Who is Arash Haidari? Leader, Strategic Marketing Engineer

1. Who is Arash Haidari?Leader, Strategic Marketing Engineer Oct. 2000 Jul. 2011 2008 My 1st BB 2006 2004 2003 My 1st Cell phone Product Validation Eng. Applications Eng. SerDes Marketing & Applications SerDes Marketing WRLS BTS Marketing WRLS Backhaul Marketing Carrier Ethernet

2. "People should not be unfamiliar with strategy,Those who understand it will survive,Those who do not understand it will perish“ The Art of War by Sun Tzu, 600 B.C. What is a Business Strategy? Arash Haidari, September 2011

3. Structure of a Typical Business Organization = General Manager CEO • = Business Unit • Develops products • Earns revenue • Pays for horizontal groups (in allocation) COO CTO GM GM GM GM VP BU BU BU BU Technology Advisors Sales, Finance, etc. Operations, IT, etc. BU is a Mini Company within a Company

4. Example: PMC-Sierra CEO = Greg Lang GM = Kobi Ben-Zvi GM = Travis Karr CFO = Mike Zellner VP of Sales = Rob Liszt COO = Colin Harris CTO = Tom Snodgrass GM = Tom Sun GM = Daryn Lau Wireless Infrastructure Networking (WIN) Broadband Wireless Division (BWD) Communications Product Division (CPD) Enterprise & Storage Division (ESD) Technology Advisors Regional Sales, Field Application Engineers Finance, Treasury Operations, IT, Mixed Signal Design, Layout, …

5. Structure of a Typical Business Organization • Marketing owns BU’s revenue/profit & Strategy for its growth • Mgmt/Sr. Staff  Strategy definition & planning New product definition, execution management, & take to market • Interm. Staff  Take to market new products • Junior Staff  Sales of existing products GM VP VP Principle #1: Every decision, action, priority call, etc. MUST result in revenue/profit growth Applications = Customer Technical Support R&D Marketing Applications

6. Why does my Organization Need a Strategy? Growth is the critical objective of a business! “Your bias as a leader can’t be for stability, predictability, for policy conformance. The passion of leadership has to be to grow a business. You just have to wake up every day thinking about how you are going to grow it.” - Dan Burnham, CEO Allied Signal Aerospace • The Essence of Strategy (Professor Burgelman) • Gaining and maintaining control of destiny • Identifying the forces that affect destiny  Dependence/influence & Ecosystem • Changing and/or using the forces to create degrees of freedom to act • Defines how the organization will win • Defines how the organization will grow • Defines how the organization will differentiate itself from the competition Principle #2: If your CEO cannot articulate your strategy, start writing up your resume!!!

7. Lets Learn how to Spell Strategy! • Best practice improvement • Aspirations or goals • A vision • Price • Learning • Agility • Flexibility • Innovation • Any technology • Restructuring • Mergers / Consolidation • Alliances / Partnering Is Not a Strategy Source: Michael Porter (Godfather of Strategy), 2004, Burgelman Principle #3: Strategy defines how the organization will differentiate, win and grow. • A unique value proposition versus competitors • A differentiated, tailored value chain • Clear tradeoffs, and choosing what not to do  Is a Strategy

8. Three Poles in Defining a Strategy • 1) Quantifiable Objective: • Earn Minimum $1M+/yr by the time he is 35 • support a family • own a home • afford a car • go on vacation twice a year • Your Objective Frames the World for your Strategy • 2) Vision: • Professional Tennis player (Mom) • Professional Hockey player (Dad) • Professional Soccer player (uncle) • Doctor/Surgeon • Lawyer • 3) Direction: • Differentiated education plan Bourna(my nephew) January 14, 2011

9. Let’s Get Technical Remote RadioHead (RRH) is the radio of a Basestation (BTS), talking wirelessly over the air to your cell phones • Example: • Grow my BU to $50M/yr by 2015 • My gross margin target is 80% • I will invest in Remote RadioHead Market • I must win 30% Market share Principle #4: Objective of a Strategy MUST be Financially Quantifiable Time Restricted Framed to a Market • Example: • I will offer a 3-chip product family that: • Is developed in 65nm CMOS (low power) • Implements a full RRH (low cost) • Can be configured for all air interfaces • Principle #5: • Vision is your Market Offering • Stay high-level • Vision doesn't’t have to be a product • Example: • RRH today use 10+ BiCMOS chips • Too costly & very power hungry • Chips used today are single band • Customer RRH is customized to air I/F • I enable a 3-chip CMOS RRH for all bands • 1/3 the cost & power of competition • Customer designs ONE universal RRH • Competition must switch to CMOS to compete • Principle #6: • Direction is your Path to Victory • Must show winning • Must show sustainable value proposition

10. Strategy vs. Tactics "Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.“ The Art of War by Sun Tzu, 600 B.C Principle #7: While Strategy & Tactics go hand in hand, your Simplest & BiggestMistake is to Confuse them!!! " All men can see these tactics whereby I conquer, but what none can see is the strategy out of which victory is evolved.“ The Art of War by Sun Tzu, 600 B.C Principle #8: Tactics is your Execution Plan • Example (from previous slide): • Resource, Development, Take to Market Plans for bringing the products to the market

11. Developing a Strategic Thought Process Business Experience Expand Knowledge base through Education Soft Skills  “Your” Principles • Sit back and look at things from 10,000 feet • Be logical  Don’t be emotional • Learn to read people  Influence their thinking • Think three steps ahead • Be diplomatic and maneuver in a political environment • Learn to present • Learn to fail and to recover from failure • AND many many more …….. You must develop a thick skin for strategic planning. Take the time to do so!

12. Pitching a Strategy • You need money (investment) to launch a strategy Principle #9: Treat your Audience as Investors Principle #10: Sniff Test: Would you Invest your own Money in your own Strategy? • If not, then “why are you standing here and talking to me?” Principle #11: Know your Audience. Different Investors, need to Hear Different Pitches • CEOs, VC’s, Angel investors, family & friends are different investors • Require different level of details • Require different focus areas

13. Presenting a Strategy • Show me the Money – Get my attention • Identify your target market & show me how big it is! • What piece of the pie are you going after? • Who is your main target customers, and why are they a target? • Show me the opportunity – Convince me I can make money • Disruptive economic forces in your target market • Key market Trends • Market Opportunity & window of opportunity • Show me what’s going on!!! – What are the Challenges/Requirements? • Customer chain challenges / Key requirements / Strategy • Ecosystem challenges / Key requirements / Strategy • Competition challenges / Strategy • Your Challenges/Barriers to entry • How do we enter, win, and stay competitive? • Statement of Strategy “Direction“ to Enter & Win • Solution/Roadmap strategy • Target Customers & Key Platforms & Requirements • Sustainable Value Proposition • Competitive Analysis (your strategy vs. theirs) • What’s your execution plan? • Key architectural requirements/innovations • Critical core competencies & gaps to fill • Take to Market plan • Risk mitigation

14. Books to Read ISBN-10: 1591840562 ISBN-13: 978-1591840565 ISBN-10: 1613820844 ISBN-13: 978-1613820841

15. arash.haidari.khabbaz@gmail.com Thank you! Arash Haidari, September 2011