Report Title:
Strategic Technological Recommendations for the
New Phone Model Tiflex.
Submitted to:
Board of Directors of Stellar Technologies
Module Name:
Technology, Innovation & Change Management
Date of Submission: 08-November-2023
Candidate Number:
101059
0
Table of Contents
Chapter 1: Choosing a Market Segment ....................................................................................................... 2
2.1 who: .................................................................................................................................................... 2
2.2 what: ................................................................................................................................................... 2
2.3 How: .................................................................................................................................................... 3
Chapter 2: Bases of Competition & Key Success Factors .............................................................................. 4
2.1 Bases of competition:.......................................................................................................................... 4
2.2 The Key Success Factors (KSFs)............................................................................................................ 4
Chapter 3: Technologies to be used to support KSF. ..................................................................................... 5
Chapter 4: Competitive strengths and weaknesses of in key technologies .................................................. 7
Chapter 5: Technology Objective as targeted in CI/CP and timeframe to achieve target position:.............. 9
Chapter 6: Sourcing Recommendations...................................................................................................... 10
References ................................................................................................................................................... 12
1
Chapter 1: Choosing a Market Segment
Markides, C. C. (2000) suggested that the goal for every company should be to answer the
following 3 questions

Who will be our target customers?

What will we offer them?

How will we do it?
In this document, we will answer these questions for devising a successful strategy.
2.1 who:
The market is broadly divided in 5 segments (details provided in Annexre-1), in our technology
strategy, we recommend that our target segment should primarily be "achievers." The achievers
can be broadly categorized as an egocentric group, and it makes strategic sense to focus on this
segment of consumers in the mobile market based on our business and technology strategy.
Achievers are characterized by their strong emphasis on their success, power, aspiration, status,
and visibility. Importantly, this group attributes a higher value to factors other than price,
allocating 60% of their importance to elements. Such as they value satisfying their ego, and for
them a mobile phone is more of proof of success and modernism. They are satisfied with their
positioning within their social class, impressing colleagues, and do not demand very high-quality
products. This segment of the market falls among the early adopters who act as a catalyst for
market penetration by accepting and adopting innovation leading to increased market share.
2.2 what:
The phone design and main features will include the titanium body with rollable/flexible display
(flexible screen idea from Moto Rizr rollable Concept Phone). Titanium phones are more
durable and solid due to its nature of exceptional strength-to-weight ratio. The Grade 5 (aka
aerospace grade) titanium is more shock resistant and contributes to a sleek and premium
design.
The phone design will draw inspiration from one of the iconic Nokia 8800 Sirocco from 2006, a
modern titanium phone with a flexible display will provide a blend of elegance with modern
technology. The sliding mechanism will be utilized to roll out the display, offering an expanded
screen size that significantly enhances the user's visual experience. The phone will be offered in
different sizes by adopting product proliferation strategy with different prices according to size
and specs to attract a broad range of customers.
2
We will also be introducing a new and unique feature i.e. customizable fragrance. This feature is
designed with our customers' preferences in mind, and it can be easily turned off for those who
may not wish to use it. We believe this feature will not only be unique but it will also add a
unique sense of personalization to the customers by choosing from a range of available
fragrance cartridges. Our fragrance cartridges will be distinctively designed, by collaborating
with renowned designers to offer cartridges inspired by their famous perfumes.
2.3 How:
Our goal is to provide innovative devices with the highest quality standards in reduced price by
making our processes efficient (process innovation) and improving the supply chain (Business
innovation).
The quality standards will be ensured by rigorous physical testing before the launch of the
product. These tests will evaluate the strength of our devices in real-world usage. This will also
include drops and impacts tests and exposure to different environmental factors tests. This
detailed quality control process guarantees that our mobile phones are not just technologically
advanced but also built to withstand the demands of daily life, providing users with reliable and
durable devices.
We are also recommending extending the warranty period to 1.5 years from 1 year, the
extended warranty will be an added advantage to our customers to get attracted to our product
in comparison to our competitors, who are offering lower warranty period.
We are also discussing with different insurance companies for offering theft and accident
insurance cover to all the mobile phones we are selling in market and if we get a good quote,
we will add some portion of the insurance cost in the price, and some will be paid form the
profit margins.
Price will be kept at a minimum by reducing process costs by applying better technology Floyd
(1997) chapter 1, mainly by effective technology management techniques.
3
Chapter 2: Bases of Competition & Key Success Factors
The basis of competition reflects the purchasing criteria the customers use in making purchase
(Floyd-1997), in other words the core attributes and qualities which will influence the customer
for purchase of our product over those of our competitors.
2.1 Bases of competition:
Floyd (1997, sourced Arthur D Little) in chapter 3, defined principally 9 bases of competition,
out of those 9. Details of these 9 BOCs are provided in Annexure-2. However as per our internal
study of market analysis (purchasing criteria) Annexed at Annexure-3, achievers give 40% value
to the price and 60% to other factors. We will focus on three bases of competition that I suggest
to the board as I find these the most important to our target segment are price, image (design
of phone) and satisfaction (including quality, and after-sales services).
2.2 The Key Success Factors (KSFs)
KSFs related to mechanical & physical aspects of these BOCs are provided in below table along
with their relevance to each of the BOCs.
BOC-1
Price
KSF-1
Choosing a cost-effective option
for technology acquisition to keep
competitive pricing.
KSF-2
Low cost of production process
and improved supply chain
BOC-2
Design
KSF-1
Modern technology of
rollable display.
BOC-3
Quality
KSF-1
Rigorous Quality checks
through Third party Testing
Company.
KSF-2
Stylish Metal design with
Sliding mechanism.
KSF-2
Provision of extended
warranty and insurance.
4
Chapter 3: Technologies to be used to support KSF.
Key Success Factors for which each Technology is relevant
Technology
Ref #
Surface
appearance
using Titanium.
Ref # 1133
Electrical
stimulation of
surface
materials.
Ref # 132
KSF 1:
Choosing a
costeffective
option for
technology
acquisition
to keep
competitiv
e pricing.
KSF 3:
KSF 2: Low
Stylish
cost of
Metal
productio
design
n process
with
and
Sliding &
improved
perfume
supply
mechanis
chain.
m




Surface coating
method.
Plating
Ref # 125


Optimise
static/dynamic
mechanical
behaviour using
physical testing.
Ref # 322


Surface
characteristics,
Smell
Ref # 26


KSF 4:
Modern
technology
of rollable
display.


KSF 5:
Aestheti
cally
pleasing
design +
good
built
quality &
compon
ents
KSF 6: Provision
of after-sales
services with
extended
warranty and
insurance








5

Thin wall
moulding design
Ref # 332





The technologies which are suggested to be adopted for the achievement of our business goal is
by providing a titanium body (technology Ref # 1133) with a rollable display through the
Technology of electrical stimulation of surface materials Ref # 132.
We will be producing this design through Thin-wall moulding design technology (Ref # 332)
which will help in the creation of lightweight, sleek, and compact mobile phones while
maintaining the structural integrity required to withstand daily use and potential accidents.
Furthermore, we will opt for surface coating plating technology (Ref # 125), which will impart an
additional layer of sophistication and niche appeal to its appearance and will also make it
scratch, shock and erosion resistant.
We will also be introducing a new and unique feature i.e., customizable fragrance by using the
surface technology characteristic of smell (Ref # 26).
The quality standards will be ensured by rigorous physical testing before the launch of the
product by optimising static/dynamic mechanical behaviour using physical testing technology
(Ref # 322). These tests will evaluate the strength of our devices in real-world usage. This will
also include drops and impacts tests and exposure to different environmental factors tests. This
detailed quality control process guarantees that our mobile phones are not just technologically
advanced but also built to withstand the demands of daily life, providing users with reliable and
durable devices.
6
Chapter 4: Competitive strengths and weaknesses of in key technologies
Floyd (1997) described once we have the key technologies for our product's success, we may determine
our competitive position in relation to the competitive impact of each of the key technology to devise
the technology acquisition strategy.
The following table represents our CI/CP analysis.
Technology
We know how to
We know how to design
surface appearance using
Titanium.
Ref # 1133
We know how to design
Electrical stimulation of
surface materials.
Ref # 132
We know how to design
Surface coating method.
Plating
Ref # 125
Competitive
Impact (CI)
Competitive Position (CP)
Clear
Leader
Strong
Favourable
Tenable
Base

Key
Pacing
Emerging
Base
Key

Pacing
Emerging
Base
Key

Pacing
Emerging
We know how to design
Optimise static/dynamic
mechanical behaviour using
physical testing.
Ref # 322
We know how to design
control surface
characteristics,
Smell
Ref # 26
We know how to design
Thin wall moulding design
Ref # 332

Base
Key
Pacing
Emerging
Base
Key
Pacing

Emerging
Base

Key
Pacing
Emerging
7
Weak
Our current competitive position in key technology titanium (Ref # 1133) is strong but in the
pacing technology for rollable display, illumination using Electrical stimulation of surface
materials Ref # 132), we are lagging and currently at a tenable stage. These are alarm signals for
the future of the company.
We are at best competitive position at the key technology surface coating plating Ref # 125,
where we are clear leader.
We are also at a strong position at the pacing technology of Controlling surface characteristics,
in particular, smell (Ref # 26) and favourable at key technology of Thin-wall moulding design
technology (Ref # 332).
The most worrisome competitive position is of technology optimising static/dynamic
mechanical behaviour using physical testing (Ref # 322), which is a base technology and we are
at the tenable position. We should be taking quick measures to improve our positions in this
base technology, otherwise, it may be difficult for us to survive in the industry.
8
Chapter 5: Technology Objective as targeted in CI/CP and timeframe to
achieve target position:
My technology objective recommendations for each of the six technologies are provided in detail in the
below table. These recommendations are open for discussion for further improvements.
Technology
we know how to…..
Or Ref #
Strategic objectives for capability development
what to do (build
capacity, sustain, cut
back)
Why
We know how to design
surface appearance using
Titanium.
Ref # 1133
Sustain
Opportunity to make maximum profit in
current time as strong at key technology
mean opportunities now for competitive
advantage.
We know how to design
illumination using
Technology,
electrical stimulation of
surface materials
Ref # 132
Build-capacity
Tenable at pacing technology means alarm
signals for the future.
We know how to
select/evaluate/design
using, as the surface
coating method,
Plating coating
Ref # 125
Sustain.
Opportunity to make maximum profit in
current time as clear leader at key
technology mean opportunities now for
competitive advantage.
We know how to optimise
static/dynamic mechanical
behaviour Using physical
testing.
Ref # 322
Build-capacity Target
CP: Favourable
CI: Base
3 months.
Our competitive position at a base
technology is tenable. This means alarm
signals for survival. We should work on
emergency bases to improve in this
technology for ensuring product quality,
durability and customer satisfaction and
hence improving brand's reputation.
We know how to control
surface characteristics, in
particular, Smell.
Ref # 26
Build-capacity
Target
CP = Strong
CI = Key
Strong at pacing technology mean
opportunity for future. So, we need to
improve in this field to make it a key
technology and take the competitive
Target
CP: Favourable
CI: Key
9 months.
9
We know how to make
trade-offs between
strength and weight
through thin wall moulding
design. Ref # 332
Duration 9 Months.
advantage in future.
Sustain
Our current CP is this key technology is
favourable, so we would sustain this
position and use the resources to acquire
the technologies in which we are weak and
tenable.
Chapter 6: Sourcing Recommendations
Sourcing recommendations for the acquisition of these technologies are provided below table. These
recommendations are open for discussion and will be revised accordingly.
Add partner details (University, Supplier, competitor)
Technology
we know how to…..
Or Ref #
We know how to design surface
appearance using Titanium.
Ref # 1133
Strategic Objectives for Technology Sourcing
where to Source
Why
Make internal R&D
Strong at key technology offers
genuine source of Competitive
advantage.
We know how to design
illumination using Technology,
electrical stimulation of surface
materials
Ref # 132
Collaborate with supplier
(LED/OLED screens
supplier)
Our current position is tenable
at pacing technology.
So, to reduce costs, risks and
time and to catch-up from a
weak position quickly
collaboration is a better option.
We know how to
select/evaluate/design using, as
the surface coating method,
Plating coating
Ref # 125
Make internal R&D
Currently, we are clear leader at
key technology which offers a
genuine source of Competitive
advantage.
We know how to optimise
static/dynamic mechanical
behaviour Using physical testing.
Ref # 322
Buy (outsourcing the
testing services)
Technology does not offer a
competitive advantage.
Access to specialised skills and
services in non-core area.
10
Outsourcing will reduce risks,
costs and time.
We know how to control surface
characteristics, in particular, Smell.
Ref # 26.
Make internal R&D
Technology may be
developed internally.
But
Collaborate with Designers
for fragrances/perfumes
cartridges.
Strong at pacing technology
offers genuine source of
competitive advantage in
future. So, the technology will
be developed internally but for
the fragrances, we would have
to collaborate with perfume
designers.
We know how to make trade-offs
between strength and weight
through thin wall moulding design
Ref# 332
Make internal R&D
We would sustain the
Favourable, CP and use the
resources on other
technologies in which we are
weak and tenable.
11
References
1. https://www.strategybusiness.com/article/05406#:~:text=Lavish%20R%26D%20budgets%20don't,basics%20of%20a%
20better%20strategy.&text=The%20quest%20for%20innovation%20has,more%2C%20and%20pr
ofit%20will%20come.
2. https://www.adlittle.com/en/press-release/arthur-d-little-top-global-innovators-identified
3. Reference from Tidd & Bessant (2020) 4 P model of Innovation
4. The 4Ps Innovation Space Model | Product |Process | Position |Paradigm Innovation
(biznewske.com)
5. Dechamps & Nayak (1995)
6. 1993_Q2.PDF (adlittle.com)
7. Motorolla Rizr Concept phone with extendable display (youtube video)
8. Markides (2000) (slide5/53) of lecture 2
All the Right Moves - HBS Working Knowledge - Harvard Business School
9. Floyd Managing technology for corporate success | Emerald Insight
10. What is your basis of competition? Or what can you safely outsource? - Horses for Sources | No
Boundaries
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