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Global E Lab Starting to Develop your Project Analysis

Global E Lab Starting to Develop your Project Analysis. Today’s Agenda. At least two types of project analysis that relate to technology strategy Value Creation Value Capture

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Global E Lab Starting to Develop your Project Analysis

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  1. Global E LabStarting to Develop your Project Analysis

  2. Today’s Agenda At least two types of project analysis that relate to technology strategy • Value Creation • Value Capture Consider salient global (non-US) issues and challenges that relate to technology strategy & some key data sources to get you started…

  3. Simple (familiar) framework for technology strategy issues

  4. Question:What types of analysis are you being asked to do? • Value Creation • What should our product portfolio look like, do we have the right product map? • How do we move our products into new markets & new countries? • How should our technology development plans be structured? • Product development process mapping • Value Capture • Competitive analysis in different markets • Building up complementary assets • Partnership analysis – what partners should I approach?

  5. Example: Gradipore, Australia • Who are they? Novel bioprocess technology – Gradiflow • Key challenge I -- Accessing talent pool to speed development • Partnership with University of NSW for training & service management • Partnerships with UK universities • Key challenge II – Accessing the sophisticated US market • US technical advisory board • Continual presence in US meetings • Find a US customer with a presence in Asia

  6. Value Creation Market dynamics Mapping technology to products & markets Network or product value analysis Value Capture Uniqueness & protection Value chain & complementary assets Establishing & exploiting standards Frameworks & Heuristics from Technology Strategy

  7. Value Creation:Understanding market dynamics

  8. Some g.lab guidelines • How can you create new markets? • How sophisticated are customers- what assumptions can you make about technical savvy? e.g. GMO Cotton in India; HIV drugs in Africa • What needs to change about the technology to influence adoption? e.g. PDAs in India • Who is the lead customer? • Are they representative? • Can you learn from country to country? INFO: Market reports, country analysis – World Bank, Disclosure Select for foreign firms, EIU Country Profiles

  9. Value Creation:Match technology to different markets to maximize chance of success • Map out the Technology / Market path • Map out product offerings – project portfolio planning

  10. Technology Risk-Customer Value Mapping

  11. Product Generation Map

  12. Process of Market-Technology MappingPhase progression indicates increasing investment and decreasing risk.

  13. Some g.lab guidelines • Realistic expectations about pace & necessity of technology development – careful mapping with their experts • Does the firm have access to appropriate technical knowledge base? • Can you help find key experts in the US, esp. MIT • What are the key US conferences, meetings etc.? • Seek out potential sources of local expertise • Awareness (not obsession w/) disruptive technology INFO: Journals, industry guides, analyst reports, CorpTech for US firms; Emerging Markets; Euromonitor

  14. Some g.lab guidelines • Can you map out a product platform strategy in the light of key market challenges? • Customization for each national market can be costly & complex & reshape economics • What would you need to accomplish (from a technical perspective) to enter the US market? • Is it realistic? • What about competitive offerings? • Problems with proliferation of projects (not unique to non-US firms) INFO: CorpTech, Hoovers (esp. for Europe), InvesText for analyst reports

  15. GPV: Great product value Consumers base their purchase decision on the intrinsic value of the product to them Competition on the basis of features, price etc Value Creation:Great Product Value v. Network Value • NV: Network value • Consumers base purchase decisions on the size of the (actual or projected) installed base • Competition on the basis of the size of the installed base, availability of complementary products etc

  16. Some g.lab guidelines • What are the dynamics of (network) product adoption in your market? • Connectivity? • Dynamics of sharing • How can you best develop the required complementary products? • Do they already exist? • Are you developing them for a US firm? INFO: Juniper Communications; InfoTech Trends; Gartner Group; Yankee Group Reports

  17. Value Capture:Core competencies (technological & other) • Uniqueness: Are the competences unique & competitive in different market settings? • Appropriability: Can they be protected? • US patent searches can be useful • Recall key differences in IPRs across countries • Possible licensing opportunities • How important are key people…. • Nature of the labor market e.g. telecoms software in Jordan • Can you keep them? INFO: Patents from www.uspto.gov; competition from analyst reports (esp. Europe); EIU; European newspapers e.g. FT often useful country analysis

  18. Value Capture:Reviewing the Value chain • Analysis of all the steps necessary to deliver a product to the customer • What segments of the value chain does your firm want to occupy? • What segments are the most profitable? R&D Sourcing Manuf. Distrib. Mkt.Cli. Mgmt.

  19. Value Capture:What Are Complementary Assets? “Theose assetsnecessary to translate an innovation into commercial returns:” • What can we access here? • What can we develop ourselves? • What must we develop ourselves?

  20. Some g.lab guidelines • What complementary assets are locally available? • CMOs, distribution channels may not be available e.g. Australia’s biotech firms • Conglomerates – are CAs in the hands of large national conglomerates e.g. Koc Group in Turkey • Does lack of CAs change the way you deliver your product (and the economic proposition)? • US partners may be valuable but challenging to work with –what do they bring & at what cost? • UK biotech firm locates business development in MA close to major pharma customers

  21. Value Capture:Setting or working within industry standards

  22. Some g.lab guidelines • Can you use regulation to shape standards? • Non-market strategies • Government relationships e.g. environmental regulation • Participation in standard setting bodies – is this possible/ necessary? INFO: www.emc-database.com for info on cellular and wireless; e commerce & law report

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