Competency Application And Case Studies
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During my tenure as Marketing Manager with IntraSoft Technologies, I leveraged social media platforms and customer engagement techniques to generate viral web traffic & promote services. While working as the Senior Business Analyst with MedStar Health, I led the efforts to identify, evaluate and develop an integrated marketing communication strategy for positioning the Learning Management System (SiTELMS) and online education content. Whereas, working as an intern with Enterprise Rent-A-Car, I developed a regional marketing strategy to increase Corporate Client market share. The following are a few excerpts from previous projects and consulting engagements:
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Healthcare - Creating Value Through Pay-per-use Model
Client: Leading clinical simulation training provider
Industry: Healthcare Training
Objective: Acquire advance training equipment without capital outlay
Solution: Pay-Per-Use revenue sharing business model
Industry: Healthcare Training
Objective: Acquire advance training equipment without capital outlay
Solution: Pay-Per-Use revenue sharing business model
Industry background
With over 900 clinical simulation training centers of varying sizes across the United States there exists a large market for simulation training devices in the healthcare industry. However, majority of these centers operate with a few patient simulator manikins and task trainers.
Operational problem
One of the most common reasons cited for using low fidelity task trainers and not adapting the more advanced, realistic, full-body adult, wireless patient simulator manikins like Laredal's SimMan Essential, SimJunior & SimBaby is the high cost of equipment.. As such, it can be inferred, if the high up-front cost of acquiring these technologically advanced manikins were minimized, then the market would rapidly adapt simulation equipment.
With over 900 clinical simulation training centers of varying sizes across the United States there exists a large market for simulation training devices in the healthcare industry. However, majority of these centers operate with a few patient simulator manikins and task trainers.
Operational problem
One of the most common reasons cited for using low fidelity task trainers and not adapting the more advanced, realistic, full-body adult, wireless patient simulator manikins like Laredal's SimMan Essential, SimJunior & SimBaby is the high cost of equipment.. As such, it can be inferred, if the high up-front cost of acquiring these technologically advanced manikins were minimized, then the market would rapidly adapt simulation equipment.
Learning from leaders
Industry leaders like Xerox and Phillips, to expand their market penetration have attempted to minimize the large upfront cost of equipment by adopting an innovative Pay-Per-Use revenue model. Under this revenue model, the manufacturer installs the device at the buyer’s place of business. The buyer contributes 5-10% of equipment as up-front payment and both parties commit to a usage-based service agreement. The manufacturer retains full ownership of the equipment and no sale of equipment is made. The manufacturer receives a pre-fixed fee every time the equipment is used. Overtime, the equipment generates incremental revenue that covers the cost of equipment. In addition to expanding market, the Pay-Per-Use model also creates economic value for the manufacturer by providing a steady stream of revenue during the life-time of the equipment.
Industry leaders like Xerox and Phillips, to expand their market penetration have attempted to minimize the large upfront cost of equipment by adopting an innovative Pay-Per-Use revenue model. Under this revenue model, the manufacturer installs the device at the buyer’s place of business. The buyer contributes 5-10% of equipment as up-front payment and both parties commit to a usage-based service agreement. The manufacturer retains full ownership of the equipment and no sale of equipment is made. The manufacturer receives a pre-fixed fee every time the equipment is used. Overtime, the equipment generates incremental revenue that covers the cost of equipment. In addition to expanding market, the Pay-Per-Use model also creates economic value for the manufacturer by providing a steady stream of revenue during the life-time of the equipment.
Demonstrating value via Pay-Per-Use revenue model
To validate the applicability of this revenue model, data about Laerdal’s equipment, price quotes and actual operational values from the client's simulation centers were employed to demonstrate the win-win revenue-sharing business model. On an out-right sale on the SimMan Essential Complete, (including SimMan Essential manikin, 12” Instructor PC, Software & License, Webcam, Specially Designed Clothing 5 Patient Cases and 4 Scenarios, 1 year Manufacturer’s Warranty, Storage Bag) it would generate a onetime revenue of $39,000 for Laerdal. However, using the Pay-Per-Use revenue model, Laerdal would potentially generate between $48,360 and $122,460 during the expected life of the manikin.
To validate the applicability of this revenue model, data about Laerdal’s equipment, price quotes and actual operational values from the client's simulation centers were employed to demonstrate the win-win revenue-sharing business model. On an out-right sale on the SimMan Essential Complete, (including SimMan Essential manikin, 12” Instructor PC, Software & License, Webcam, Specially Designed Clothing 5 Patient Cases and 4 Scenarios, 1 year Manufacturer’s Warranty, Storage Bag) it would generate a onetime revenue of $39,000 for Laerdal. However, using the Pay-Per-Use revenue model, Laerdal would potentially generate between $48,360 and $122,460 during the expected life of the manikin.
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Retail - Project Feasibility Analysis
Client: Prospective California Tortilla Franchise
Industry: Restaurant
Requirement: Project feasibility analysis
Solution: Build decision dashboard incorporating operational variables to simulate business outcomes
Industry: Restaurant
Requirement: Project feasibility analysis
Solution: Build decision dashboard incorporating operational variables to simulate business outcomes
Heavy Industries - Growth Feasibility
Client: Alcoa Wheel Products - Forged Aluminum Wheels Division
Objective: Assess Market Demand For Heavy Vehicles Aluminum Wheels In Emerging Markets
Consulting Credits: Seth, Hasenkamp, Bartlett, Balzarini
Objective: Assess Market Demand For Heavy Vehicles Aluminum Wheels In Emerging Markets
Consulting Credits: Seth, Hasenkamp, Bartlett, Balzarini
Client background
Alcoa Wheel Products (AWP) is a manufacturer of forged aluminum wheels for commercial vehicles. The company draws it administrative heritage from its parent company Alcoa Forged Products that focused its main business in the growing commercial aircraft market in the United States as well other non-aircraft related markets. AWP had undertaken numerous strategic initiatives to build global scale efficiencies, multinational responsiveness, the ability to develop innovations and leverage knowledge on a worldwide basis.
Organizational analysis
At AWP the knowledge and core capabilities were being developed at the center and transferred to overseas units. We observed tight formal links existed between the parent company and its global subsidiaries. This organizational configuration resembled that of a coordinated federation
During the time of this study Alcoa was not a fully fledged transnational enterprise, but it was definitely on the path to becoming a true transnational. To achieve this objective, the company needs to strengthen its national subsidiary management and must be able to accurately assess the varying demands of the different markets and respond in a timely manner. Secondly, they have to devolve an integrated network to allow for a company-wide exchange of several resources on a global scale.
Recommended plan of action
AWP management aims to improve their market penetration rate in India, Japan, China, Brazil, and South Korea. Based on the growth strategy development process discussed in our report - detailed plans of actions were formulated to assist the management achieve their goals. Using the recommended segmented marketing strategy, AWP sales could increase in the five markets in the near future. The initial growth would be slow as the Alcoa develops brand recognition and product loyalty. However, aluminum wheel sales have a huge potential to grow in the near future in the developing nations.
Alcoa Wheel Products (AWP) is a manufacturer of forged aluminum wheels for commercial vehicles. The company draws it administrative heritage from its parent company Alcoa Forged Products that focused its main business in the growing commercial aircraft market in the United States as well other non-aircraft related markets. AWP had undertaken numerous strategic initiatives to build global scale efficiencies, multinational responsiveness, the ability to develop innovations and leverage knowledge on a worldwide basis.
Organizational analysis
At AWP the knowledge and core capabilities were being developed at the center and transferred to overseas units. We observed tight formal links existed between the parent company and its global subsidiaries. This organizational configuration resembled that of a coordinated federation
During the time of this study Alcoa was not a fully fledged transnational enterprise, but it was definitely on the path to becoming a true transnational. To achieve this objective, the company needs to strengthen its national subsidiary management and must be able to accurately assess the varying demands of the different markets and respond in a timely manner. Secondly, they have to devolve an integrated network to allow for a company-wide exchange of several resources on a global scale.
Recommended plan of action
AWP management aims to improve their market penetration rate in India, Japan, China, Brazil, and South Korea. Based on the growth strategy development process discussed in our report - detailed plans of actions were formulated to assist the management achieve their goals. Using the recommended segmented marketing strategy, AWP sales could increase in the five markets in the near future. The initial growth would be slow as the Alcoa develops brand recognition and product loyalty. However, aluminum wheel sales have a huge potential to grow in the near future in the developing nations.
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