The document discusses decisions that ZyrTex needs to focus on and evaluate later regarding the launch of a new product. It identifies three decisions to focus on now: 1) finalizing production of the new product, 2) setting the marketing strategy and go-to-market plan, and 3) defining key performance indicators to measure impact on sales. Two decisions are identified to evaluate later: 1) whether to sell the Delta division upon analyzing performance of the new product launch, and 2) focusing on manufacturing-related issues like the production plant after finalizing the development process. The rationale provided is that the company needs to focus resources on completing development and launch of the new product before evaluating other strategic decisions.

1. DECISION FRAMING
DQ 101: ASSIGNMENT WEEK 2
ZYRTEX
Zala Bricelj, Team: The pacesetter, Nov 4, 2013
11/4/2013
DQ 101: Introduction to decision qualitiy class_fall 2013_Zala Bricelj
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2. DECISIONS - TAKE AS GIVEN:
DECISIONS ALREADY MADE AND TO BE TAKEN AS GIVEN
 1) Competition will always be present – we can not change the fact
that they will be launching a similar product
 2) ZyrTex division(s) have been established and the focus of their
business has been decided, no matter the buy-off offer
 3) Launching a project can not be stopped due to diffferent issues
and factors – we are prepared to „fight for it“
Rationale behind it:
I base it on my personal experience, as a marketer, launching many new products
– timeline & go to marketing is strategically and business-wise precisely defined
and can not (always) be prone to changes in the market, competition and various
ad-hoc factors. New products, novelties can be a successful, powerful tool in the
market, if carefully strategized, marketed and presented. There will always be a
possibility of bad timing, bad market response, bad market timing, circumstances
surrounding your work, but with a good objective = what we want, strategy = how
do we get there, tactics = how do we do it, we can turn it into our advantage.
Sticking to the original plan is not always the right thing to do, but it is much
easier to start with what we have, what is settled and then move along to
11/4/2013
introduce changes.
Case Exercise – Issues List
Here is an initial list of issues currently identified by your team:
What should be our marketing strategy for the new product?
Will our competitor be able to successfully launch a similar product at the same time as
us, or even earlier?
How can we handle the patent infringement lawsuit?
Should we sell the Delta division to the big firm?
Should we launch the new product given all the risks (competitive, legal, acquisition)?
Which manufacturing process should we choose?
What will be the price of the key manufacturing compound?
How can we deal with price volatility of the key manufacturing compound?
Which firm should we pick to design and build the production facility?
How much capacity should we build into the production plant?
What will be the sales volume of our new product?
How easy and costly is capacity expansion for each manufacturing process?
DQ 101: Introduction to decision qualitiy class_fall 2013_Zala Bricelj
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3. DECISIONS – FOCUS ON:
DECISIONS TO FOCUS ON NOW
 1) focus on finalizing the production of new product – to close the
circle & address all the issues open now (manufacturing, prices,
process, possible risk assesment)
 2) setting the agenda: target audience, market research, marketing
strategy and go to market, messaging
 3) impact to sales – defining KPIs
Rationale behind it:
We keep the primary focus on what we have started and what we need in order to
finalize it. We need to revise & finalize all the important factors that are key to
launching new product and finish the cycle of producing and launching new
technology to the market. We need to have really clear priorities in order – do we
know what we are doing, do we need all we have to know, are we clear about what
we want and have we thought straight. We need to focus on XX to be finalised,
produced and ready for the market, we need to know who are are addressing and
„attacking“ and we want to sell XX pieces in order to have XX ROI and have
thought and prepared a clear set of alternatives (and risk assesment) in case of
failure.
11/4/2013
Case Exercise – Issues List
Here is an initial list of issues currently identified by your team:
What should be our marketing strategy for the new product?
Will our competitor be able to successfully launch a similar product at the same time as
us, or even earlier?
How can we handle the patent infringement lawsuit?
Should we sell the Delta division to the big firm?
Should we launch the new product given all the risks (competitive, legal, acquisition)?
Which manufacturing process should we choose?
What will be the price of the key manufacturing compound?
How can we deal with price volatility of the key manufacturing compound?
Which firm should we pick to design and build the production facility?
How much capacity should we build into the production plant?
What will be the sales volume of our new product?
How easy and costly is capacity expansion for each manufacturing process?
DQ 101: Introduction to decision qualitiy class_fall 2013_Zala Bricelj
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4. DECISIONS – DECIDE LATER:
DECISIONS TO EVALUATE LATER OR SEPARATELY
 1) We will discuss and evaluate the possible Delta division buy-off
later, upon analysis of the new product launched and upon the
analysis of other projects we are currently developing within Gama
division
 2) After defining the finalization of development process, we will
focus on production plant and other manufacturing-related issues
 3) We will focus on expansion separately
Rationale behind it:
We need to plan and strategize about the future and the possible buy-off and
restructuring of the company and its divisions. We need to evaluate the business
factors & numbers upon the analysis of Delta and Gama and the market
projection in order to know, where to expand, where to invest and where to
restructure. When we have the production cycle management defined, we can
focus on expansion, multiplication and manufacturing issues and difficulties.
Once we have a product on the market in the first wave, then we can project &
expand our business with more clear and concrete numbers, ideas.
11/4/2013
Case Exercise – Issues List
Here is an initial list of issues currently identified by your team:
What should be our marketing strategy for the new product?
Will our competitor be able to successfully launch a similar product at the same time as
us, or even earlier?
How can we handle the patent infringement lawsuit?
Should we sell the Delta division to the big firm?
Should we launch the new product given all the risks (competitive, legal, acquisition)?
Which manufacturing process should we choose?
What will be the price of the key manufacturing compound?
How can we deal with price volatility of the key manufacturing compound?
Which firm should we pick to design and build the production facility?
How much capacity should we build into the production plant?
What will be the sales volume of our new product?
How easy and costly is capacity expansion for each manufacturing process?
DQ 101: Introduction to decision qualitiy class_fall 2013_Zala Bricelj
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