温馨提示！由于新浪微博认证机制调整，您的新浪微博帐号绑定已过期，请重新绑定！&&|&&
1.未来领袖：这类学生仅仅把大学看作是通往真实社会的中转站，他们目标明确：在金融、商业、医学和法律等领域攻城拔寨，建功立业。与他们的远大目标比起来，课业、派对和校园活动都不值得多虑。一起午餐时，他们可以滔滔不绝的给你讲上几个小时，关于他们最近申请的实习项目啦，对自己目前的3.89的GPA十分不满啦，探讨各个顶尖商学院、法学院的录取率还有各自的特点啦。每个周末他们不是在进行面试就是在面试的路上，怎么可以把周末的时间浪费在派对和喝酒上呢？你可以看到他们穿着西装三件套在校园里溜达，捧着超大杯的咖啡，麻利地操作着黑莓手机不停的回复邮件。有时呢，他们会利用自己的智商上限耍耍计谋，不感兴趣的课程直接就翘掉，不过总能找到资源拿到课堂笔记和考试重点，成绩单上的A+将是他们金融Goldman Sachs的通行证。
每年从海外归来的留学生回国后的首要事务和当下国内的毕业生一样，也是找工作。有的留学生未雨绸缪，在回国之前就通过网站发简历来求职；也有的留学生因为所学专业对应的职位较为充裕，只需把简历挂在网上，静静等待招聘方；还有的留学生积极地投放简历，但却了无音讯，只得苦熬日子，慢慢也就“熬”成了“海待”。在求职中，究竟采取什么方式、什么心态的“海归”们才不会变成“海待”呢？　　为此，我们采访了北京市白领圈中的“海归”们，听他们讲述当初归国求职的经历，现身说法地告诉你：“我们为什么没有变成‘海待’？”诀窍一：工作经验最管用　　汪小栋，电力工程硕士，澳大利亚新南威尔士大学毕业。目前在某建筑设计公司工作，职务是电气工程师。　　他说——　　从澳洲留学回国后，我花了一个多月的时间找工作，主要是在一些招聘网站上发简历。
留学在外，绝大多数同学会选择平时自己做饭，但如何吃得开心、吃得酸爽，又不用费时准备？下面就让小编为大家介绍几个做饭的“偷懒秘籍”。1. 意大利面，一刻钟搞定晚餐在国外你会发现意大利面实际上是最快捷方便的食物，因为超市有大量的意大利面和酱料供你选择，有了它们你可以用最简单的方法制作出味道还不错的意大利面。首先你要知道自己在超市看到的意大利面会呈现各种你没有想过的形状。先来一张正常一点的。然后是各种不同粗细、不同切口、扭曲着的、被扎成蝴蝶结样式的（关键是它们竟然每种都有自己的名字！意大利人真的是很有闲心啊……）
1、美国留学专业选择--选择你有时并不擅长的专业你可能会对此感到惊讶，总是会有一些学生选择自己并不擅长，或是没有能力修完的专业。经验法则(如果可行的话)：选择一个你拿A比B多的专业。2、美国留学专业选择--选择一个你不喜欢的专业假设你需要修10到12门专业课程。你对这个专业的兴趣就是一个良好的开始。选择一个你真正感兴趣，有热情去读的专业。还有的失误：选择专业为了取悦别人。不要仅仅因为家长，兄长，伙伴，配偶，密友或是你在twitter上看到某人认为某个专业是个极好选择的鼓动下而做出自己的选择。他们可不是每天早上7:30爬起来去上课的人(但是他们却会让你在上课期间为此气得要命)。3、美国留学专业选择--选择专业过早在很多学校
最后登录加载中...
this.p={b:2,ua:46, ub:'-1000',us:'他', friendstatus:'none',followstatus:'unFollow',hmcon:'-1',aShowT:'0',guideId:4};
积分 ${data.totalScore} 分，距离下一等级还有 ${data.nextGradeNeedScore}分
心情随笔列表加载中...
this.p={b:2,n:5,r:'http://assignment0001./blog/#m=1&c=',mset:'000',mcon:'',srk:-100};
{if defined('fl')&&fl.length>0} {list fl as x}
${x.content|xescape:x.id,x.moveFrom} ${x.publishTime|xtime}
{if x.moveFrom&&x.moveFrom=='wap'} && {/if} {if x.moveFrom&&x.moveFrom=='mobile'} && {/if}
{/list} {else} 暂无心情随笔记录！ {/if}
博友列表加载中...
this.p={b:2,m:0};
发现好博客
列表加载中...
this.p={b:2,cn:12,ct:12};
列表加载中...
this.p={b:2,cn:15};
模块内容加载中...
我要留言 & &
& 留言列表加载中...
this.p={b:2,nv:false,cn:5,ct:5};
& & & & & &
网易公司版权所有&&
{list x.l as y}
{/list} {/list}
{if defined('wl')} {list wl as x}{/list} {/if}包过 包修改 包满意 保证原创 100%通过率
无论您的题目多难 无论交稿日期多急，我们都会高质量为您打造一篇论文，按时交付给您。让您后顾无忧。一次的合作，终生的朋友，我们这里大多都是老客户，都是奔着我们的口碑和质量来的。
包过 包修改 包满意 保证原创 100%通过率
无论您的题目多难 无论交稿日期多急，我们都会高质量为您打造一篇论文，按时交付给您。让您后顾无忧。一次的合作，终生的朋友，我们这里大多都是老客户，都是奔着我们的口碑和质量来的。
包过 包修改 包满意 保证原创 100%通过率
无论您的题目多难 无论交稿日期多急，我们都会高质量为您打造一篇论文，按时交付给您。让您后顾无忧。一次的合作，终生的朋友，我们这里大多都是老客户，都是奔着我们的口碑和质量来的。
&&&&&&& 澳洲代写assignment是一家提供专业留学生代写和翻译服务的公司。我们致力于为留学生提供最优质的留学论文代写服务。根据客客户的需求量身打造高端论文，不断提高我们的写作水平和服务质量。在各个专业都有一流的代写老师为我们的客户创作顶级的留学生论文。为了客户的高度满意，我们不断提高代写老师的综合素质，为得到客户的最高评价，我们将不懈努力。目前，我们澳洲代写assignment工作室拥有500名员工，服务于全球各地的莘莘学子。选择我们，就是选择成功。
服务流程：
1.联系客服，发写作要求和交稿日期。2我们报价，达成合作意向。3付款：我们客服根据你的付款情况，发给你付款账号。4开始写作，我们会严格按照你的要求给你写好论文，保证100%原创，5：交...[]
澳洲代写assignment
代写留学生assignmen t
代写留学生essay
代写留学生dissertation 代写留学生paper
澳洲留学生代写网专业服务于各国留学生，我们团队五百多人，大多都是海归硕博，有来自澳洲 英国 美国的海归博士 对海外写作风格，格式比较熟悉。我们擅长代写澳洲assignment essay dissertation paer 以及英文影评 我们的写手涵盖的几乎所有专业，包括工商管理 商科 医学 营销 数学 文学等。近年来我们所写的文章通过率100% 在广大留学生中有较好的口碑。我们致力于服务广大留学生。
我们承诺所有论文均保证包修改至满意为止
有关这部电影的来源和分析是非常全面的，因为它覆盖了许多领域，包括期刊 杂志 报纸以及在线网络资源，不同的方式可以提供不同的内容，也有不同的覆盖范围，能够给读者不同的视觉体验和心灵体验。
作为一个回忆率，在文中的第十二章，详细描述饿了当时的具体的场面，他作为一个越南人应征入伍，然后开始了漫长的，常人难以想象的残酷和残忍的生活，雷区的恐惧，死亡的威胁，等等。这都直接反应了对当时的越南人的
商业法和就业有关系，美国南部的一个制造商，销售量越来越高，但是经营的成本也越来越高，而利润却在下降，为了解决这一问题，董事会进行了分析，对资本运作进行了分析，因此，他们提出了一个五年计划，来提高他们的
Contact Us
Online Services英国美国代写essay代写assignment，求推荐_百度知道100%通过 代写更省心100%通过、100%准时，essay代写如此简单顶尖英文写手团队 学科细分经济、会计、商科、计算机等70余科目代写支持老牌机构 信誉保障老牌网课代修、留学代写机构 有口皆碑
享受英文代写服务
与客服沟通提交订单
选择您需要写作服务
24小时实时沟通
轻松掌握写作进度
实力代写团队
网课作业轻松搞定
7大保障体系
免费检测完美售后留学生论文网(www.liuxuelunwen.org)是提供英国留学生论文、澳洲assignment、代写essay、美国和英国硕士毕业论文的经典论文网站。
留学生论文
您当前的位置： >
assignment范文： 安全市场的重要性研究
本文是留学生assignment范文，主要内容是研究了IT安全市场在各国研究的重要性。
assignment范文： 安全市场的重要性研究
The importance of IT security market in all the countries studied
在过去几年中，由于技术支持的业务解决方案的日益增加，工业研究部门的技术需求已在过去几年中见证了指数级增长。
简要概况市场对全球以及国内水平，报告深入研究了IT安全市场在各国研究的重要性。在报告中，将推动其安全市场的各种因素得到了全面的讨论。
Demand for Technologies in Research department of industries have been witnessing exponential growth for past few years, owing to the increasing deployment of Technologies enabled business solution.
Giving brief overview of IT market on global as well as country tevel, the report thoroughly studies the importance of IT security market in all the countries studied. Various factors that will drive the IT security market in future have been comprehensively discussed in the report.
PESTEL stands for the Political, Economical, Social, Technological, Environmental and Legal factors. ART will need to identify the PESTEL factors which influence its strategies and operations, and how these factors change over time.
Political factors include Inter-country or inter market relationship, political stability, government policy on foreign direct investment, terrorist activities, trade barriers and taxation policy. When a government changes its policy, ART may be given more opportunities or may face more threats.
Economical factors include general country economy, income level of citizens in a country, inflation, taxation rate and conditions within an industry which all affect ART in one way or another. For example, Starbucks has recently announced its closure of 600 outlets in the US and slowing down on its expansion plan. This is largely attributed to the recession in the US, and thus has caused the US citizens not being able to spend on buying luxury goods.
Social factors such as demographic factors like birth rate and aging population have significant impact on an ART's strategy. In many Asian countries, aging population has reduced the sales of an organisation producing infant products but it also has brought opportunities for an ART to sell new products,
Technological changes have altered the way ART operate. Advancement in telecommunication and Internet technologies have enabled firms to sell their products and offer their services online. For example, ART allows its customers to shop online. Technologies have become a threat to many businesses too. ART like Sony,
Intel, Nokia and Creative who operate within the high-tech industries, technological changes allow their competitors to create new products to replace theirs. This not only intensifies competition within the industries, these companies also 'retaliate' by investing enormously in their research hand development in order to stay competitive.
Environmental factors like increased awareness on issues of global warming and energy consumption has re-directed world's attention. As a result, firms are trying to be more environmental friendly by producing more environment-friendly products.
For firms that operate in multi-countries, they will need to observe legal requirements in different countries. These legislations include business law and employment law. There is an increasing trend that employment law in many countries especially the European countries has given more power to the employees. This has enabled employees to
exert more pressure on firms. For instance, employees are asking for less working hours, better pays and more benefits all of which will increase operating costs of firms.
Applied Research Technologies, Inc.
ART was one of the technology world emerging giants. The company had grown through the merger and acquisition of numerous technology-based industrial companies, acquired in the LBO buyout waves of the 1980s and 1990s.
By 2006, ART consisted of a portfolio of about 60 business units, each of which operated as a profit center. Total corporate revenue was $11 billion in 2006.1 Major divisions in the corporation included Healthcare (medical diagnostic equipment), Industrial Automation (robotics), Energy (extraction, conversion, and transportation solutions for the oil and gas industry-including the Water Management Division), and HV AC (Heating Ventilation and Air Conditioning, including climate control solutions for residential, commercial, and industrial markets). Exhibit 1 shows the organization structure of the company.
STRETIGIC GROUP:-
Firms pursue cooperative agreements in order to gains fast access to new technologies or new markets, to benefit from economies of scale in joint research and/or production, to tap into sources of know-how located outside the boundaries of the firm, and to share the risks for, activities that are beyond the scope or capability of a single organization. (Powell, 1990).
Resources like financial, human, intangible, physical, organizational or technological. The rate and direction of a firm's growth is influences by how management conceptualizes the firm's resource base.&
Acquisitions impact on dominant logic since management must learn and adapt its dominant logic to the new industry conditions it faces on entry. Core competencies evolve over time and acquisitions can help this evolution. Resource differences can lead to different ways that firms attempt to enter new markets. Parental resources or lack of them can constrain subsidiary development.
The company's success had been built on its innovative and entrepreneurial culture, coupled with a decentralized management philosophy. ART's vision statement, proudly displayed in almost every office and cubicle, stated: &We aim to change the world through innovation, and to grow our place in it through entrepreneurship.&
Culture and Practices 文化与实践
ART was dedicated to supporting innovation not only with funding (the company's R&D
spending was double the rate for U.s. industrial companies), but also in itS practices, several of which were deeply embedded in the company's culture. ART encouraged employees to spend a half day each week &experimenting, brainstorming, and thinking outside the box.& It was a practice that the company's visionary founder and current CEO, David Hall, referred to as &tinker time.& He explained the concept:
Innovation and entrepreneurship are the twin engines driving this company. It's the reason we've ingrained &tinker time& in our culture...! expect all our managers, and particularly those on the front line, to create, promote, and back promising ideas. But we understand that when you go for the big leap, you won't always clear the bar. So there is no shame in failure when you are stretching for big objectives. Around here we routinely celebrate what we call &worthy attempts&- even when they are unsuccessful.
Knowledge sharing and dissemination was another key part of ART's business philosophy, and despite the high level of decentralization and profit accountability, technology and human capital were both widely shared among divisions. For example, experts in one division routinely served as advisors on project committees for other divisions, and it was not uncommon for employees to go &on loan& to help another unit with a promising product idea or technology.
The company also moved quickly to bring products to market. If an idea showed promise,
funding was usually available for small ''beta batch& productions, which often allowed market testing to achieve what was called &proof of concept& within ART. Once an innovation was proven, significant investment was quickly put behind it.
Objectives and Priorities 目标和重点
To infuse discipline into its decentralized organization, ART's top management set highly
aggressive performance objectives and tied executive compensation tightly to them. In 2006, as in any other year, each division was expected to deliver sales growth of 10%, pretax margins of 15%, and return on invested capital of 20%, referred to as the 10/15/20 Target. The belief that innovative products were the source of the company's ongoing competitive advantage was reflected in a companywide metric requiring 30% of each division's total sales come from products developed in the last four years.
Hall also continually emphasized that to be competitive, ART had to shorten the life cycle between a new technology's conception and its commercialization. In response, the company had introduced the &Fast Track Pipeline,& a program that focused on the highest priority projects by providing them with additional resources and management attention. ART currently had 67 such projects in the pipeline, six in the Water Division, but none in the Filtration Unit. (The mini oxidation unit had not been identified as a &Fast Track& project).
In the late 1990s, Hall began pushing to grow ART's global presence. &It's important not just to expand our market access, but also to broaden our talent. access,& &he insisted.& &Innovation and entrepreneurship know no national boundaries.& In the quest to meet this challenge &to attract the best and the brightest wherever they live,& in 2000, the corporate R&D group opened the India Technical Center (ITC)-a substantial operation that Hall hoped would become a model for other R&D centers he planned to open up around the globe.
The Filtration Business Unit 过滤业务单元
The Filtration Unit was part of a business ART acquired from an oil and gas services company in 1996. Its core product line was in mobile water treatment that allowed oil and gas exploration companies to meet government water recycling requirements at well heads and drilling sites. These products were still the unit's core line, but in the late 1990s, new competition from Chinese manufacturers had led to a commoditization of the business and an erosion of margins. ART's newly acquired filtration business had tried to develop the next generation of products and technologies, but after two high-profile new product failures, the unit had lost confidence. By 2006, it was losing about $6 million annually.
New Management, New Energy 新的管理，新能源
In a promotion from his role as a lab manager in the HV AC Division, the 32-year-old Vyas had assumed the role of business manager for the Filtration Unit in June 2001. He immediately confronted the unit's twin organizational problems of low morale and growing turnover, and in his first year, rebuilt the team by carefully selecting entrepreneurial-minded individuals to fill the vacancies left by turnover in the unit. One of his key recruits was Janice Wagner, whom he knew from her five years as a marketing manager in the HV AC Division. She was excited to join a unit that had an opportunity to develop a new business from scratch.
Convinced that survival depended on innovative growth, Vyas appointed a technology evaluation team early in his tenure, charging them with the responsibility to focus on technologies with the potential to turn the unit around. In one of his first reviews with that team, Vyas learned that for almost a year, the filtration unit had been working with ITC technicians on an exciting new technology the young Indian team had developed based on a license obtained from a Delhi-based start-up company. Developed as a potential solution to the widespread Third World problem of obtaining clean water in remote regions, this small-scale oxidation system was thought to have application in many less-developed markets. But in an effort to cut costs, the filtration unit's previous management had decided to abandon the collaboration a year earlier.
After reviewing the technology, Vyas became convinced that this had been a mistake and encouraged his evaluation team to pursue the project. Working closely with the ITC technologists, the team concluded that the oxidation technology was the most promising opportunity in their portfolio, and recommended developing a small-scale oxidation system that enabled waste-water disinfection in small batches. &We were so excited by that decision,& said Div Verma, the ITC technologist in charge of the project. &We believe this project can make a huge difference to the lives of millions.&
Motivated by the support they received, the ITC technicians developed a promising initial design. Without bulky equipment (the equipment was a 26-inch cube) or an electrical power source (it utilized battery power), this small system could transform waste water into potable water without chemicals in minutes. A single unit had the capacity to process approximately 2,000 liters of contaminated water per day. With pride, they took their design to Vyas.
But Vyas wanted to understand the business opportunity and asked Wagner to prepare a brief overview. Wagner learned that only about 2.5% of the world's water was fresh, and most of that was frozen. Population growth, industrial development, and agricultural expansion were all putting pressure on fresh-water supplies in both developed and developing countries. Indeed, the World Resources Institute found that demand for water was growing at twice the rate of the population. As a result, the World Health Organization estimated that over 1.1 billion people lacked access to clean water, and that 2.4 billion lacked access to basic sanitation. The research also revealed that water borne diseases accounted for 80% of infections in the developing world, and in
million deaths occurred (90% children) as a result of diarrheal diseases and malaria. As countries such as India and China industrialized, they used more fresh water and added more pollution to existing water sources.
Wagner concluded that the scarcity of clean water was reaching crisis levels in developing nations, and that the mini-oxidation system could help avert some of the catastrophic effects. But she also reported comparable R&D efforts also underway in the government and private sectors in China and Europe, and that several companies in the United States and Canada were researching the technology. Nevertheless, her analysis suggested the ITC team's product was further along and probably superior to anything else in the space.
New Opportunities, New Initiatives 新的机会，新的举措
Vyas decided to pursue the project and convinced the VP of Corporate R&D who had ITC oversight to allow the three ITC technologists working on it to become members of his technical team-a move that would allow them to focus on developing commercial designs for the oxidation technology. Simultaneously, he asked Wagner to do a first-cut market assessment to identify potential opportunities for the technology. Over the next few weeks, through focus groups and interviews with potential customers, she uncovered several promising applications.
But while the market research was exciting, progress in bringing a product to market proved to be slow and difficult. From January 2003 to February 2006, the technology team coordinated with separate manufacturing and marketing teams located in the United States to work through two complete cycles of product development, beta batch productions, and test marketing of two different versions of the mini-oxidation system. Both failed due to what were subsequently revealed to be defects in the design and lack of interest in the marketplace.
The first-generation product was aimed at the application for whim the technology was originally developed-to provide developing nations with safe drinking water. Largely supported by foreign aid, the mini-oxidation system was field-tested by representatives from funding agencies. Unfortunately, the output water had a detectable odor which the funders found unacceptable. Despite assurances that LTC technicians could fix the problem, the trials failed to convert into orders.
The team decided to refocus a second-generation product on specialized applications in Western countries where funding was more available. The plan was to develop a slightly modified version of the product and aim it at a potential market for military use and NGO disaster relief activities that Wagner had identified in her initial analysis. This decision was enormously disappointing to the Indian technologists who had developed the initial prototypes, and Vyas had to work hard to keep them on board. The second-generation product fixed the odor problem, but field trials showed that the solution caused the unit to consume too much power, requiring frequent battery replacement. Once again, no orders were forthcoming.
While these trials were -occurring, the filtration unit's small R&D team in the United States persuaded Vyas to allow them to work with corporate R&D on an entirely new version of the product that would utilize ultrasound waves for water disinfection. High frequency vibrations were shown to control the growth of algae, organic waste, and bacteria such as E. coli. Market applications for this technology included treatment for clean water storage receptacles, public/private ponds, fish
tanks, and ballast water. However, in 2006 this technology was still in the earliest stages' of research and testing.
New Oversight, New Discipline 新的监督，新的学科
In January 2006, just as Vyas and the rest of the mini-oxidation team were launching their second&A&generation system, Cynthia Jackson was appointed vice president of the Water Management Division. Jackson's attention was soon drawn to the troubled Filtration Unit which she felt needed to put much more rigor into the planning and analysis that supported their product development activities. According to Jackson:
Peter Vyas seems to be an excellent talent manager. He was able to recruit and retain good people to his unit, and then build them into highly motivated teams on two different continents. He's also shown himself to be an outstanding advocate for the group's ideas skilled at managing upward, gaining support, and running interference so his team can concentrate on the task at hand. And I'm aware that the company has high hopes for the Filtration Unit, but the results just are not there.
In my view, the unit lacks discipline. They had a promising technology that was in search of a market, but had not done the work to nail down either. In the first meeting I had with them I explained that they would be developing any future proposals using a rigorous three-phase process linking market analysis and technological development to business planning.
In her first meeting with Vyas, Jackson also made it clear that the unit's continued existence was in jeopardy if they did not turn things around.
To coordinate the third launch of the mini-oxidation system, Vyas assembled a single six-person development team with representatives from various functions located in the United States and India. Because Janice Wagner had demonstrated strong project management skills, Vyas named her as the team leader. (Exhibit 3 details committee membership.) From the outset, the team was highly committed to the product and worked tirelessly to complete Jackson's three-phase process.
Wagner took the lead in preparing the Phase 1 requirement &to develop a general product concept supported by market research.& Having learned that the unit lacked the expertise to sell to developing markets, governments, and NGOs, she decided to focus additional research on U.s. data that seemed to indicate strong potential for a residential water purification system. She also decided to see if opportunities might exist in domestic agricultural applications.
According to the Palmer Drought Index from April of 2006, 26% of the United States was considered in moderate to extreme drought conditions, and Wagner's research showed that low rainfall, high wind, and rapid population growth in the Western and Southeastern regions of the country caused a major water scarcity problem for these areas. The resulting government imposed water restrictions often led to severe limitations or outright bans of water used in residential landscape irrigation. Because re-use of waste water would serve conservation efforts while preserving residential landscaping, Wagner felt that the mini-oxidation system offered a perfect solution for the needs of homeowners in these drought-stricken areas. In addition, since the product would be used for irrigation and not for drinking water, the disinfection quality could be lowered and energy consumption would therefore be reduced compared to past product iterations.
Wagner's research on the U.s. water industry indicated that the domestic water-treatment
equipment market generated sales of over $9 billion. (Exhibit 4 provides selected data from the research.) Residential water treatment products ranged from water filters that reduced sediment, rust, and chlorine odor (average retail price $50) to systems that provided more comprehensive household water purification (retail price $1,500 to $3,000). The research also showed that in-ground sprinkler systems cost between $1,800 and $4,000, and after conducting some industry interviews and focus groups, Wagner felt this was a good barometer of what a homeowner was willing to pay for a lush, green lawn.
After discussing the product concept with the development committee members, the team
decided to recommend a retail price of $2,000 ($1,000 wholesale price) for a residential irrigation mini-oxidation system (RIMOS) capable of supporting a 10,000 square-foot lawn. Pricing for an agricultural irrigation large oxidation system (AILOS) would be significantly less on a per-acre basis, with details to be developed only after further research had been done. Wagner and Vyas compiled the data and product concept information in a formal proposal for Jackson to approve.
Jackson responded to the team's Phase 1 proposal with a flurry of questions and challenges. She highlighted the sparseness of concrete market numbers and their lack of data on target markets. And when the team floated the idea of designing a larger-scale agricultural version of the system, she asked them to think about whether that would stretch resources too thin. With the whole company under pressure to trim budgets, Jackson asked the team to consider reducing the project's costs by eliminating either the RIMOS or AILOS product. After some discussion, Vyas and his team agreed to focus future product development ':lnd marketing efforts on the RIMOS product for the U.s. market.
Having won the approval of Phase I, the team was now ready to begin the second phase of Jackson's product development process. This involved designing actual product specifications and determining how to do this within the $1,000 wholesale price point that the group had determined was appropriate. A working prototype was also to be created as part of this phase.
The team relied heavily on ITC expertise to adapt the existing product originally designed to provide potable water in remote locations, to one capable of processing wastewater for lawn irrigation. During this phase, several misunderstandings surfaced between team members in the United States and India. For example, Wagner became concerned when the Indian team repeatedly missed design deadlines she had requested. When she confronted Div Verma, the lab leader responsible for the project, he responded tersely:
Peter told us he wanted the new design to be flawless. 1 take that as my number one priority. We can't meet this deliverable without proper testing. Why is everything so rushed with you? If we don't have a perfect design, then we run the risk of failing a third time and that is not acceptable. My team will not provide designs for a prototype until we are sure that all the bugs have been worked out. We don't want to be involved in another failure.
Emphasizing the mandate to move quickly while ensuring product quality, Vyas mediated the disagreement by crafting a compromise that gave the Indian technical team a formaL schedule allowing them two weeks of extra testing time. &I felt there was a mix of disappointment and pride that had to be dealt with,& said Vias. &1 also told Div thatthis third generation product would give us the credibility to return to the developing world project.& Once the prototype was finished, the final designs and specs were again submitted for review.
Jackson was impressed by the attention to detail in this latest iteration, but wanted to ensure that the team was fully utilizing the internal expertise available at ART. With Jackson's help, Vyas tapped engineers and manufacturing managers from the HV AC and Healthcare Divisions who had expertise his team was lacking. He invited them to join his development team, and they quickly became deeply engaged in the project. They identified several design changes and production specifications that increased efficiency and lowered manufacturing costs.
The development of the business plan was the most difficult phase for Vyas and his team. They were unaccustomed to creating complex sales forecast models and cost estimates. But eventually they developed a detailed product concept, marketing approach, and manufacturing strategy for RIMOS, as well as sales forecasts, cost projections, and expense estimates. They also acknowledged that they still believed there was a significant market in water treatment for the developing world and in emergency relief work, but these future options had not been included in the current forecasts or business plan. They hoped to explore these with the help of the Oil and Gas Division which had excellent international contacts.
Jackson challenged the team's pro forma financials which she felt lacked the data to support their assumptions. She asked the team to perform additional due diligence and to justify their assumptions. She also pushed back on the projected sales assumptions and suggested that the proforma financials needed to be stress-tested. But after testing the analysis, Wagner felt her research was sound and was adamant about the size of the opportunity and their ability to capture the market.
Vyas stood by Wagner and also defended the financial data which he felt had been carefully developed by the manufacturing and technology experts. Exhibit 5 summarizes the team's sales and operating margin forecasts.
The team acknowledged that its assumptions relied on the ability to gain access to the HV AC Group's Residential Market Division. As Wagner pointed out, ART's norms encouraged them to take advantage of these types of synergies, and they had good contacts in the division. However, the HV AC Residential Market Division's senior executives had full discretion regarding the products distributed through its channels, and they had not yet made a formal decision about RIMOS.
Jackson also expressed her concerns with the $2,000 retail price point and pushed Vyas to clearly identify the risks associated with the plan. After further consideration, the team developed a risk assessment and response matrix, which they included in the business plan. The business plan revealed the need for $2 million in funding for beta batch production of RIM OS and the marketing budget to support its distribution and promotion.
Toward a Decision: Go or No Go?
An hour after receiving the investment proposal from his team, Vyas was still pacing back and forth trying to decide whether to support or reject their request for the $2 million in funding for RIMOS. He knew his development team was absolutely convinced it could succeed, but he also realized that the unit's existence and even his own career were being openly questioned.
Two floors above Vyas's office, Jacksol1 was&also contemplating the RIMOS project. HaviI)g, heard through the company grapevine that a funding request had been submitted to Vyas, she began to think about how she would handle the request if it was sent up to her. She had heard rumblings from other managers in her division that the Filtration Unit was a drain on division resources and that it was time to pull the plug on any additional funding.
As a newly promoted division VP, Jackson understood that her actions would be closely watched. She wanted to make sure she did not drop the ball.
快速分享到：
提供和、、、美国和加拿大留学生论文11年经验。欧美师资，100%Turnitin免检。