initially with forecasting and TQM, it improved its techniques, maintained profitability and positive cash flow, and earned 630 out of 1000 points in the simulation, placing second in its segment.
Technology strategy is shaped by a firm's technological capabilities and competencies, which are developed through enacting the strategy. The document outlines a framework for technology strategy with four stances: competitive strategy, value chain, resources commitment, and management. It also discusses how technological capability, competence, substance of strategy, and enactment are interrelated in developing and implementing an effective technology strategy.
This document analyzes Sony using a TOWS matrix. It provides background on Sony's founding, mission, vision, headquarters and key people. A SWOT analysis identifies Sony's strengths as innovation, quality and brand strength, and weaknesses as maintaining multiple functions and product pricing. Opportunities include expanding into new markets and segments, while threats include competition and economic instability. The TOWS matrix formulates strategies using Sony's strengths to pursue opportunities and overcome weaknesses and threats. In conclusion, Sony needs to integrate its talent to maintain success against growing competition.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share dropped below 30% in 2011 as it struggled to compete with smartphones running Android and iOS that had more advanced apps and processors. In an attempt to turn things around, in 2011 Nokia partnered with Microsoft to use the Windows Phone platform for future devices. However, Nokia remained dependent on Microsoft and faced strong competition from Apple and Google, making a full recovery difficult. The partnership aimed to combine Nokia's manufacturing and distribution with Microsoft's software expertise to build a new mobile ecosystem.
Launching Krispy Natural: Cracking the product management code Mayank Thar
It is the analysis of a Harvard Business School case about a company that initially failed to launch its product but then was able to relaunch it successfully.
This document provides an overview of the consumer robotics sector, including key investment trends, notable markets, companies, and recent news. It summarizes funding activity in the sector, with over $1.3 billion invested since 2012. The top markets are personal social robots and healthcare robotic assistance. Notable companies outlined include iRobot, Sphero, Anki, and ReWalk Robotics.
iRobot aims to reduce demand volatility and build sustainable profit growth. It will pursue three strategies: 1) entering new markets by launching a commercial cleaning robot and "Mowbot" gardening robot, 2) enhancing integration of existing products, and 3) improving marketing to increase volumes. A commercial cleaner addresses a growing market and provides diversification, while "Mowbot" leverages iRobot's expertise and entrenches it in consumers' lives. Both strategies ease volatility through diversification and loyalty.
Robotics - Mainstream or Marginal for Process Industries?Yokogawa1
Whereas robotics have been crucial to factory and warehouse automation for decades, the technology in process industry applications continues to be relatively new and emerging. Savvy operators are realizing the value of robotics in enhancing process safety and efficiency in daily operation and maintenance activities. Robots are performing operator runs in hazardous areas and drones have been deployed on inspections routes in difficult-to-access locations across process complexes. Yet, process operators still face many challenges when it comes to widely adopting robots. How can users integrate robotics into existing operations, control systems and standard operating procedures? Can they use the data collected from robots and combine it with artificial intelligence to provide actionable knowledge? Where do robotics reside on the digital transformation roadmap that ultimately leads to autonomous operations? In this session, participants will learn about Yokogawa's robotics vision, which steps beyond Industry 4.0 and digital transformation to achieve industrial autonomy.
John Feland Thesis Defense Slides: 19 Nov 2004John Feland
This document proposes a Product Capital Model to measure the value of design to corporate performance. It defines three types of product capital: financial, intellectual, and social. Financial capital looks at traditional measures like gross margin and assets. Intellectual capital examines patents, products, and R&D spending. Social capital assesses customer reviews to gauge user benefit. The author hypothesizes that product capital metrics correlate to and better predict performance than financials alone. Testing shows product capital describes market cap, revenues, and returns better. Additionally, social capital can predict future sales leading indicators. The model implies design impacts business success and comprehensive design research is important. Next steps include validating methods and applying them industrially.
Inspiring tomorrow’s innovations
The number of MNC R&D centers in India has grown to over 850, with over 100 added in the last 3 years. Bangalore remains the top location, though New Delhi is growing fast. Most new centers focus on software and telecom and are established by smaller MNCs. Competition for talent with startups is increasing as billion dollar startups emerge from India. While India's R&D ecosystem has matured, few major global innovations have emerged, facing challenges like talent disengagement, limited domestic market size, and competition from other locations. Social innovation programs show potential to solve large societal problems through holistic solutions.
Microvision is a company that develops pico projection technology. Their annual shareholder meeting presentation discusses their pico projection solutions for imagining, entertaining and sharing, highlights market trends of increasing mobile usage, and outlines their technology, products and people as critical success factors. The presentation provides an overview of Microvision's patent portfolio and recognition, their product portfolio including the PicoP Engine and Showwx pico projector, and recent industry awards and media coverage praising qualities of the Showwx like resolution, versatility and ability to focus on any surface.
The document provides an overview of the consumer robotics sector, including key investment trends, notable companies, and markets. It summarizes that total funding in the sector is $2B, with the top markets being personal social robots ($154M), healthcare robotic assistance for mobility/rehabilitation ($72.3M), and healthcare daily task assistance ($30.2M). Notable companies outlined include Anki, Jibo, Groove-X in personal social robots, and Ekso Bionics, ReWalk Robotics, and Rex Bionics in healthcare robotic assistance.
The document provides an overview of the consumer robotics sector, including investment trends, key markets, notable companies, and recent news. It summarizes funding activity in the sector totalling $1.4 billion, with the top markets being personal social robots, healthcare robotic assistance, and robot intelligence technologies. Notable companies mentioned include iRobot, Sphero, Neato Robotics, Anthropic, and UBTech Robotics.
The document discusses building an investment thesis for warehouse automation. It identifies the large and growing market opportunity in warehouse automation driven by increasing ecommerce, labor challenges, and demand for efficiency. The document maps out the key operations in a warehouse and problems that can be addressed through automation. It analyzes the existing technologies used in warehouses and gaps that startups can address, such as developing autonomous mobile robots and collaborative robots. The document presents an investment thesis around warehouse automation and identifies attributes of startups that are well-positioned to succeed in this space, such as having differentiated technology, performance, and a strong team with domain expertise and go-to-market strategy.
This document provides an overview of the robotics and automation industry and trends. Some key points:
- Computing and robotics are advancing rapidly, with robots gaining abilities like seeing, moving, and interacting naturally. This will unlock many new applications and empower people.
- The robotics industry is growing quickly, with an estimated $1.2 trillion in spending by 2025. China's robotics growth rate was 54% last year alone.
- Robots are being used increasingly in industries like manufacturing, healthcare, agriculture, and more. Examples of applications include drones, surgical robots, automated milking, and driverless tractors.
- Technology costs are decreasing, while wages are increasing in places like
Richard Lightbound presents on the topic of robotics and automation. Some key points:
- Computing and robotics are advancing faster than ever before, with robots gaining abilities like seeing, moving, and interacting naturally.
- The robotics industry is expected to be worth $1.2 trillion by 2025, with businesses projected to have 7,000 drone permits within three years.
- Robots are being used in a variety of industries like manufacturing, healthcare, agriculture, and more. Applications include drones, surgical robots, automated milking, and driverless tractors.
- Countries like China are seeing rapid growth in robotics adoption, with the cost of robots decreasing which will drive further adoption as
Un análisis del entorno tecnológico actual y su impacto en la sociedad y en la industria. El caso INTEL es un claro exponente de la evolución digital, la innovación y la evolución de una compañía líder en su sector.
http://bit.ly/igmHCe
CPFL Energia is a leading private electricity company in Brazil. In the first nine months of 2004, it had net revenues of over R$5 billion and EBITDA of R$1.1 billion. It operates in distribution, commercialization, and generation of electricity, with distribution making up the largest portion of its EBITDA. CPFL Energia is focusing on reducing debt levels and increasing investments in generation projects to drive future growth.
The document summarizes a presentation on project finance for the Paradip-New Sambalpur-Raipur-Ranchi Pipeline (PRRPL) and the financial analysis of Indian Oil Corporation (IOCL) and its pipeline division. It includes details on the research methodology, industry and company profiles, the pipeline division, project finance assessment of PRRPL, financial analysis of IOCL and the pipeline division, contributions of the pipeline division, recommendations, and learnings.
RAB Microfluidics is developing a solution to analyze machine breakdowns and failures using microfluidic technology. They estimate their target market of maritime, wind, and manufacturing could generate £7 million in revenue by year 3. They are seeking £500k in investment which would be used to grow their team, conduct pilot trials, develop software, launch an MVP, and fully launch their product. Their goal is a trade sale exit within 5-7 years.
The document provides an agenda and analysis for F.T. Consulting Firm's presentation on strategic recommendations for RadioShack Corporation. The summary includes an industry and company SWOT analysis, benchmarks for RadioShack's performance, two potential strategic orientations for RadioShack, and a recommendation to pursue the first strategy due to its feasibility and likelihood of success.
Convergence of Service and Industrial RoboticsSamuel Bouchard
The document discusses the convergence of industrial and service robotics. It notes that in the past, industrial and service robotics were seen as separate fields, but that is changing as technologies cross-pollinate. For example, lighter and less expensive industrial robots originally developed for services are now being used in factories. The document also addresses workforce issues, technology developments, revenue models, market potential and challenges, and who may succeed in selling robots to the 90% of manufacturers not currently using them. It argues both fields can benefit from merging ideas and talent.
The Indian pharmaceutical industry has grown significantly over the past few decades. It now supplies over 50% of global demand for various vaccines and over 40% of generic demand in the US. The industry is expected to reach $20-23 billion by 2015, growing at 8-9% annually. Key strengths that have enabled this growth include low manufacturing costs, a large skilled workforce, and a strong domestic market. However, the industry still lags in innovation and must invest more in research to compete globally.
sonic automotive SAHStephens20June20Conference20Presentationfinance43
This document contains forward-looking statements by a company and its management regarding future performance. These statements are predictions and not guarantees. Readers are cautioned that actual results may differ from projected results due to various risks and uncertainties. Historical financial data is also presented regarding the company's revenues, profits, expenses, capitalization, and same-store sales growth. The company's strategic plans to improve performance through initiatives regarding used vehicles, parts and service, marketing, associate training, and financial management are summarized.
sonic automotive SAHStephens20June20Conference20Presentationfinance43
This document contains forward-looking statements by a company regarding its future performance. These statements are predictions and not guarantees. The document cautions readers that actual results may differ from projections due to various risk factors. It provides the company's revenue breakdown by division and lists initiatives in used vehicles, parts/service/collision repair, finance/insurance, associate training, and marketing.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
3. Situation Analysis
Environmental factors affecting iRobot
Global Market Trends Geographic Distribution
Numerous industry applications
Sensitive to economic downturn
Robotics Industry
– Industrial robots sold slumped 50% in 2009
Strong recovery during 2010
iRobot
– 52% increase in units
– 58% increase in dollars
Market sales expected to grow next three years
– Professional services robots growing 10 million
– 12 million household units will be sold
Situation Analysis Alternatives Recommendation Implementation Results HMC
4. Situation Analysis
Environmental factors affecting iRobot
Global Market Trends Geographic Distribution
Robotics Industry
iRobot
Situation Analysis Alternatives Recommendation Implementation Results HMC
5. Situation Analysis
iRobot’s current market position
Products R&D Financials IP
Home Care Robots:
– Cleaning: homes, pools, gutters
Robotics Industry – 5 million sold worldwide
– 30 national retailers; international retailers
– 55% of revenues
iRobot
Government and Industrial Robots:
– Ground and maritime unmanned vehicles
– Divisions of U.S. military
– 46% of revenues
Situation Analysis Alternatives Recommendation Implementation Results HMC
6. Situation Analysis
iRobot’s current market position
Products R&D Financials IP
Year Spend
2005 8.17%
Robotics Industry 2006 9.01%
2007 6.86%
2008 5.71%
iRobot 2009 4.94%
5 Year Average 6.94%
2/3 funded by contracts, 1/3 internally
47% of employees within R&D
Three methods of research
Situation Analysis Alternatives Recommendation Implementation Results HMC
7. Situation Analysis
iRobot’s current market position
Products R&D Financials IP
iRobot Revenue Growth
$300,000
$250,000
Robotics Industry $200,000
$150,000 Product Revenue
$100,000 Contract Revenue
$50,000
$0
iRobot 2005 2009
Declining revenues in 2009
Cost-cutting measures to stay profitable
Cash position increased to $72 million
Long-term debt reduced to $4 million
Situation Analysis Alternatives Recommendation Implementation Results HMC
8. Situation Analysis
iRobot’s current market position
Products R&D Financials IP
iRobot Patents
160
140
Robotics Industry 120
100
80
60 Patents
iRobot
40
20
0
U.S. Patents Pending U.S. International Pending Foreign
Patents Patents Applications
Patents held begin to expire in 2019
Situation Analysis Alternatives Recommendation Implementation Results HMC
9. 2010 Performance
Highlights of iRobot’s most recent year
Successfully grew revenues 33% to $400 million
Addition of $40 million in cash to balance sheet
– $110 million in reserves, cash-to-sales ratio of 27%
Expansion into new markets
– New Markets: Chile, Mexico, Brazil
Sales office in Miami
Situation Analysis Alternatives Recommendation Implementation Results HMC
10. Alternatives
Evaluating possible alternatives for iRobot
Decision Criteria
Leverage R&D Across Complement Core
Promote Future All Business Competencies w/
Innovation Segments Strategic Alliances
Situation Analysis Alternatives Recommendation Implementation Results HMC
11. Alternatives
Evaluating possible alternatives for iRobot
Decision Criteria
Leverage R&D Across Complement Core
Promote Future All Business Competencies w/
Alternatives Innovation Segments Strategic Alliances
Focusing On One
Business Segment
Acquisition Within
Health Care Robotics
Universal Growth
Strategy
Situation Analysis Alternatives Recommendation Implementation Results HMC
12. Alternatives
Evaluating possible alternatives for iRobot
Decision Criteria
Leverage R&D Across Complement Core
Promote Future All Business Competencies w/
Alternatives Innovation Segments Strategic Alliances
Focusing On One
Business Segment
Acquisition Within
Health Care Robotics
Universal Growth
Strategy
Situation Analysis Alternatives Recommendation Implementation Results HMC
13. Alternatives
Evaluating possible alternatives for iRobot
Decision Criteria
Leverage R&D Across Complement Core
Promote Future All Business Competencies w/
Alternatives Innovation Segments Strategic Alliances
Focusing On One
Business Segment
Acquisition Within
Health Care Robotics
Universal Growth
Strategy
Situation Analysis Alternatives Recommendation Implementation Results HMC
14. Alternatives
Evaluating possible alternatives for iRobot
Decision Criteria
Leverage R&D Across Complement Core
Promote Future All Business Competencies w/
Alternatives Innovation Segments Strategic Alliances
Focusing On One
Business Segment
Acquisition Within
Health Care Robotics
Universal Growth
Strategy
Situation Analysis Alternatives Recommendation Implementation Results HMC
15. Recommendation
Steps to iRobot’s continued success
1 Objective: Maximize value before patent expiration
Focus on creating awareness for iRobot capabilities
2 Objective: Complement core competencies with informal alliances
Leverage existing R&D across business segments
3 Objective: Continue to maintain relevance through innovation
Develop and foster new talent and product pipeline
Situation Analysis Alternatives Recommendation Implementation Results HMC
16. Three Step Approach
Enhancing iRobot’s product and contract strategies
Maximize Patent Value Leverage R&D Promote Innovation
Awareness Campaign Mitigate Contract Risk Robotics Competition
International Presence Create® for Military Academic Research
Customer Adoption Informal Alliances weRobot Solutions
Situation Analysis Alternatives Recommendation Implementation Results HMC
17. Three Step Approach
Enhancing iRobot’s product and contract strategies
Maximize Patent Value Leverage R&D Promote Innovation
Awareness Campaign Mitigate Contract Risk Robotics Competition
International Presence Create® for Military Academic Research
Customer Adoption Informal Alliances weRobot Solutions
Goal: Customer recognition of existing product line
Situation Analysis Alternatives Recommendation Implementation Results HMC
18. Maximize Patent Potential
Addressing patent issues moving forward
Issues Solutions
Pending patent • Market consumer
expiration 2019 products heavily prior
to patent expiration
• Complement social
High sunk costs in media with
R&D demonstrations
iRobot needs product awareness, not competitors
Situation Analysis Alternatives Recommendation Implementation Results HMC
19. iRobot’s Target Consumer
Characteristics of a Roomba customer
Customer Traits
Above average income
Meticulously clean homes
Belief in technology
In Need Of:
Proof
Brand trust
Source: Q3 2010 Earnings
Situation Analysis Alternatives Recommendation Implementation Results HMC
20. iRobot’s Target Consumer
Characteristics of a Roomba customer
Customer Traits
Above average income
Meticulously clean homes
Belief in technology
In Need Of:
Proof
Brand trust
How is this accomplished?
Source: Q3 2010 Earnings
Situation Analysis Alternatives Recommendation Implementation Results HMC
21. “Choose Your Dirt”
Building brand loyalty through proof of concept
In-mall demonstrations of product effectiveness
– NYC, Miami, Hong Kong, Santiago and London
– Defined area in mall space with different flooring panels
Ex. wood, tile and carpet
Participants select material to cover the floor
– Ex. dirt, sand and other synthetic materials
Sales reps provide information and answer questions
Ability to purchase Roomba after demonstration
Cost Return Strategic Benefit
• 2011: $22,400 • 2011 Sales: $64,000 • Creating believers
Situation Analysis Alternatives Recommendation Implementation Results HMC
22. The Adoption Process
Taking the consumer from start to finish
Step Goal Met?
Awareness
Interest
Evaluation and Trial
Adoption
Situation Analysis Alternatives Recommendation Implementation Results HMC
23. Three Step Approach
Enhancing iRobot’s product and contract strategies
Maximize Patent Value Leverage R&D Promote Innovation
Awareness Campaign Mitigate Contract Risk Robotics Competition
International Presence Create® for Military Academic Research
Customer Adoption Informal Alliances weRobot Solutions
Goal: Complement core competencies with informal strategic alliances
Situation Analysis Alternatives Recommendation Implementation Results HMC
24. Revenue Stream Analysis
Concentrated areas of revenues
Revenues
5%
Government
40%
Contracts
Home Robots
55% Other
“Want to continue to leverage R&D across business
segments, as well as a create a 3rd party development
community”
– 2009 iRobot 10K Report
How do you hedge against this contract risk?
Situation Analysis Alternatives Recommendation Implementation Results HMC
25. Market Opportunity
Broad products result in greater prospects
Broad product
Semi-specialized
As product …Market
specialization opportunity
increases… decreases
Niche
Situation Analysis Alternatives Recommendation Implementation Results HMC
26. iRobot “Construct”
A military grade, field tested version of the iRobot Create
Develop customizable platform for defense businesses
– Leverage iRobot Create for military applications
Use field-tested robotic hardware with open platform
– With intention of creating informal strategic alliances
Sturdy and scalable base
– Ability for 3rd party government contractors to build upon
Indirectly capture additional government funds
Situation Analysis Alternatives Recommendation Implementation Results HMC
27. Sample Informal Strategic Alliance
Synergies between iRobot and similar government contractors
Raytheon designs a variety of sensors
– Ex. radioactive materials
– Useful in current Japan crisis
iRobot robotic base for Raytheon’s sensory technology
Both firms create defense products
Cost Return Strategic Benefit
Situation Analysis Alternatives Recommendation Implementation Results HMC
28. Three Step Approach
Enhancing iRobot’s product and contract strategies
Maximize Patent Value Leverage R&D Promote Innovation
Awareness Campaign Mitigate Contract Risk Robotics Competition
International Presence Create® for Military Academic Research
Customer Adoption Informal Alliances iRobot SPIRAL Initiative
Goal: Build product pipeline and develop “Blue Ocean” markets
Situation Analysis Alternatives Recommendation Implementation Results HMC
29. Blue Ocean Strategy
Creating and supplying demand in unknown markets
Future robotics consumption remains undefined
Demand has to be created, and not competed over
“robotics” technology has endless applications
CleanTech, Pharmaceutical, Automotive, Healthcare, Food & Beverage
Buyer value is promoted and raised by:
Offering products the market has never seen
Product positioning along the technology adoption curve
Market
Market Instigator Potential
Situation Analysis Alternatives Recommendation Implementation Results HMC
30. Blue Ocean Strategy
Capitalizing on the two sides of new market growth
Future robotics consumption remains undefined
Demand has to be created, and not competed over
“robotics” technology has endless applications
CleanTech, Pharmaceutical, Automotive, Healthcare, Food & Beverage
Buyer value is promoted and raised by:
Offering products the market has never seen
Product positioning along the technology adoption curve
iRobot Market
iRobot
Support new market Market Instigator Potential
Develop additional
leaders markets
Situation Analysis Alternatives Recommendation Implementation Results HMC
31. “iRobot Innovation Challenge”
Promote and identify innovation within robotics technology
Host Annual Robotics Competition
Building on the FIRST model
Initial launch in two U.S. markets
Boston, Massachusetts & Cupertino, California
Engineering Research Center (ERC) Partnerships
Industrial partner with ERC’s focused on robotics
Identify
Situation Analysis Alternatives Recommendation Implementation Results HMC
32. Supporting New Market Demands
Promote and identify innovation within robotics technology
Blue market demand is generated by industry incumbents
Existing
Situation Analysis Alternatives Recommendation Implementation Results HMC
34. Robotics Competition
Locations:
– Massachusetts: MIT, Olin Engineering, UMass Amherst
– California: CalTech, Stanford, UC Berkeley, UC Los Angeles
Marketing:
– University-based programs utilizing social and traditional
– Robotics clubs and engineering forums
– Flyers and school newspapers
– Guest speakers from iRobot and other industry members
HMC
35. Red Ocean Versus Blue Ocean Strategy
Red Ocean Strategy Blue Ocean Strategy
Compete in existing market space Create uncontested market spaces
Beat the competition Make the competition irrelevant
Exploit existing demand Create and capture new demand
Make the value/cost tradeoff Break the value/cost tradeoff
Differentiation OR low cost Differentiation AND low cost
HMC
36. Timeline
Schedule of important events
2011 2012 2013 2014 2015+
Choose Your Dirt
iRobot Construct
New Competitions
School Research
iRobot SPIRAL
HMC
39. Q&A
Appendix
Financials Strategy Implementation IDEA Box IDEA Box
Awareness Choose Your
Why Chile? Refer A Friend Control-A-BOT
Campaign Own Dirt
Cost-Return-
Blue Ocean vs. International
Strategic Risks Bottom Billion
Red Ocean Opportunities
Benefit
Market Capture Why Not India Potential Joint
Competition XX
Scenarios or China? Venture
Team
XX SWOT Analysis XX Radioactive
Biographies
40. Why Chile?
U.S. Chile Free Trade Agreement established 1/1/2004
Benefits
– Lower duty rates
– Stronger protection and enforcement provisions for
copyrights, trademarks, patents, and trade secrets
– Removal of restrictive regulatory barriers in place for US service
providers
• Distributor TD S.A.
– 36 Falabella department stores
throughout Chile
• 14 Falabellas within Santiago area
• Upper-middle-income country with per
capita GNP PPP of $13,440
• ~90% of Chileans own televisions
• ~82% own cell phones HMC
41. Blue Ocean vs. Red Ocean
Red Ocean Strategy Blue Ocean Strategy
Complete in existing market space Create uncontested market space
Beat the competition Make the competition irrelevant
Exploit existing demand Create and capture new demand
Make value/cost trade-off Break the value/cost trade-off
iRobot Blue Ocean Strategy
iRobot Military Construct Create uncontested market space
Provide platform for competitors Make the competition irrelevant
Contracts that were unreachable Create and capture new demand
Become only robotic option Break the value/cost trade-off
Source: http://www.roisbs.com/uploads/HBR_Blue_Ocean_Strategy_white_paper.pdf
HMC
42. “Choose Your Dirt”
• Enter 5 cities over three years
– New York City; Santiago, Chile;
London; Hong Kong; Miami
• Rent large/open spaces in malls
• 2 sales personnel per location
• Month long demonstrations
HMC
43. Refer a Friend
“Choose Your Dirt” promotion
– Participants receive 10% off
Option to refer a friend
– Enter name and email address to provide friends and family with
10% coupon
E-mail blast includes direct message connecting e-mail
receiver to the participant’s experience and coupon
Spread knowledge of the demonstration and product
– Build brand awareness
HMC
45. Why Not India or China?
China India
IP issues, lack of patent • IP issues, lack of patent
protection protection
Lack of infrastructure for • Lack of infrastructure for
distribution distribution
Would need to create • Cultural differences
demand – Home care traditionally
Inherent cultural designated to lower class
differences • Would need to create
demand
HMC
46. Product Line for “Bottom Billion”
Opportunity to introduce disruptive technology to “bottom
billion” and cause systemic change
Can dedicate portion of resources to developing tech for
economic segment
– Increase efficiencies in common processes such as: collecting
water and firewood
Lower margins, volume based
– Opportunity to partner with Micro-Finance institutions to
provide small loans for purchasing power
Bottom billion proven to pay premiums for valuable products
– Ex. Selco Solar Systems, Kickstart Technologies
HMC
47. Risks of Implementation
Risks Mitigation
Launch in two cities; resort to traditional
No traction from marketing efforts
marketing
Look for opportunities to expand into military
Development of Construct not feasible
niche segments
HMC
49. Joint Ventures
Partner with another small technology startup
iRobot would provide robotic end
Acquired company would provide supplemental
technology.
Ex. A small sensory manufacturer for home or military
applications
Innovation through acquisition
HMC
50. Potential “Construct” Applications
An iRobot Construct robot built with radioactive sensors
Launch in highly radioactive areas in Japan
Explore unsafe areas that humans are unable to
Save lives while searching for survivors
HMC
51. “Control-A-BOT” Mobile Application
Create a mobile application for the
Roomba
Provide cleaning and runtime
statistics
– How many feet have been cleaned Control-A-BOT
since purchase
– Battery meter
Allow users to change settings via
mobile application
HMC
52. Team Biographies
Gregory Milne Shilpi Roongta
• Concentrations: • Concentrations:
– Finance, Accounting – Marketing, Finance, Social
• Work Experience: Entrepreneurship
– Insurance, Computer Security • Work Experience:
– Insurance, Microfinance
Andrew Rothbaum Nicholas Sammut
• Concentrations: • Concentrations:
– Finance, Accounting – Finance, Marketing
• Work Experience: • Work Experience:
– Private Equity, Venture Capital – Asset Management, Venture
Capital, Investment Banking
HMC
53. International Opportunities
THALES Corporation (France) Foreign Defense
OHB Corporation (Germany) Contractors
ITAR Regulation
– Sell goods via partnerships or strategic alliances
– Ex. Lockheed Martin has ITAR approval for a certain product
HMC
55. Competition
Company Competes with
AB Electrolux Roomba vacuum cleaner
Alfred Kärcher GmbH & Co. Roomba vacuum cleaner
Samsung Electronics Roomba vacuum cleaner
QinetiQ Unmanned vehicles (PackBot)
Lockheed Martin Unmanned vehicles (PackBot)
HMC
56. SWOT Analysis
Strengths Weaknesses
• Large R&D budget • Limited visibility
• Existing alliances • Patents expiring in less than 10 years
• Healthy financial positioning • Dependent on 3rd party suppliers
• Long-term manufacturing contract • Highly dependent on government
• Government contracts • Sensitive to economic climate
• U.S. market penetration
Opportunities Threats
• Expand marketing efforts • Competitors have more money and
• Entry into new markets knowledge in consumer space
• Product expansion • Other companies copying IP
• Lower-tiered / priced goods • Reduced government spending
• International presence • Break-up / non-renewing alliances
• Employees leaving
HMC