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ARTHUR ‘ D LITTLE

ANU DAMODARAN-AUD0260JINTA SUSAN NINAN-AUD 0259PARVATHI PILLAI-AUD 0494VIPIN ISSAC – AUD 0539

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COMPETITORS

1. Booz Allen Hamilton Holding Corporation (information technology, operations, organization and change, program management, strategy, training programs, and systems engineering)

2. McKinsey & Company, Inc. (include business technology, corporate finance, marketing and sales, operations, organization, risk, and strategy)

3. Accenture plc (management consulting, technology, and business process outsourcing (BPO) services)

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CLIENTS Conde Nast Revol Wireless Apex Partners Ducati Country Music Television Printing ink maker Hasbro Unite Airlines

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Arthur D. Little help companies Develop innovative solutions

Continually reengineer existing business models

Strategic planning

Innovative thinking

Technological expertise

*Solutions are suited to the economic reality of each one of the clients

11Case Study

“Global Mining and Construction Manufacturer Develops Leading-Edge Product Portfolio Strategy”

Technology and Innovation Management

Challenge

Losing market share in less sophisticated market segments

Barriers to entry were low

Risks to new competitors were high

Complex product portfolio

Inhibited the company’s efforts to modularize its product development efforts and to respond quickly to new market needs

12Approach

The company’s distributors provided the team with information on their market segments and competitive terrains

Basis for prioritizing the segments

A product portfolio strategy was then developed to better cover all market segments

Defined the actions needed to improve the product positioning for each of those segments

The product portfolio was then optimized based on the segment prioritization scheme

Developed detailed project plans for all product activities that were needed to support and achieve the company’s strategy

The product launches from these projects were planned ahead of time and mapped against the available resources

The product plan with all its corresponding projects was presented to the company’s senior management as an effective IT tool for final approval

A new product-market segmentation tool was developed

13Value to the client

Common view of its current segment priorities as well as potential new segments based on thorough market data

Obtained better coverage of high-priority segments

Incorporated an improved product structure

Product structure with the capability to add new products when needed

Product structure with the ability to rationalize its portfolio in segments containing overlapping products

A plan was put into place to level the usage of resources in all departments in order to meet the company’s product portfolio goals over the next ten years

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