...Case ANACOMP INC. By Hanyu LIU 6260268 1. Identify all the economic entities involved in the development of Anacomp’s CIS software system. The economic entities include Anacomp itself, a limited partnership RTS Associates, banks as co-developers- four CIS Primary Development Banks, and other banks contracted with Anacomp to provide loans or advisory services in the CIS project. 2. Describe the contractual arrangements between the economic entities involved in the CIS development. Who bears the majority of the risk of failure of the development effort? Who stands to gain most if the development effort succeeds? Are Anacomp’s shareholders better off or worse off with this arrangement, relative to in-house development of the system? For the contractual arrangements between Anacomp and RTS Associates: the two had entered into an agreement in November 1979. Anacomp agreed to develop the CIS system on behalf of the partnership. In return, RTS agreed to pay a development fee of $6 million, of which $2.2 million was paid in 1980. Upon completion of the development of the CIS system, Anacomp agreed to market CIS for five years on a commission basis. In addition, if the CIS development expenses exceeded $6 million and therefore RTS was required to pay further development fees, Anacomp agreed to loan RTS, without recourse to the limited partners, up to $1.5 million to complete the CIS system. Anacomp also had the option to acquire all rights to the CIS system at the greater of...
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...Assignment Project Description No.2.a Marketing : Skills Assessment Overview For this assignment, you will analyze a brief Harvard Business case focusing on New Product Development (NPD) issues. The case “ TruEarth Healthy Foods: Market Research for a New Product Introduction” requires you to decide whether to launch a new product, estimate demand under different conditions/assumptions, and assess other factors relevant to the go/no go decision. The link to download the case and the Excel template will be given to you in class. Project Requirements Case Questions to Get You Started The case questions listed below are provided to get you started in reading, interpret-ing, and analyzing the case. They are not meant to provide a structure to your memo, so please don’t focus on answering these questions in your one-page write-up. 1. Why was Cucina Fresca pasta successful? How would you compare the pizza opportunity to that for pasta? How would you compare the actual product development process for each? 2. Using the forecast model for pasta shown in Exhibit 5, what is your forecast of the demand for pizza? 3. What can the TruEarth team learn from Exhibit 6 about how consumers view pizza? 4. How do the pizza concept test results (Exhibit 7 & 8) compare with the findings for pasta (Exhibit 3 & 4)? 5. Is there a first-mover advantage in pizza similar to fresh pasta? 6. How do you interpret the findings in Exhibits 9 & 10 to evaluate interest in pizza? 1|Page...
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...entities involved in the development of Anacomp’s CIS software system. Anacomp, a limited partnership: RTS Associates - BANKSERV 10000, CEFT, CDA and CIBS, thirteen major banks including the National Bank of North America in New York, the Shawmut National Bank in Boston, Provident National Bank in Philadelphia and the First national Bank in Kansas City as advisory banks. 2. i. Describe the contractual arrangements between the economic entities involved in the CIS development. Anacomp would develop the CIS system on behalf of the partnership. In return, the four banks collectively contributed $6 million and 24 software development people for 2 years to the project. The same considerations were present in each of the four subsequent partnerships. Each partnership assumed development risks; except for BANKSERV 10000. Any product developed becomes the property of the partnership. Upon completion of the development of the CIS system, Anacomp agreed to market CIS for 5 years on a commission basis. Anacomp also had the option to acquire all rights to the CIS system at the greater of its appraised fair market value or RTS’s investment plus a fixed profit but is under no obligation to exercise this option. RTS had the right to extend Anacomp’s 5-year marketing agreement an additional 5 year or to cancel it if Anacomp did not use its best efforts to market CIS. If the CIS development expenses exceed $6 million, the RTS was required to pay further development fees, Anacomp agreed to...
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...AberdeenGroup New Product Development: Profiting from Innovation Business Value Research Series December 2005 The New Product Development Business Value Research Series Executive Summary eveloping a new technology or solution that fills a need for a customer is fulfilling. This feeling of accomplishment is not accompanied by the pleasant jingle of coins in the corporate pockets, however, unless the idea makes its way out of the innovator’s head, off of the planning board, and eventually off of the engineer’s harddrive. Product development teams and executives alike need to measure the success of innovation the way the corporation measures success – by the bottom line. Turning a concept into a profitable product or product platform is not an easy job, and requires people from multiple disciplines to work together. New product development (NPD) is a complex, collaborative process that requires coordinating the innovation efforts of many to meet a common goal. The following is a list of participating groups that may be required for a product to successfully come to market: • • • • • Marketing Engineering Procurement Regulatory Manufacturing • • • • • Design Suppliers Sales / Channels Finance Legal • Manufacturing Engineering D Different organizations and individuals are responsible for one or more aspects of the product, and few of these aspects can stand alone. Decisions made in one facet of a product impact many others. Aberdeen’s Product Innovation Agenda benchmark...
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...Report on Production Strategy International Business Submitted By Aqib Sharif 2901 Abeer Zahid 2907 Ahmad Malik 2918 BBA 5th Submitted To Ma’m Malka Liaqat National University of Modern Languages 2014 11/27/2014 Acknowledgements First of all we would like to thank that great entity that helped us to get through this report safely, the one who was always there when no one was! SHUKER- ALL- HUMDULILLAH! Would that we have words to pay tribute to our loving parents and teachers whose invaluable prays salutary admire and embodying attitude kept our spirit alive to strive for knowledge and integrity which enable us to reach Milestone. We would also like to express enormous gratitude to our respectable teacher “Mam Malka Liaqat” for providing the direction, all scope of this report and for helping us in refining our effort and ideas. We also acknowledge the help and pleasant gathering of all our class Fellows. We are also thankful to all of those people who helped us in Accomplishing our report. Executive Summary Production strategy is critical to effective international operations. Since most goods and services have very limited lives, MNE’s must continually...
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...2015 Course Number: MKTG 315-201 Course Title: New Product and Service Management Credit: 3 credits Class Days: MW 11:00-12:15 p.m. Instructor: Professor E. Yoon E-mail: eunsang_yoon@uml.edu Office: Pasteur 308 Phone: (978) 934-2814 Office Hours: MW 1:00-3:00 p.m. and also by appointment CATALOG DESCRIPTION This course focuses on the process of new product and service development and marketing. Emphasis is given on market opportunity identification, R&D-marketing interface, business model development, market potential estimation, and market entry timing. Preference: Marketing concentrators. Group Project: A product development and marketing plan. Career relevance: Developing and marketing new product or service. PREREQUSITES: MKTG 201: Marketing Principles and MSB filter courses. MSB 300/400 level courses are restricted to the MSB students who have completed the filter courses. COURSE OBJECTIVES This course is designed to familiarize students with the principles and practices in the conceptualization, design, testing, forecasting, and launching of new products and services. Course objectives include comprehension and application of: 1. Strategic elements of new product development 2. Concept generation, evaluation, testing, and screening 3. Product protocol, design, development, and sales forecasting 4. Teamwork, product use testing, and market-entry strategy, and 5. Launch...
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...temasek polytechnic SCHOOL OF BUSINESS Diploma in Business AY 2014/2015 Apr Semester Product Development & Innovation PDI (BBS3005) STUDENT KIT Table of Contents OVERVIEW 3 SUBJECT AIMS AND SYNOPSIS 3 ACADEMIC CALENDAR 3 ASSESSMENT STRUCTURE 4 IMPORTANT DATES 4 DESCRIPTION OF ASSESSMENT COMPONENTS 5 PDI EXERCISE (ONLINE SUBMISSION VIA OLIVE) 6 Section 1: Individual Report 6 Section 2: Review Questions 7 GROUP PROJECT REPORT 8 PRESENTATION 9 SELF & PEER APPRAISAL (ONLINE) 11 TUTOR ASSESSMENT 11 SUBJECT CONTENT AND GENERAL LEARNING OUTCOMES 12 RESOURCE REFERENCES 14 REPORT FORMAT & REQUIREMENTS 15 Appendix I - Temasek Polytechnic’s Policy on Plagiarism 16 Appendix II - Declaration on Plagiarism Form (Individual Submission) 17 Appendix III - Declaration on Plagiarism Form (Group Submission) 18 Appendix IV - Academic Calendar 20 OVERVIEW This student kit introduces you to the subject, Product Development & Innovation (PDI) is a diploma elective subject. We are using the Inductive Approach for learning and you are required to PDI exercise, a group report and other assessment component deliverables that will demonstrate your understanding of the subject, learning process and problem solving skills. Besides the resource sessions and tutorial sessions scheduled, you may also contact your tutor in person or via phone or e-mail on matters pertaining to the subject. The subject will use OLIVE as the main platform of communication...
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...SCHOOL OF MANAGEMENT AND TECHONOLOGY GAIRIGAON, TEENKUNE, KATHMANDU NEPAL Unit Title: Menu Planning and Product Development Unit Code: Y/601/1762 Session/Year: Sept 2013 Assessment No: 01 Assignment Launch Date: Due Date: Assignment Title: Student’s Name: …………………………………………. |Outcomes Assessed |Possible evidence |Assessor Feedback |Criteria Met or|IV Agreed or Not |Comments | | | | |Not | | | |LO1 Understand factors that influence menu planning decisions | |1.1 Discuss the |different principles of recipe | | | | | |principles of recipe |development such as creativity; cookery| | | | | |development |styles; nutritional composition; | | | | | | |consistency of product; methods e.g. | | | | ...
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...Product Innovation Best Practices Series Best Practices in the Idea-to-Launch Process and Its Governance Reference Paper #45 Robert G. Cooper and Scott J. Edgett Compliments of: Stage-Gate International and Product Development Institute Inc. This article appeared in Research Technology Management March-April, pp 43-54 For information call +1-905-304-8797 www.stage-gate.com © Product Development Institute Inc. 2000-2014 Product Development Institute Inc. and Stage-Gate are registered trademarks. Logo for Product Development Institute Inc. used under license by Stage-Gate International Logo for Stage-Gate used under license where appropriate. Best Practices in the Idea-to-Launch Process and Its Governance A study of new-product development practices at 211 businesses provides insights into best practices in both the idea-to-launch process and its governance. Robert G. Cooper and Scott J. Edgett OVERVIEW: Most firms now use some form of idea-to-launch process such as a Stage-Gate® system. The question is: Do these processes really work? And what are the elements of a best-in-class idea-to-launch system that really make a difference? A second and related question concerns the governance of the idea-to-launch model. Sadly there is a lack of hard evidence as to what governance structure works best and just what its impact is, if any. This article reports the results of an American Productivity & Quality Center (APQC) and Product Development Institute (PDI)...
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...Vision System Product Project To, Marketing Director VisionTech Kind Attn: Ms. Kara Rose Dear Ma’am, This is in reference to the meeting we had on 31st August 2011. I have prepared the following document as per your requirement. Vision Tech is developing a new Vision system for Pharmaceutical companies which will save countless lives. The objective of this technology is to inspect drug labels to ensure they contain the proper information to meet the ever evolving governmental standards. This technology is a high resolution camera and the product development process for the same is explained by a Work Breakdown Structure which will be essential in developing and designing the product from concept to development. The Project team will ensure that new product development process is going through the right stages and we will continue the process by gathering the requirements for the project and analyze them with the help of Marketing, Research & Development and design/testing team. The following Work Breakdown structure is created and developed after meeting and discussing the product concept and design with Marketing Director, Kara Rose and R& D Director, Jessie Megana. The WBS will give a breakdown of activities involved in the product development process. These activities will be carried on until we reach the selling phase. WBS WBS 5.0 Sales 5.0 Sales 4.0 Development/IT 4.0 Development/IT 3.0 Design 3.0 Design 2.0 R & D 2.0 R & D 1.0 Marketing ...
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...Product Development at DELL Since its founding in 1984, Dell corporation had enjoyed tremendous success in the desktop computer industry. Their strategy was to eliminate the middleman by directly servicing the customers through mail orders . Dell grew from obscurity to a fortune 500 company in 1992, making its founder Michael Dell one of the youngest highly successful entrepreneurs of his time. At the core of Dell’s business model was Spartanism which inspired informality in processes and low R&D costs allocation. This worked with their desktop business and their imitators such as Gateway 2000 and CompuAdd were always playing the catching-up game. However moving ahead this philosophy, their foray in to the portable computer business was not as successful. This was an industry that revolved around several technological breakthroughs and required higher workmanship & quality control to manufacture products. Here, Dell fell short of delivering quality portable computers. Their brand suffered a major setback when their first line of portables were reported to have technical problems and about 17,000 units had to be recalled just one day before the launch. Soon after, Dell’s percentage sales in portable computers went to 2% from 17%, and their stock plunged by $7 in a single day. The portable computer industry was growing fast [Exhibit 1] and was deemed to spark a new wave of consumer demand. The major problems staring Dell in face were regarding quality and management...
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...Critical Thinking Case Study GEN/480 University of Phoenix Lisa Stansfield To the CEO of AcuScan: Here is a last report that I have devised for you which explains the up-to-date circumstances at AcuScan and a few suggestions and actions that ought to be taken and the reason. Chris Martinas, VP of Product Development and Pat Lambert, the new Director of Marketing have been collaborating on a new product that has to be initiated by the final part of the year. The new product happens to be the iScanner, which they have previously promoted except it will have new features, which makes it new and more advanced. The two of them have been figuring out a way to lower the budget by 15% and try not to not dismiss current employees. They have the funds of 400 K to use and have to convene with the right departments to launch the project. There was a problem through the emails among Pat Lambert and Kelly Thomas, Chief Engineer of Product Software. Kelly designed the original iScanner that was the groundbreaker in the developing retinal scanning security business. After discussing with you about the making of the product and not going outside 400K, Chris emailed Pat and Kelly on the way to do that and the way they could reach the deadline in August. The initial reply to that email was from Pat Lambert, the email was very optimistic and stated how Lambert did not think that it was going to be an issue to generate. The email after that was from Kelly saying that the team was placing...
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...TO OUR SHAREHOLDERS: One of the traits that characterizes our company’s performance in 2004 is “continuous improvement.” We’ve enhanced our processes, introduced new and innovative products throughout the year and improved our financial performance. Our success results from the continued execution of our long-term growth strategy and our employees’ dedication to incremental improvements each and every day. Bard’s core values of quality, integrity, service and innovation were clearly demonstrated by our employees this year, and we appreciate their passion, loyalty and dedication. The ultimate criterion upon which we judge our success, however, is the ability of our products to improve the lives of patients through the extension or enhancement of their quality of life and clinical outcomes. The Bard products featured on the following pages of this report were chosen as examples of attaining this important standard we’ve set for ourselves. The stories illustrate the collaborative and innovative spirit that permeates our daily work on behalf of patients all over the globe. 2004 Financial Highlights • Net sales growth: 16% as reported; ongoing net sales growth: 14% (in constant currency) • Gross profit margin: 60.1% versus 57.5% in 2003 • R&D expenditures: $111.6 million, up 28% over 2003 • Net income: $302.8 million (up 80%) as reported • Net income: $262.7 million (up 29%) excluding items identified in the financial highlights on page 1 • EPS: $2.82 (up 76%) as reported ...
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...AJAY JANGRA SR. EXECUTIVE ENGINEER (DESIGN & DEVELOPMENT) Mobile : 09467691484 E-Mail: ajangra1@gmail.com Ambition to work in an organization where the best use of my talent, knowledge, dedication, hard work & sincerity can be made. I am seeking a high quality work life through challenging assignments, meaningful career growth and opportunities for value addition and professional development. SYNOPSIS ➢ Keep myself abrest of technological developments. ➢ Well versed with Designing Software Auto Cad, Solidworks. ➢ Quick learner & self-directed; consistent updating self with the emerging trends in the industry. ➢ A team player with strong interpersonal skills and possess a flexible and detail oriented attitude. ➢ An efficient key player in challenging & creative environments with excellent capacity to adapt to new technologies and skills. PROFESSIONAL QUALIFICATIONS ➢ B.E. (Mechanical Engineering) from Al-Falah School of Engineering & Technology, Dhauj, Faridabad, Affiliated to Maharshi Dayanand University, Rohtak in 2010 with 60%. ACADEMIC CREDENTIALS ➢ XII from NIOS in 2006 with 55%. ➢ X from S.D. Modern Public School, Hansi affiliated to CBSE in 2003 with 61%. CARRER HISTORY Working as a Sr. Executive Engineer in Design & Development Deptt. at Push up Tools Udyog Pvt. Ltd., Rohtak from June 01, 2014 to till date. A small scale unit engaged in the manufacturing of carbide...
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...Donato’s for new product development. A: Idea development Developing the product prototype : Donato’s used employee taste testing to know what customers preferences are and develops the new product Taste testing(by employee) : Is done with the organisation Displaying Photographs of food products: Displaying sample pictures of the recent developed food Uniqueness: Developing a unique product which reaches the customers attention. Brand fit and price are the next key points and at last survey or feedback from the customers are important for new product development. Above design is used by the donatos for the new product development. 2 Evaluate the Wassup meetings as an exploratory methodology to help define the research question. A: Wassup donatos meeting conducted by the monthly routine, where each employee brings knowledge of popular culture and explain its effect on donatos. It is this which makes donatos will have a lot of information about diet and feeling that exist within a culture within the employee's information can be used by donatos, to become an opportunity to develop a new product. For example, according to 2003 healthfocus trend reports, 26% of consumers of food are "carb conscious". This suggests that they are eating low-carb diet into their diet habits This methodology can be used to establish the research question of product development. for example: • Whether consumers go on a diet? What kind of diet? • Whether the product can be consumed...
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