AcuScan Operation Optimize – Executive Summary, Page 1 of 6
Executive Summary – AcuScan Operation Optimize
Nancy Flowers-Mangs
July 3, 2006
GEN480 – Capstone Course
Dee Sloan
GEN480 - Nancy Flowers-Mangs
AcuScan Operation Optimize – Executive Summary, Page 2 of 6
Executive Summary – AcuScan Operation Optimize
Abstract
AcuScan is a successful corporation with a need to increase sales and revenues in order to
become more profitable and maintain its reputation as a world class enterprise in the area of
security scanning. In order to grow, the company must transition the existing product into new
markets, creating new business endeavors. While this is an exciting opportunity, it will present
some challenges to a company that has been operating at status quo for many years.
This document intends to outline a plan of action necessary to lead AcuScan into a higher
profit margin while providing solutions to resolve the issues that have arisen as the result of the
need to change.
Key Issues
The following lists outline the key issues that must be addressed in order to successfully
meet the goals and bring AcuScan back to profitability:
1. AcuScan is loosing revenue on the sales of existing products and revenue from
maintenance contracts is slipping due to the product becoming a commodity.
2. AcuScan must move into new markets to gain new business without sacrificing the
existing business relationships.
3. AcuScan can leverage the existing technology to develop new products for these new
markets.
4. There is a limited budget and resources available for the new development.
5. The Director of Development and new Marketing Executive do not agree on the
development strategy and therefore, are delaying progress towards a solution
The biggest issue – and the one holding us back – is #5. The new Marketing Executive has
a clear plan of action that will move AcuScan into the retail market, solidifying the reputation of
the company as a leader of eye scanners. Unfortunately, the Director of Development does not
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believe a quality product can be completed in that timeline. Everyone agree that this needs to
be done; we just need to come to a consensus as to how it will be done.
Solution
I believe the solution to this problem is to rollout the product in phases so the product
development can be planned, completed and tested in a methodical approach, producing a
product that meets the company’s high development standards. This type of quality is what has
defined the company as a leader in the past and it is imperative that we maintain this reputation.
Rolling out the product in phases also addresses the key issues in the following manner:

The development of the new product will generate revenue in a new market, specifically
the retail market.

The development of the product in smaller stages will take less time and require fewer
resources. A development team can be organized with minimal staff – consisting of
those most knowledgeable about the original development – leaving the remaining staff
to attend to the existing business relationships and maintenance contracts.

The work will be completed by existing employees who understand the existing
technology and are committed to the success of the company.

Use of existing personnel will help to maintain the budget, as salaries of the existing
employees are already factored into the budget; additional resources will not be
necessary.
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Budget and Timeline
The following tables outline my proposed timeline and budget for the various phases that
would be required to initiate and complete this project.
Table 1 – Estimated Project Timeline
Functionality
Phase 1.
Identify incoming customers through retinal scanning.
Start Date: April 1, 2003
End Date: August 1, 2003
Phase 2.
Capture, Track and Report Information
 Capture specific characteristics such as eye color, etc.
 Track customer movement throughout the store, capture
shopper’s needs,
 Link data to each consumer’s unique retinal scan.
 Report data in real-time to any retailer
 Determine if data can be recaptured and sold to additional retail
companies for additional revenue.
Start Date: August 1, 2003
End Date: March 1, 2003
Delivery Date
Aug 1st, 2003
March 1, 2004
Tables 2a and 2b – Estimated Project Costs
The phased in approach is easier on the budget. Costs for development can be reduced to
costs by $39,000 for both phases.
Phase One Costs
Functionality
1. Software Design and Reprogramming
2. Repackaging and Design
3. Marketing Costs
Advertising
4
Costs
$100,000
$ 50,000
$ 33,000
$70,000
$253,000
Phase One Total:
Phase Two Costs
Functionality
1. Software Design and Reprogramming
2. Repackaging and Design
3. Marketing Costs
Advertising
4
Costs
Phase Two Total:
$150,000
$ 50,000
$ 33,000
$100,000
$283,000
Grand Total:
$536,000
Risks
We do risk the chance that the competition will come to market with a complete product
before AcuScan. However, I believe that a phased approach will allow the company to produce
a stable, world-class solution that provides the retail market with the ability capture data of
shopping customers. However, the phased development approach will allow AcuScan to
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AcuScan Operation Optimize – Executive Summary, Page 5 of 6
thoroughly test the development to be sure the product works as expected. This will reduce the
risks of poor performance once the product is delivered to the market. In addition, delivering the
product in phases allows AcuScan to determine success factors and make improvements as
needed; fine tuning the product based on feedback from actual usage.
Conclusion
I believe we can achieve the company goals and bring Operation Optimize to the market
providing the company with the revenue needed to pull them into a new and profitable margin.
With some diplomatic intervention, I can work with Pat Lambert and Kelly Thomas presenting
the alternative timeline and budget that will satisfy the Marketing and Development goals for
both parties, creating a win/win situation for everyone at AcuScan.
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References
Critical Thinking GEN480: Assessment Case Study. University of Phoenix Courseware.
Retrieved from the World Wide Web June 20, 2006.
https://ecampus.phoenix.edu/secure/resource/ResourceLog.asp?strF=/secure/resource/ven
dors/tata/GEN480/index.html&ir=3102535881&or=31&pt=ResourceASSESSMENTS&pd=GEN480R2&ut=ST&ld=6/26/2006 4:48:20 PM&dl=False&id=8143
University of Phoenix Faculty Material. (N.D) "Master List of Logical Fallacies." Retrieved from
University of Phoenix GEN480 Course-Materials Newsgroup June 26, 2006.
Sloan, Enid. (N.D) "Week Three Lecture." Retrieved from University of Phoenix GEN480
Course-Materials Newsgroup June 26, 2006.
GEN480 - Nancy Flowers-Mangs