sIp Product Pitch

Group 12 1

Delta Company sIp

Smart Water Bottle Project Proposal

“We strive to provide a safe and easy way to drink clean water, prevent disease,

and track your daily consumption”

Group 12 Florenze Almalel

Spencer Chee Sophia Mauricio

Aishwarya Thakur John Nguyen

Francisco Romero

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Table of Contents 1. Executive Summary……………………………………………...……….... 3

2. Project Planning……………………………………………………….….... 7

3. Firm-Level Strategy……………………………………………….……… 10

4. Business Goals…………………………………………………................. 15

5. Developmental Goals………………………………………………..……. 16

6. Functional Maps………………………………………………………..…. 17

7. House of Quality........................................................................................... 18

8. Aggregate Project Plan……………………………………………….….... 23

9. Development Funnel…………………………………………………..….. 32

10. Quality Function Deployment…………………………………………...... 33

11. Reverse Engineering (FAST)...................................................................... 34

12. Conceptual Design……………………………………………………….. 36

13. Prototyping Strategy……………………………………………………... 43

14. Product Architecture/Product Strategy…………………………….…….. 46

15. Failure Modes and Effects Analysis……………………………...…….... 48

16. Financial Model………………………………………………………….. 50

17. Conclusion……………………………………………………………….. 53

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Executive Summary

Our product, the sIp classic smart water bottle is one of the most technologically advanced water bottles on the market today. With water consumption recognition as well as powerful water filtration, this product matches up with some of the water bottle giants such as Brita and even hydro flask. We aspire to remove plastic (disposable) water bottles from society and allow users to accurately track their daily water consumption. Make no mistake, sIp is the future of reusable water bottles. This report is broken up into 16 distinct elements where each component plays a significant role our product design, development, and commercialization.

Across the world, purified water has become more of a precious resource. In addition, and the Water Filtration Technology Industry has seen an explosion of growth. Our market research has proven that consumers would prefer an to have an inexpensive, fresh tasting reusable water bottle over a plastic disposable one. Moreover, the threat of substitutes is low so there is a very high chance that sIp classic smart water bottle can capture a large market share with a highly differentiated product that is market wide and is low cost to produce. We aim to market this product to health conscious individuals who want to assist the environment, typically these individuals will be middle to high class individuals.

There are currently three major competitors in the industry: Brita, Aquafina, and PUR. Although there are many players in this market and the rivalry may be high, our highly differentiated low-medium cost reusable water bottle will capture a large portion of the market. Not only does it have a recognizable design, but is differentiated with familiar technology and a powerful filter that is light and purifies with multiple layers. This provides superior taste that appeal to customer needs. The components of our water bottle includes a Smart Top cap with an LED screen that details information that syncs up with your Smartphone and FitBit to educate the consumer on their water consumption, bacteria that is filtered through the water bottle, temperature, etc. The filter within the water bottle is charcoal-based and has a lifetime of 3 months. Moreover, the bottle is made of durable and flexible tritan material that is a type of long-lasting plastic.

Based on the size of our market and our defined market area, our market segments will cover 24% of consumers and 36% business. The expected market growth is 10% up until 2018, similarly our own growth is predicted to be 4.5% up until 2018. As we look to the future, we plan to partner up with companies such as Fitbit, Aquafina and Smart Water in the future to reduce our cost to further develop the technology and water filtration systems.

According to the failure modes, our product is a low risk product. Between the three main components of our product - filter, bottle and Smart Technology - the numbers appear very low even though the severity values seem high. The problems that can occur have very low risk and there is a high profit potential. Production does not have as many regulation and checkpoints to slow it down. The production can be very fast, which will allow us to take the product to market very quickly.

The commercialization section of our product shows that the net present value will result in $3.606 M after 4 years. In addition we intend to sell the product at a sales price of $40/unit. This translates to roughly $23.06/bottle in revenue. However, the most attractive aspect of our product is not the bottom line numbers, but the low risk. This project is almost guaranteed profit for the company. Our numbers are also low after a 4 year financial model, but we predict our sales volume to group over the next 2-5 years after people get a hold of our product. This is why we are very optimistic about the sIp bottle.

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sIp: Cross-Referenced Description

1. Define the problem

a. Create a FS diagram for the project report b. Create a cross-referenced description for each portion of the project

2. Plan your approach

a. Create a FS diagram showing how each part of the report connects to the others b. Explain connections between management portions c. Explain connections between development portions d. Explain connections between commercialization portions

3. Execute your plan

a. Create an FS diagram showing how each part of the report connects to the others.

b. Explain connections between management portions: This portion will be used to explain how our numbers came about and to provide background info on the industry and market landscape. It will be checked to asses how we are doing with regards to business goals and to decide which projects to pursue.

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Subtask 1: The first step is to map the industry to see what major players are in the same market as us. A porter 5 forces model is used to decide our stance in the industry in comparison to our competitors, as well as determine the power of buyer, sellers, and new entrants. This allows us to determine whether our product is unique or if it is a market wide product. Subtask 1 ends with various functional maps of the industry to gain further insight on the market. This, along with Subtask 2, will be used to determine our business and developmental goals(Subtask 3). Subtask 2 The market sizing/revenue map is used to determine how large the industry we are in is. This can be used to estimate how much money is going in and out of the industry and our own particular market segment. It also shows what percentage market share our competitors have so we can compare to how much we hope to capture. All of this information will be used to set business and developmental goals in Subtask 3.

Subtask 3 Using the above information, we create a basic project plan in this subtask. We clearly define our business and developmental goals here and will base our future steps to fulfill (and hopefully surpass) these goals. We can generate a few project ideas and identify the most profitable ones. Subtask 4 The decision analysis is crucial to our project in deciding which mix of projects to pursue. In here we calculate the risk in the market and the expected monetary value(EMV) we hope to get with each. From here we perform a “table lookup” to see which mix of project will produce the highest EMV. Once projects are selected, we can begin the conceptual design process.

c. Explain connections between development portions

Development: These parts of the report should be used by the engineering team to produce a product up to standards. It contains technical metrics to be used by them and many concept generation techniques. One can see how we came about our exact design and see how to change it if necessary.

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Subtask 5 This subtask is a main part of quality function deployment. Here we develop a House of Quality. We determine customer needs and technical metrics, along with assessing existing products and how they fulfill them. From here we set our own technical metric standards to give the engineering team to ensure we meet as many customer needs as possible. These will all be taken into consideration when developing the product, and will be referenced in subtasks below. Subtask 6 In this main phase of the conceptual design process, we dissect similar existing products using the FAST and Function Structure diagrams. These dissections allow us to identify the main subfunctions of the project and generate different ways the product can perform the subfunctions. After identifying the sub functions, we can use them to create the morphological matrix and select a few designs. From this MM, we perform a utility function to determine the best product design. Once selected, we will use this design to perform Subtask 9. Subtask 7 Once a design is selected from Subtask 8, we will perform a prototyping strategy to determine the prototyping space and how we wish to go on in the creation of the product. After deciding a prototyping strategy, we will begin product platform and product line strategy. Subtask 8 In this subtask we decide which markets to expand to and create a product line for each. Each of these derivative products will be based off of our product platform. We create a plan for each product line and its development. This will relate to what we need to produce and at what time in subtask 9.

d. Explain connections between Commercialization portions Commercialization: This will be used by management and financial planners of the company. It most importantly shows how much money we can expect to make. Subtask 9

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This financial/economic analysis shows the expected NPV after 4 years. It also includes many sensitivity analysis’ to see how different circumstances could affect our NPV.

Check: All work should be accurate, in reference to the MDC framework and applied it to our project. Each part connects as stated inside the project as well. Learn: We learned to apply the function structure to something other than a product. Along with this we know have a greater understanding of how each part of our project report relates to the others.

Project Planning

Step 1: Define the Problem: Create a project plan

Step 2: Determine the Subtasks and Activities 1) Clearly state the intent of the project 2) Determine and obtain/develop the subtasks and activities 3) Create a design/development activities matrix 4) Create a schedule of the tasks using a GANTT Chart 5) Identify the critical path for the project, using a PERT Chart 6) Assign Clear roles and responsibilities.

Step 3: Execute the Plan: 1. Activity Matrix:

Purpose: to understand the dependencies between the subtasks A. Firm-Level Strategy B. Business Goals C. Development Goals D. Functional Map E. House Of Quality F. Aggregate Project Plan G. Development Funnel H. Quality Function Deployment I. Reverse Engineering J. Conceptual Design K. Prototyping Strategy L. Product Architecture/Product Strategy M. Failure Modes and Effects Analysis N. Financial Model O. Cross-Referenced Discussion

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P. Executive Summary Q. Table of Contents R. Section Organization

A B C D E F G H I J K L M N O P Q R

A A x x x x x x x x x x x x x x x x x

B x B x x x x x x x x x x x x x x x x

C C

D D

E E

F x F

G x x G

H x x x H

I x x x x I

J x x J

K x x x K

L x x x x L

M x x M

N N

O O

P x x x P x

Q Q

R x x R

(i) independent tasks: C, D, E, L, M, N, P, Q, and R (ii) are sequential tasks: E, F, G, H, I, J, K (iii) A & B are coupled tasks

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GANTT Chart

PERT Chart

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Critical Path → The critical path is identified above where the primary tasks follow a linear path. However, some tasks like the product conceptual design and the product platform are coupled tasks and will be done concurrently.

Step 4: Check your work Our work is correct and our assumptions are reasonable. We made sure to update the GANTT chart as we went along.

Step 5: Learn and Generalize I learned that tracking progress is very important to the overall success of the group. It is important to make sure every task is complete in a timely fashion. There are always things to be done and in order to make sure it is not overwhelming. Organization and time management are very important to the success of the company. Without it, tasks might seem too daunting and people may get discouraged by the length or size or projects.

Management: Section 1: Firm-Level Strategy

Define the Problem Perform a thorough and specific competitive analysis of the industry/market landscape for your proposed new product/service: identify competitors, suppliers, buyers, etc.

Plan the approach 1. Create a map of the business landscape that the water filtering bottle is embedded

in 2. Using Porter’s 6 forces analysis, identify the possible buyers, substitutes,

competitors, compliments, suppliers, and new entrants. List the determinants that each force provides

3. Determine the attractiveness of the industry as a whole 4. Decide on the company’s position or competitive strategy to compete successfully

in the industry-makers landscape 5. Determine the relationships between the sets of players in the industry landscape

Section 1.1: Technology Strategy

a. Brita filtering water bottle, Bobble filtering water bottle, lifestraw i. The average for all of these filters are 2 months until you have to

replace them

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b. Products

Brita Seychelle Clearly Invigorated

$20 $80 $75 $60

- everyday device that filters water

- carries up to 10 cups

- Replacements cost $15

- High-end product - 1 gallon capacity - $40 filter

replacement

- High end product - 8 cup capacity - $50 filter

replacement

- High end product - 14 cup capacity - $20 filter

replacement

c.Technology

Our Key Technologies Larger Purpose Related Products

Granulated Activated Carbon filter (works depending on the speed and volume of water passing through it)

- Filters out unwanted chemicals and provides safer and better tasting water.

- Brita Carbon filter with loose granules that filter out chemicals such as lead.

Filtration Straw w/bottle (source:http://www.survivopedia.com/how-to-purify-water-with-iodine/)

- Allow someone to enjoy clean and safe water anywhere on the go.

- Can be used in everyday or survival environments

- Inexpensive way to help people get fresh water (third-world applications)

- Charcoal Filter that removes chlorine, sediment, and off-putting taste and odor

- Iodine Filter that replaces the chemicals necessary for the bacteria to thrive with iodide ions

- Membrane filters filters the last of the sediment and unwanted bacteria

Reverse Osmosis Filter (source: http://www.ewg.org/research/ewgs-water-filter-buying-guide/filter-technology)

- Semi-permeable membrane that blocks particles larger than water molecules

- Can remove many contaminants not removed by activated carbon, including arsenic, fluoride, hexavalent chromium, nitrates and perchlorate

- Aquasana under-counter filters: - Removes 95% of Fluoride

and Mercury , 97% of chlorine and arsenic, and 99% of lead and asbestos

(Source:http://www.aquasana.com/drinking-water-filter-systems/reverse-osmosis-claryum)

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Section 1.2 Competitive Strategy

1. Porter 6 Forces Diagram

2. Six Forces analysis of the industry market structure

Characteristic Key Determinants Strength of Force

Rivalry between Competitors Number and relative size of rivals, Market share

Medium to High - Brita is our main competitor,

however, new entrants like Soma create competition with their edgy and sleek design

- Every player in the industry brings something different to the table

Barriers to Entry Economies, Capital requirements, and Brand Identity

Medium to High - Products are highly

differentiated based on their filtering technology in the market

- There are a couple of huge brands like Brita and

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Aquafina in this market and they are known by everyone because they have been around for a long time. People are more willing to trust them and buy their product because they are a successful company

Buyer Power Relative size, buyer concentration, switching costs

Medium to High - Consumers have already

chose Brita because they are the low-cost leader.

- Also people chose PUR for their homes because it’s a high quality product that promises longevity for a higher price

Threat of Substitutes Price/Performance of substitutes Low to Medium - There are not many products

that you can substitute for a water filter that purifies water

- There are products/services that provide filtered water but they are too different to our product that they don’t affect us on a large scale

Supplier Power (http://www.made-in-china.com/manufacturers/brita-water-filter.html)

Supplier concentration and relative size

Low to Medium - Plastic companies may be in

high demand for a lot of filtration companies but outsourcing is the main way that these companies produce.

Influence of Complementors Concentration and size Low to Medium - There are a few compliments

that can help our product out a lot if we can get it to work We want to provide a market-wide product that is available in virtually every store

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3. Attractiveness of the industry:

a. The average strength of the industry is medium, which shows that the water purification may not be very attractive for new entrants. In addition, most of the rivals already have very well-established products

b. Buyer power, Rivalry, and Barriers to entry all have the potential to become very high. There are plenty of players in this market making the rivalry high. This makes the buyer power high because they choose who succeeds and who does not.

c. However, the threat of substitutes is low, which means that there is a very high chance that we can capture the market with a highly differentiated product that is market wide and is low cost to produce.

4. Determining the Company’s Competitive Strategy

We would like to adopt the market-wide approach with a low-cost product after 4 years. We will start with a focused strategy. In order for us to be successful in this industry we have to try to be the most cost appealing and try to attract a niche first.

5. Relationship between the set of players in the industry a. Rivalry Between Competitors: Brita is the low-cost leader that provides a

widely known, market-wide product. Where PUR creates a product that is unique and only appeals to specific groups. Apart from the big players in the

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market, there are many small players who brought something new to the market, because of this they keep the rivalry high.

b. Barriers to Entry: We must enter with a highly-differentiated product in order to capture a large market share. The market has seen all of these products before. The existing companies all bring something new to the market.

c. Buyer Power: Our main customers will consist of people who are environmentally predisposed at first. However, we aspire to expand our offerings to a market-wide approach with our superiorly clean water and great-looking bottle.

Check your work I have checked the work and it is correct. Also, my assumptions are reasonable and the information provided was double checked.

Learn and Generalize: I have learned that any good company will have a very strong strategy. This ensures that they will be successful in the future in addition to growing their business. Also, a good strategy is adaptable and flexible to any fluctuations in the market.

Section 2: Business Goals

Define the Problem: What are the company’s business goals

Plan the approach: a. Look into the water purification market b. Establish sales revenue, growth, profit, and profit margin c. Make a table for all of the information

Execute the Plan: Business Goals

Annual Sales Revenue

Growth Profit or Net Income Profit Margin

-$97.89 billion (global water purification market) -From ( $333 Million - $429 Million) *Brita

Market Growth rate ~ 10 % during 2013-2018 - Our growth rate:

4.5% (say)

- $47.168M (say) (2015)

-Net profit margin = (net income / sales revenue )*100

($47.168M/ 429M)x100= 10.99%

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Check your work Our work makes sense and all statements originate from a specific source

Learn and Generalize

We have learned that a company must use all of these strategies and goals to their fullest potential in order to become successful in the long run. The sheer fact that there is pre-existing competition against rivals in the market creates pressure to have strong yet lofty goals.

Section 3: Developmental Goals Define the Problem:

What are the company’s developmental goals? Plan the approach:

d. Look into the water purification market e. Establish:

i. The product’s future ii. New Technology additions

iii. Differentiation f. Make a table for all of the information

Execute the Plan:

What products should the company develop?

How can we introduce new technology to the market?

How do we differentiate our filter from rivals?

- Produce water bottles with filtering straw

- Create sink filtration system

- Home water filtration/recyclable water tank

- Produce bottles with water consumption tracking technology

- Create bottles that can detect what was in the water

- Our device will be more advanced and will utilize more consumer testing to ensure it is what people will truly use.

Check your work Our work makes sense and all statements originate from a specific source

Learn and Generalize

We have learned that a company must use all of these strategies and goals to their fullest potential in order to become successful in the long run. The sheer fact that there is pre-existing competition against rivals in the market creates pressure to have strong yet lofty goals.

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Section 4: Functional Maps

Background: “The rapid rise in global population has resulted in an alarming increase in water pollution, particularly in urban areas where population growth is higher, in addition to increasing number of industries dumping wastewater into rivers. Moreover, the uneven availability of freshwater resources makes countries, particularly in the Middle East, rely on ocean water. This increases the demand for desalination processes, thereby driving the demand for water purifiers” (http://www.transparencymarketresearch.com/water-purifier-market.html)

The growing population in conjunction with an increase in water pollution has led to a need for water purification. This is perpetuated by the fact that disease has become so prevalent and water is a basic necessity for every human.

1) Define the Problem

Create a functional map in order to set: - Benchmark against another company or yourself - Develop an understanding of market trends.

2) Plan your approach

A. Research the company history and find product releases. B. Find the key technologies and aspects of past technology. C. Show the results in a diagram.

3) Execute the plan

\ Previous Filtration Systems

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* This functional map shows the progress of awareness with the benefits of water filtration. Starting from 2000 B.C.E, the people only wanted a better tasting water unknowingly saving them from diseases within. When scientists discovered the sentiments in bodies of water, water filtration technology starts to develop.

Modern day Filtration Systems

* This functional map highlights the evolution of the water filtration technology in addition to the companies that became prevalent starting in 1933. The modern day filtration companies focus on the taste of the water, specifically, chemical filtration.

4) Check your work

I have checked my work and it correct. Also, my assumptions are reasonable for the most part.

5) Learn and Generalize

I learned that this process is slow-going, which is why planning must occur. You must know what you are looking for and that will translate into the best product. The functional map is supposed to be a helpful diagram in order to aid the reader.

Section 5: House of Quality

1. Define your problem Use the structured problem-solving process to create an explicit plan for developing the HOQ for your company’s line of products. Sub-problems:

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How will your product be developed with customer needs and technical metrics in mind? How will your product stack up against competitors?

2. Plan your approach

a. Make a structured and prioritized list of the consumer needs for the intended product based on market research.

b. Make a list of technological metrics (requirements) and assess the importance of each metric, using a convenient scale

c. Correlate the customer needs and technical metrics using a convenient scale d. Create a matrix that correlates the technical metrics to each other using a convenient

scale. Then place half the matrix on top of the correlation matrix e. Using a convenient scale, assess a set of related competing products from the view of

the customer (customer benchmarking). Then, using a scale and engineering units of measurement, assess the competing products from an engineering viewpoint (technical benchmarking)

f. Set the target customer needs specifications g. Set the target technical specifications h. Create a House of Quality (HOQ)

3. Execute your plan

a. List of consumer needs *Scale (1-10)

i. We polled between the 6 of us and read through customer reviews and professional comparisons to recognize what customers want out of their bottle.

Customer Needs Importance

Taste (Freshness of water) 8

Price 9

Portability (Travel safe, weight, volume)

6

Easy to clean/Dishwasher Safe 5

Durability (Leak proof) 5

Material of bottle (Aluminum/plastic)

3

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a. Make a list of Technical metrics and assess the importance *Scale (1-10) i. We polled between the 6 of us, read through customer reviews,

professional comparisons to recognize what customers want out of their bottle but can be objectively ranked.

Metric pH Weight (lbs) Components Lifetime (months/gallons)

Importance (1-10)

8 5 6 10

b. Correlate the customer needs & technical metrics

i. S = strong positive correlation ii. M = medium positive correlation

iii. = no correlation

Taste Price Portability Easy to Clean

Durability Material of bottle

pH S

Weight S M S

Components S S

Lifetime S

c. Create a matrix that correlates the technical metrics to each other using a

convenient scale. i. “SP” = Strong Positive Correlation ii. “SN” = Strong Negative Correlation

iii. “N/A” = No Correlation

pH Weight Components Lifetime

pH X N/A SP N/A

Weight X SP N/A

Components X SP

Lifetime X

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d. Customer Benchmarking i. Customer Viewpoint

1. Brita 2. Pur 3. Bobble 4. Our Own Product

Consumer ranking: *Scale (1-5)

Taste (Freshness of water)

Price (low price = higher rating)

Portability (Travel safe, weight, volume)

Easy to clean/Dishwasher Safe

Durability (Leak proof)

Material of bottle (Aluminum/plastic)

Brita 1 3/5 4/5 2/5 4/5 3/5 4/5

Pur 2 4/5 3/5 4/5 4/5 3/5 4/5

Bobble 3 3/5 4/5 5/5 4/5 4/5 3/5

sIp (Our product)

3/5 4/5 4/5 4/5 7.5/10 4/5

e. Technical Benchmarking

i. Technical Metrics 1. Brita 2. PUR 3. Bobble 4. sIp

Weight of bottle pH scale Components

Lifetime

Metrics lbs pH (1-10)

# of components

months/ gallons

1 http://www.waterpurificationhq.com/brita-vs-pur-water-filters-which-is-better/ 2 http://www.topproductcomparisons.com/compare-water-filter-pitchers-zerowater-brita-pur-clear2o-or-mavea.html 3 http://gogreentravelgreen.com/water-bottle-with-filter/

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Brita 4 .26 lbs 6.5-8.5 3 2 months / 40 gal.

PUR (pitcher) 5 1.4 “ 6.5-8.5 4 2 months / 40 gal.

Bobble 6 .2 “ 6.5-8.5 3 2 months/ 40 gal.

sIp (our product) .5 “ 6.5-8.5 2 2.5 months/ 50 gal.

Customer Needs Specification (SP 6)

● Taste: 3/5 ● Price: 4/5 ● Portability: 4/5 ● Easy to Clean: 4/5 ● Durability: 3.5/5 ● Material: 4/5

Technical Metrics Specification (SP 7) ● Weight of bottle: 0.3 lbs ● pH scale: 6.5 ● Component: 3 parts ● Lifetime: 2 months

4. Check your work

I have checked my work and it is correct. Also, my assumptions are reasonable. Lastly, all of my sources are listed in footnotes in the appropriate section.

5. Learn and Generalize I learned that the House of Quality exists at the intersection of customer needs and technical metrics. It is interesting to see market research meeting engineering. These two aspects are arguably the most important parts of a product. This is why the house of quality is so important to development.

4 https://www.leaf.tv/articles/do-brita-water-filters-make-alkaline-water/ 5http://www.target.com/p/brita-sport-water-filtration-bottle-mint/-/A-51034116?ref=tgt_adv_XS000000&AFID=google_pla_df&CPNG=&adgroup=&LID=700000001170770pgs&network=g&device=c&location=9032155&gclid=CIz-27qm9M8CFUFufgoda7QPeg&gclsrc=aw.ds 6 https://www.amazon.com/dp/B00J20FEH8/ref=twister_B00K3I3YY8?_encoding=UTF8&psc=1

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Section 6: Aggregate Project Plan 1) Define the Problem

Create an aggregate project plan: 1. Subproblem 1: What project should the group work on to meet our

developmental goals? 2. Subproblem 2: What project should the group work on the meet our market

needs analysis 3. Subproblem 3: What projects should the group work on to meet our needs? 4. Subproblem 4: What kinds of projects are there?

a) Derivative: Additions or changes to products over time b) Platform: Major changes to existing products c) Breakthrough: New technology or major changes to existing projects d) Research and Development: Invention of knowledge used in development e) Partnerships and Acquisitions: Working with or buying companies that can

assist with our process.

2) Plan your Approach a) Developmental Goals

i) Create a table that answers: (1) What are our company’s developmental goals? (2) What sort of project could help meet these goals?

b) Market Needs i) Create a table that answers:

(1) What are our products market needs? (2) What sort of project could help meet these needs?

c) Strategies i) Create a table that answers:

(1) What are our technological, Market, and Competitive Strategies? (2) What projects could help meet these strategic goals?

3) Execute your plan

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*The figure above is a matrix that identifies the projects that we intend to pursue from the R&D phase all the way into the partnership/acquisition phase.

a) Developmental Goals

(1) What are our company’s developmental goals?

- Create a low cost and energy efficient alternative that tracks water consumption

- Use customer surveys and other consumer metrics to create our product

(2) What sort of project could help meet these goals?

- Partner and acquisition projects for bottling companies

- Derivative projects to expand and improve on existing filters

b) Market Needs

(1) What are our products market needs? - Durable bottles that can withstand drops and other wear and tear

- Create an easy-to-use product that people will want to use every day

- Create a familiar, yet more advanced product that consumers will want to use.

- Easy access to information (ie: daily water consumption, plastic

(2) What sort of project could help meet these needs?

- Research and Development Projects (technology, GUI)

- Derivative Projects (filtration technology, visually appealing product)

- Breakthrough Project (Access to information, User Interface)

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c) Strategies

(1) What is our Technological Strategy? - Advanced Smart water bottle that uses top line water filtration systems to remove disease-causing parasites such as Crytosporidium and Giardia.

- The sIp bottle can be connected to a cell phone application to let the consumer be aware of the contaminants in the water, when to replace the filter and the amount of water bottles saved by using the reusable sIp bottle.

(2) What is our Market Strategy? - This bottle will help the user track their water consumption. The Smart aspect of the bottle can even tell you how much you need to drink for what age, weight, and gender you are.

- It will be reliable, efficient, provide a high quality service to the user.

(3) What is our Competitive Strategies? - We aspire to offer a low-cost product that appeals to the large market.

(4) What projects could help meet these strategic goals?

- See chart above

Aggregate Project Plan Risk Analysis

Our process: - After performing research on plastic bottle materials, we have settled on the choice

between polypropylene and Tritan material. Source: http://www.alphap.com/bottle-basics/plastics-comparison-chart.php

- As a company we decided the individual probabilities that we wanted to use for these products.

- We need to decide where placing our smart technology is most profitable and if the chances that it will meet our specs are favorable enough.

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Suppliers Shenzhen Sports Bottle Technology

Taizhou Seliya Plastic Co

Price US $0.65-1.35/Piece *min order 1000 units ($1.35*1000 = $1350)

US $0.72 / Piece *min order 5000 units ($0.72*500 = $360)

Material Polypropylene Polypropylene, Tritan hybrid

A1: Tritan + Cap

1. Building Blocks:

2. Influence Diagram

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3. Decision Tree

Buy the materials? A - Yes B - No

Which materials? A - Tritan B - Polypropylene

Smart Technology Where? A - Cap $115 B - Bottle $230

Α1: AAAA $41.50 M (αα.70)(70)+(.30)(-25) = $41.50 (.35)(200)+(.65)(0) = $70.00 M

A2: Tritan + Bottle

1. Building Blocks

2. Influence Diagram

3. Decision Tree

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A3: Polypropylene + Cap

1. Building Blocks

2. Influence Diagram

3. Decision Tree

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A4: Polypropylene + Bottle

1. Building Blocks

2. Influence Diagram

3. Decision Tree

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3. Full Decision Tree

4. Fold-Back

Buy the materials? A - Yes B - No

Which materials? A - Tritan B - Polypropylene

Smart Technology Where? A - Cap $115 B - Bottle $230

Α1: AAAA $41.50 M (αα.70)(70)+(.30)(-25) = $41.50 (.35)(200)+(.65)(0) = $70.00 M

A2: AABA $3.50 M (.30)(70)+(.70)(-25) = $3.50M (.35)(200)+(.65)(0) = $70.00 M

A3: AAAB $97.15 (.70)(149.50)+(.30)(-25) = $97.15 (.35)(0)+(.65)(230) = $149.50M

A4: AABB $27.35 (.30)(149.50)+(.70)(-25) = $27.35 (.35)(0)+(.65)(230) =$149.50M

A5: B $0 $0 $0

5. Which one maximizes? Developing a bottle made from tritan material and wireless charging technology is the choice that maximizes payoffs

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Project EMV Cost

Tritan + Cap 𝛂 1

$41.50 $25 M

Tritan + Bottle 𝛂 2

$3.50 $25 M

Polypropylene + Cap 𝛂 3

$27.35 $25 M

Polypropylene + Bottle 𝛂 4

$0p $25 M

6. Sensitivity Analysis:

According to the table (right) the relative payoffs after the respective perturbations (10%, 20%) are still larger than the total cost incurred should the projects fall through. This makes the decision robust because it does not change the decision to perform the project even with these perturbations.

4) Check your work

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We checked our information and it is correct. In addition, our assumptions are reasonable as well. 5) Learn and Generalize There are many things to take into consideration when developing your product. This is why the aggregate project plan is useful. When your organize this data in a very logical way, it allows the process to become easier and it allows a company to establish their goals from the beginning of production

Section 7: Development Funnel

1. Define the problem Create a development funnel for your company

2. Plan your approach a. Categorize all of the subsystems into Exploration, Development, and

Commercialization b. As one moves right, the systems become more technically specific and the

project 3. Execute your plan

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*The purpose of the development funnel is to take an idea from concept to reality. As you can see we started off with brainstorming product ideas. Then we decided we should do a smart water bottle. After deciding the product we decided the specifications of the product. The last thing we did was determine how we were going to get our product out there and how to reduce cost.

4. Check your work I have checked my work and my answers are correct. Also, my assumptions seem reasonable as well.

5. Learn and Generalize This give a developer a better idea of what to move forward with. In addition it helped me understand the project better after seeing it for the first time was just memorization. With funnel, it makes it easier to learn about the products and their subsystems.

Development: Section 9: Quality Function Deployment

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Section 10: Reverse Engineering (FAST)

1) Define the Problem ● Schedule a time to meet for the purpose of creating the “best” design concept(s) for your

company’s proposed new product. Your group should now actively be using project planning for all aspects of the project, and documenting your schedule, participation, and process.

● (before the group meeting) Use the structured problem-solving process to create an explicit plan for performing conceptual design for your company’s line of products. This process will include both identifying the conceptual design tasks (e.g., function structure, morphological matrix, utility function), and assigning those specific tasks to the group members. (Remember to document this process).

● (before the group meeting) Gather all relevant information needed for creating the conceptual design (Technology functional maps, FAST diagram, HOQ, etc.).

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● Conduct a group meeting (3-5 hours) to develop (in a time-efficient manner) the “best” design concept for the product (as in Problem 2 above).

● Turn in a concise, well-written “problem solution” documenting all work done by the team. This solution should include your project planning (including team work schedule), the problem-solving process (PSP), and clearly show the implementation of the project plan and the PSP.

2) Plan your approach 1) Create an abstraction functional representation for the intended new product, called

the Functional Structure 2) Morphological Matrix

a) For each sub-function, generate several alternative solution principles (SPs) for realizing that sub-function

b) Organize the solution principles (SPs) in a Morphological Matrix (MM) 3) Generate 6-10 alternative concepts by suitably combining the solution principles in

Morphological Matrix (MM) 4) Identify an appropriate set of selection criteria to assess/compare the alternatives

from step 6, and use these criteria to construct a utility function. The utility function will be used to compare, and then select the “best” compare from these alternatives.

5) Use the utility function to compare the alternatives (from step 6), and then select one (or two) feasible concepts for further development

3) Execute your plan a) FAST Diagram

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Section 11: Conceptual Design a) Function Structure

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The purpose of the Function Structure is so we can assess the functions that we want our product to be able to do. On top of that, the Function Structure allows to determine which is the primary function and which are the sub-functions.

b) Morphological Matrix

Sub-Functions Solution Principles

Brita MyHydrate FitBit Hybrid (imaginary)

Hydrate Spark

SF 1: Filtration Active Charcoal filter

Reverse Osmosis

Trickle-down Ion-exchange filter

SF 2: Displays information

OLED Screen on side

Syncs with smartphone

Syncs with FitBit Touch Screen on top of cap

SF 3: Charges X Micro-USB Solar Battery adaptor

SF 4: Tracks consumption

X Built in scale

Laser-reader Volumetric scale

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SF 5: Power Supply AC Adaptor X X Rechargeable Battery

This matrix uses information that was gathered from the FAST diagrams that were performed in the Reverse Engineering steps of the project (see Brita and FitBit). Not only does the table utilize the technologies as solution principles, we would like to integrate similar technologies into our product.

The purpose of the Morphological Matrix is to determine exactly how the each function and subfunction will be carried out by the product so we know exactly which technical concepts we need to know in order to make our product a reality.

Generated Alternative Concepts

1. Charcoal, LED, Wireless bottle

Sub-Functions Brita MyHydrate FitBit Hybrid (imaginary)

Hydrate Spark

SF 1: Filtration Charcoal filter Reverse Osmosis

Trickle-down Ion-exchange filter

SF 2: Displays information

OLED Screen on side

Syncs with smartphone

Syncs with FitBit

Touch Screen on top of cap

SF 3: Charges X Micro-USB Solar Battery adaptor

SF 4: Tracks consumption

X Built in scale Laser-reader Volumetric scale

SF 5: Power Supply

AC Adaptor X X Rechargeable Battery

Sketch:

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This particular device will utilize usb throughout to charge the batteries for the charcoal filter and create clean, purified water. Also, it will have a OLED display on the side of the bottle in order for the user to read their water consumption. Also, the device will have a scale and it can be charged with a Micro-usb.

2. Reverse Osmosis, Sync, Micro-usb

Sub-Functions Brita MyHydrate FitBit Hybrid (imaginary)

Hidrate Spark

SF 1: Filtration Charcoal filter Reverse Osmosis

Trickle-down Straw with charcoal filter

SF 2: Displays information

OLED Screen on side

Syncs with smartphone

Syncs with FitBit

Touch Screen on top of cap

SF 3: Charges X Micro-USB Solar Battery adaptor

SF 4: Tracks consumption

X Built in scale Laser-reader Volumetric scale

SF 5: Power Supply

AC Adaptor X X Rechargeable Battery

Sketch:

This device will utilize rechargeable batteries to power the filter and scale system. This

bottle will also use a reverse osmosis filtration system where the water passes through an ion-membrane backwards and filters the water. Also, this device will allow you to read water

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consumption straight from your phone. This is where the built-in scale comes in, this will track the ((amount of water left in the bottle) - (starting weight of the bottle)).

3. Trickle-Down, Fitbit compatible, laser bottle

Sub-Functions Brita MyHydrate FitBit Hybrid (imaginary)

Hidrate Spark

SF 1: Filtration Charcoal filter Reverse Osmosis

Trickle-down Straw with charcoal filter

SF 2: Displays information

OLED Screen on side

Syncs with smartphone

Syncs with FitBit

Touch Screen on top of cap

SF 3: Charges X Micro-USB Solar Battery adaptor

SF 4: Tracks consumption

X Built in scale Laser-reader Volumetric scale

SF 5: Power Supply

AC Adaptor X X Rechargeable Battery

Sketch:

This bottle will utilize a normal wall-charger for its rechargeable battery. It will also have a charcoal filter which will produce superior water taste. Also, this bottle will have FitBit compatibility so updates will come straight to your fitbit and you can get all the information about your personal health in one place. Lastly, this bottle will used a laser reader to track the water level as a refresh rate of ~ 1 mins and will transmit consumption data to the watch.

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4. Straw, Touchscreen, Scale bottle

Sub-Functions Brita MyHydrate Fitbit hybrid (imaginary)

Hidrate Spark

SF 1: Filtration Charcoal filter Reverse Osmosis

Trickle-down Straw with charcoal filter

SF 2: Displays information

OLED Screen on side

Syncs with smartphone

Syncs with FitBit

Touch Screen on top of cap

SF 3: Charges X Micro-USB Solar Battery adaptor

SF 4: Tracks consumption

X Built in scale

Laser-reader Volumetric scale

SF 5: Power Supply

AC Adaptor X X Rechargeable Battery

Sketch:

This device will utilize a rechargeable battery to power the volumetric scale in addition to

the touch screen readout. This bottle will also feature a charcoal filter which provides very strong filtration in addition to a superior taste. Also, the touch screen is a advancement in technology people have adjusted to and are comfortable with now. This bottle is a little more advanced than its competitors.

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c) Utility Function

𝛂 6

d) Comparing Utility Functions (1-5)

Selection Criteria

Absolute Weight

SP 1 Rating/Utility

SP 2 Rating/Utility

SP 3 Rating/Utility

SP 4 Rating/Utility

S1: Taste 0.12 4 0.48 3 0.36 4 0.48 4 0.48

S2: Easy to Use

0.28 5 1.4 3 0.84 2 .56 4 1.12

S3: Production

costs

0.18 3 0.54 1 0.18 3 0.54 3 0.54

S4: Material costs

0.42 4 1.68 2 0.84 2 0.84 4 0.48

∑ 1 4.1 2.22 2.42 2.62

We decided to work with Concept 1 and develop this further. This device features a charcoal filter to create clean, purified water. Also, it will have a OLED display on the side of the bottle in order for the user to read their water consumption. The device will have a scale and it can be charged with a Micro-usb.

- In the future we would like to partner with companies like fitbit and other smartwatch companies to ensure that our information technology can be the best possible.

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4) Check your work We checked each other's work and it was accurate and correct (see next section for in-depth checking list)

5) Learn and Generalize We learned that some ideas may seem good in the moment, but going through the conceptual design process is the only way to truly find out how good the product is going to be. It is important to be aware of the costs, customer expectations, as well as the technical feasibility of the product when you decide to do anything in product development. Also, we learned that the utility function is a very comprehensive way to ensure that your product is the best it can be.

Section 12: Prototyping Strategy

1. Define the problem Define the prototyping space & path for the ServeMe tablet to create the prototyping strategy

2. Plan the approach Planning for Each Prototyping Method:

1. State the purpose of each prototype 2. State the level of approximation for each prototype 3. Outline an experiment plan to test each prototype

a. State the core function b. State the subsystems of the ServeMe food tablet using the Planning for each

prototyping method c. State the comprehensive and the experimental prototypes that will integrate the

sub functions and the core function both virtually and physically using the Planning for Each Prototyping Method

d. State the Beta Prototype using the Planning for Each Prototype Method e. State the Product Prototype using the Planning for Each Prototyping Method f. Draw the path for the prototypes the prototypes that define the prototyping

strategy

3. Execute the plan a. 12.1:Proof of Concept Prototype

Proof of Concept Prototype

Purpose(s) - Ability to purify water - Ability to track consumption - Ability to see the chemicals filtered through the filter

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Level of Approximation - 100% accuracy of chemicals filtered - Create the cleanest water possible

Experiment Plan - Test filtration process - Perform bug testing on smart tech

b. 12.2: Focus Prototype

Focus Prototype (Sub-Systems)

Purpose(s) - Ability to purify water - Ability to track water on phones

Level of Approximation - Bluetooth compatibility - Safe and fast filtration process

Experiment Plan - Perform speed tests on the smart tech - Conduct speed tests on the filtration

c. 12.3:Comprehensive and Experimental Prototype

Comprehensive Prototype

Purpose(s) - Creation of tracking software - Integration of filter and smart tech - Concurrent experimental prototype testing - Bottle design and development

Level of Approximation - Fully integrated system that runs smoothly with water passing through

Experiment Plan - Test overall performance and water tracking with routine systems testing after each development phase

Experimental Prototype

Purpose(s) - Creation of lid (w/easy carry loop) - Creation of bottle - Manufacture filter layers

Level of Approximation - Strong, durable plastic (low in cost)

Experiment Plan - Drop tests - Stress tests

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d. 12.4: State the Beta Prototype

Beta Prototype

Purpose(s) - Send bottle out to focus group - Send to different age groups and get information

back on the bottle - Send to a select group of outdoors stores and ask

staff to try the bottle

Level of Approximation - Positive feedback from customers - Customers wanting to buy and use the bottle.

Experiment Plan - Testing with specific groups of customers - Survey the customers and ask for detailed feedback

e. 12.5: Product Prototype

Product Prototype

Purpose(s) - Deploy product to any and all customers/commercial businesses

Level of Approximation - Positive feedback from customers - Customers wanting to buy and use the bottle.

Experiment Plan - Continue to offer incentives for customer reviews in order to improve the product and enhance the bottle’s performance

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4. Check your work I have checked my work and it is correct. Also, my assumptions seemed reasonable as well.

5. Learn and generalize: I learned that every successful product started as a prototype. That is why it is important to have a prototyping strategy. There can be so many possibilities when it comes to the creation of a product, but one may be the only feasible idea out of the entire collection. It is important to have a feasible idea for every product. This will reign true in almost every product development situation.

Section 13: Product Architecture/Product Strategy

1. Define the problem a. Create the Product Platform for your company

i. Identify the core aspect of your product ii. Identify supporting aspects of your product.

2. Plan your approach

a. From the design concept and initial prototypes, determine the core and defining technology elements that are unique to the product.

b. Determine the supporting technology elements that need to be added to the core technology elements in order to create a functional working prototype

c. Segment the market (for the product) based on your competitive strategy and market-strategy & prioritize the target market segments for your product.

d. Establish the product lines to address (meet the demands) the different market segments

3. Execute your plan

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a. Product Platform i. CORE or defining elements

1. Smart Technology Filter in the Cap a. Charcoal-based filter in a straw

2. Measures consumption and sedimentary in every refill a. Volumetric scale

ii. Supporting elements 1. Cap with Smart tech 2. Tritan bottle

Product Line

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Market Segmentation:

($90.00 billion) Total Global market

At-home water filtration system (2013- 2015) *40%

Charcoal filter straw *24%

Reusable Water bottle filter system *36%

Commercial ~ 40%

Revenue: ~$36 bn * 40% = $14.4 bn Growth: 2.5%

Revenue: ~$36 bn * 24% = ~$8.64bn Growth: 1.6%

Revenue: $36 bn * 36% = ~ $13 bn Growth: 1.8%

Consumers ~ 60%

Revenue: ~$54 bn * 40% = $21.6 bn Growth: 4.0%

Revenue: $54 bn * 36% = $19.44 bn Growth: 6.1%

Revenue: $54 bn * = $12.96 bn Growth: 5.5%

Our company’s proposed share

10% 20% 70%

Over the course of three years (post-release) we hope to make $1,500K per quarter in terms of sales revenue. Ideally, we want to see a long tail distribution that will increase revenue over time. However, we have chosen to provide a very conservative response

4. Check your work Our work is correct and the data is reasonable for our product. Members of our group were assigned to a part of the product platform strategy.

5. Learn and Generalize We learned how to collect the core aspects of our product by providing the industry analysis and providing the product strategy. Also, by separating the core aspects and the supporting aspects, we can see how our product is segmented to the market based on the provided product strategies.

Section 14: Failure Modes and Effects Analysis 1. Define the problem

a. Create a comprehensive Failure Modes and Effects Analysis for your project

2. Plan your approach a. Enter the part name and number. Each part must be considered individually and

assessed for its potential to fail.

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b. Enter the function of the part and what it is required to do. Some parts have more than one function. In this case it is necessary to break down the functions. (Verb noun combination)

c. For each of the functions listed in step 2 enter the potential failure modes. d. For each of the failure modes identified in step 3 describe the consequences of

effects of failure. e. This step uses the customized severity table to make an assessment of the

numerical rating which can be attributed to the most serious effect due to the potential failure.

f. Enter the potential causes of the failure mode g. Enter the occurrence rating for each cause of the failure that has been identified in

step 6 using the customized occurrence table h. Enter a rating from the detection part of the table which reflects most closely the

ability to detect the cause of the failure i. Calculate the risk priority number (RPN). This number is calculated by taking the

product of the severity, occurrence and detection ratings (RPN = S*O*D) j. Asses the most important FMEA’s by comparing the RPN scores

3. Execute your Plan

Rating Severity Occurrence Detection

5 Dropped from high altitude

Rare Accidentally falls and gets dented

3 Significant inconvenience to customer

Very occasionally The bottle has to be charged on a daily basis.

2 Significant annoyance to the customer

Rarely Having to carry around the water bottle and have it on your possession always

4 Customer dissatisfied with function of the product

Rarely People get tired of using the water consumption feature.

1 Significant effect on customer satisfaction

Frequently Consumers increase their water consumption

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4. Check your work Our work is correct and the data is reasonable. The failure modes and effect analysis makes sense. The ending result that we came up with makes sense considering the information we found out.

5. Learn and Generalize We learned that the Failure Mode Effect Analysis is very important because it helps us identify all possible failures in a design and what effect they would have on the product. We also learned that in order to give ourselves the best chance to succeed we have to be realistic and think about how the design could possibly fail because everything does not always go according to plan.

Commercialization: Section 15: Financial Modeling

1. Define the problem What is the expected profit based on a 3-5 year time horizon of the product.

2. Plan the treatment of the problem Issue 1: Create a base-case (or nominal) financial model in Excel

- Online research for supplier prices - Handout on financial modeling provided on class website

3. Execute the plan

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*Based on this functional map, we were able to extract relevant costs to help create a reasonable estimate as to what the average cost per unit would be to produce a regular bottle. We then increased the price accordingly to reflect the change in:

- Labor Costs - Manufacturing Costs - Volume - Material Costs - Technology

We created a scenario and base case that reflected these increases in price. As shown in the Excel sheet below. Production Costs

Process: - We visited alibaba.com in order to get comparable supplier’s costs for:

- Plastic bottles - FitBit compatible smart technology - Filtration System

- Then we took an average of the top three selling suppliers costs - We then added these averages up to get out total cost.

Plastic Reusable water bottle $1.23/piece (alibaba)

Comparable Fitbit technology $11.48/piece (alibaba)

Filtration system $4.23/piece (alibaba)

TOTAL $16.94

Input Parameters

Using the numbers from the revenue map, we were able to extract the appropriate monetary values for sales revenue. Sales and Production Volume:

- Due to the fact that we are a medium sized company, we as a group decided that we wanted to sell a total of 150k units. This number itself is derived from taking ⅛ of Brita’s sale volume.

Development Cost: - The group figured that after R&D and the ramp up costs. This may seem high,

however this cost reflects all of the costs leading up to the production of the product.

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Unit Price: - We doubled the production cost in order to make sure we make profit

Marketing and Support Cost: - We plan on launching a relatively large marketing campaign. This will include

billboards and online campaign ads as well. As a group, we decided on this value. Sales Revenue:

- We predict that as awareness of this product increases the sales revenue will increase by 5% for year three and 10% for year four.

Sales and Production Volume (units/year) 150,000

Development Cost (total $) 1,500,000

Unit Price ($/unit) 40

Unit Production Cost ($/unit) 16.94

Ramp-up cost (total $) 750,000

Marketing & Support cost ($/year) 1,000,000

Annual Discount Factor (%) 10.00

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4. Check your work The work is correct in every detail, our assumptions are reasonable and in term of the things I know, the results make sense.

5. Learn and generalize By performing the economic and financial modeling we were able to understand the average cost per unit to product a regular bottle compared to the cost that we’re selling the bottle at. These charts provide an easy way to see the most cost effective way to product the bottle. Section 16: Conclusion and Guidelines

Conclusion: Here at Delta, we pride ourselves on excellent work. We hope that our project report

provided a comprehensive look into the company and what we stand for. As you can s we promise an NPV of $3.606 M to our investors and this is guaranteed profit as opposed to riskier projects. In addition, we plan on entering the market with a focused strategy in order to capture a small niche at first. There are plenty of competitors that already hold a large proportion of the market, but we hope to adopt a market-wide approach as we gain more traction. We are one of the only filtering water bottles with integrated smart technology on the market today. We offer a unique product and we feel as though we can be competitive with the likes of Brita, PUR, and other big water purification companies. It is not a secret that we hope to one day become the top name in the market. Looking to the future, we hope to accomplish several tasks:

- Release our line of low-end bottles: Our hope is that this bottle that does not have smart phone integration but still contains smart technology can bridge the gap between the lower - middle income groups. This derivative product off of our sIp classic bottle will be more compact, filter water faster, and have a convenient water consumption tracking device built-in.

- Market our product to a global market: Right now, our product is only offered domestically and this means our company is missing out on valuable foreign revenue. That is why we plan to launch our product in Europe after about 4 years of operation,

- Expand out filter design: We hope that people enjoy our existing filter in the water bottles. In fact, we know they will. That is why we plan on implementing large scale water filtering projects for third world countries. We also want to create a product in your home that would allow one to track water consumption from a device in addition to turning on and off certain faucets, showers, and other household utility

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products. This is why we want to get out product into the hands of the public as soon as possible.

Final Project Table of Tasks List tasks out from each phase of the project and list out future tasks that we need to accomplish as well.

Name Project Phase I Project Phase II Project Phase III Final Phase

John Product/market strategy, Preliminary risk analysis

Customer Benchmarking, Fast Diagram (HQQ); Decision Analysis (Aggregate Project Plan); Morphological Matrix (Conceptual Design)

Activities Matrix (project planning); Product line (Product Platform/Line Strategy); (Economics/Financial Modeling); Failure Modes and Effects Analysis (FMEA)

Conclusions

Aishwarya Competitive Analysis

PERT, CPM (Project Planning); Customer Needs vs. Tech Metrics, Technical metrics comparison, Technical Benchmarking, HOQ Diagram (HQQ)

PERT(Project Planning); (Economics/Financial Modeling)

Project Report

Florenze Technology Strategy, Functional map

Customer Needs vs. Tech Metrics, (HQQ); Decision Analysis (Aggregate Project Plan);

Porter Model (Product Platform/Line Strategy)

Front end of Project Report, designs

Francisco Competitive Analysis, Technology Strategy,

GANTT Chart (Project Planning); Customer Needs

CPM (Project Planning); Product Platform (Product/Line

Conclusions

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Preliminary risk analysis,

vs. Tech Metrics,Technical Benchmarking, (HQQ); FAST Diagram for a FitBit (Conceptual Design)

Strategy); Failure Modes and Effects Analysis (FMEA)

Sophia Revenue Maps Activity Matrix (Project Planning), Technical metrics comparison, Technical Benchmarking (HQQ); Function Structure (Conceptual Design)

GANTT(Project Planning); (Economics/Financial Modeling)

Project Report

Spencer Vision/Mission Statement, Revenue Maps

GANTT Chart (Project Planning), Fast Diagram (HQQ); Product Matrix, Development Goal, Market Needs, Strategies, Optimization Framework (Aggregate Project Plan); FAST Diagram (Reverse Engineering); Utility Function (Conceptual Design)

APP Chart (Product Platform/Line Strategy)

Front end of Project Report

Everyone Business/Development goals,

Technical Metrics (HQQ),

Overview and Proof reading

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Market needs analysis