75313943 making smal big smal camera technologies
TRANSCRIPT
Submitted to Prof. Dr. James O’Hara
Students:
Omid Attarnezahd MR101413
Bi Ruizhi MR111046
Fatemeh Baradari MR101424
November 2011
Introduction
SMaL Company came up with credit-size camera
SMaL’s ultra pocket camera was recorded in Guinness world
The first generation had been a commercial success for the company.
Potential Market
Small and Startup company so faced challenges
SMaL should make a decision for the future
Analyzing the case study
SWOT LIFE CYCLE
Competitors
Pixim with combinig CMOS and CCD
Foveon had X3 high quality image
Casio Exilim Company in 2003 in size of back pocket with300 $
Strengths
Credit size with thin Battery Camera Recorded in Guinness world in 2002
Sold more than a half million kits, Revenue reached to 10 million
SMaL had healthy mix of revenue between its three original target markets.
Hit Japanese market in April 2002 and the US market in June 2002
Strengths
Unique benefits of Camera: light weigh -0.2
ounces- long battery life (500 to 1000
images). worked with different light condition
Leadership in using CMOS , Good
partnership with Fujifilm AXIA, Logitech and
Oregon Scientific.
In August 2001, they illustrated Ultra-Wide
W3000 with high resolution and capable to
capture moving images.
Weaknesses
1.Defects of The first digital camera
2.Limited of Resource, investment, money and capital
3.Lack of expert marketing and strategic team. Quick approach: Did not get feedback, Remove ultimate customer
4.Did not focus on upgrading new camera with new demand and technology such as Wi-Fi and Bluetooth
Opportunities
• CMOS is new technology. It is cheap, no bulky, low consumption of power high demand
• Increase the capital of company
• Change the position of market or combine it B2C + B2B
• Increase and improve security and surveillance product. Start produce W3000 in large size
• Penetrate to cellphone industry phone camera
Threats
• Low resolution 0.3MP competitors: 1-3 MP
• Good revenue = big distribution = big organization = many personnel, high skills, more stocks and
equipment ≠ Current SMaL’s status
• No feedback of customers=no expectation= no sell
• Kit was packaged = unchangeable by OEM’s
• New alternative= some compatitors for combining CMOS(cheap, low quality) with CCD(expensive, high quality) Pixim, Foveon, Casio
Life cycle and recommends
1• Research and development
• New Idea
• Staffs very informal working together
• Needs entrepreneur employee and idea
Early 1999
SMaL: want to use CMOS chip for image sensor
Deve
lop
me
nt Stage
• Very informal relationship between superiors and employees
• High performance
• New Technology
• Finding investors
• Recruitment expert managers and employees
Early 1999
SMaL: completed Prototype camera
Sept. 1999
2
Deve
lop
me
nt Stage
Intro
du
ction
Stage
• Good relationship between superiors and employees
• A little informal trend in the organization
• Make Prototype model
• First competitor come up
• Take partners
• Increase employee
• Prepare to produce the production in large size
Early 1999
SMaL: Ultra-Pack Showed in CES, increased 10 people, partnered with Stata,IBM,Motorola,Compaq,…
Sept. 1999
3
Deve
lop
me
nt Stage
Intro
du
ction
Stage
• Start new idea for starting development stage
• Formal relationship in the organization
• Advertise for absorbing investors and catch the market
2001
Gro
wth
Stage
2002
• Mass product
• Multiple supplier
• High volume production
• High revenue and income
Early 1999
SMaL: small organization; Casio’s Exilim; $150 instead of $300?; continue selling kit?; other supplier: Pixim, Foveon; $10M revenue; lack of strategic expert management
Sept. 1999
4
Deve
lop
me
nt Stage
Intro
du
ction
Stage
• Invest for new product and prototype
• Organization is very bureaucracy and attitude is formal
• Organization, superiors and staffs are luxury-oriented
2001
Gro
wth
Stage
2002
Maturity Stage
August 2001 Ultra-Wide W3000
February 2003
• Many competitors (copycat)
2002
• Option1:
Going on to produce (Ultra-
Packet) kit and go to new
stage 5 and 6?
• Option2:
Go to improve and step up
security and surveillance
products: W3000
Early 1999
Sept. 1999
Deve
lop
me
nt Stage
Intro
du
ction
Stage
2001
Gro
wth
Stage
2002
Matu
rity Stage
August 2001 Ultra-Wide W3000
February 2003
• Option 3:
Using VGA tech. in the “Smart”
app. Which is new market called
“Automotive”.(revenue2005)
2002
2005
• Option4:
New CMOS chip and
VGA resolution is
enough for portable
phone. Partner
with Nokia.(Make an
opportunity for 2006)
Middle 2002
• Option5:
Use imaging tech. to a new
place.(new market, new geog.
place, new cycle and stage…
2006
• Limited product design
• Limited investment
• Too many competitor (new tech, copycat)
• Organization is very complexity and too bureacreatic
Early 1999
SMaL: ----
Sept. 1999
5
Deve
lop
me
nt Stage
Intro
du
ction
Stage
• No idea and no new innovation or entrepreneurship
• Decrease profit and rev. with increasing expenditures
• Downsize company, eliminate some part, decrease employees G
row
th Stage
Matu
rity Stage
2001 2002 2003 2002
Saturatio
n Stage
• Decline of production
• Lay off the personnel
• Decrease or eliminate supplier base
• Not recommend new design or continue to produce or design
Early 1999
SMaL: ----
Sept. 1999
6
Deve
lop
me
nt Stage
Intro
du
ction
Stage
• Selling plant or some part of company or going under control of the other company
• Bankruptcy and die the company. G
row
th Stage
Matu
rity Stage
2001 2002 2003 2002
Saturatio
n Stage
De
cline Stage
Question1: What did SMaL do right?
Cont…
• intimacy mode between the managers and new expert engineers
Including
security and surveillance of market
automotive market.
Customer market
Count…
• started with small investment and small organization that was right way.
• CMOS technology for developing cameras
• The company not only had a good B2C position but also a good B2B position for relationship with other business firms.
Question2: What did SMaL do wrong?
Count…
-
• limited resources.
• they could not get the customers feedback about their products.
-
• they did not follow these ideas because the lack of money and resources they produced and sold their kits to earn more money and revenue
- • make a decision on right way to show their solutions to
the other companies.
Count…
The company couldn’t offer the product to satisfy the needs of market.
Don’t have enough information. Not enough prepare to be blind to development
The company wanted to develop each process fast, But they don’t realize it is impossible to reach this point with the company’s scale
Question3: What should SMaL do in the future?
…
add on more advanced features
Enter security and surveillance efforts
Separate team, which developed a series of
video products to do the video and keep them
busy on the video.
capture a camera which has a widely, panoramic images Commercializing
the high technology
…
The company need to be flexible the form to
be adapted to this system.
The company should be convinced that it
product had a compelling value
proposition.
Develop the cameras in phones
assess the employees (improving the amount
and quality)
…
Picking up speed the time frame
Progress the automotive efforts.
enhancing the camera technology to make
the satisfactory for the different market.
try to take a “left turn” into completely new
applications
• Thank you for your attention