enTourage eDGe Courtney Hughes Mario Massimino Natalia Kravtsova Luther Yee Final Paper MGT 429-AE Suffolk University November 27, 2010 Market Overview The digital text industry is one that is comprised of various aspects. It includes, digital books, textbooks, and articles as well as the devices in which the documents are read, ereaders. Although not as large as other digital forums, the ereader industry is growing and is expected to expand further in the near future. There are currently only several key competitors in the market making the industry considerably small. Included in this are the Amazon Kindle, Sony Ereader, Apple iPad, and enTourage eDGe. Also in the competition, but not associated with any specific device are the publishers in both the digital and print industries and Course Smart, a provider of digital textbooks online. Technology Disruption Technology disruption can be described as the effect product innovation or development has on the industry. In the ereader market, this occurs each time a new product is manufactured and introduced for sale. Currently the technology disruption is focused on devices with both ereader and tablet functions. The eDGe is at moment the only device with separate, but both capabilities creating an environment for higher competition and increased technology disruption. Five Forces and Complements Rivalry Exit barrier – 3 Industry concentration – 4 Fixed costs – 2 Industry growth – 4 Overcapacity – 4 Product differences – 4 Switching costs – 4 Brand identity – 5 Diversity of rivals – 4 Corporate stakes – 3 Average – 3.70 The rivalry in the e-reader industry is very high. There are a large amount of companies that are offering similar products at comparable prices and the industry continues to grow as companies look to make new and improved devices. Brand identity is an extremely important factor when looking at the rivalry in the industry because consumers are drawn more to a product because of its associated brand name and image than the physical device. Power of Suppliers Supplier concentration – 3 Importance of volume – 4 Input differentiation – 2 Input effect on differentiation – 2 Switching costs to industry – 3 Presence of substitute inputs – 3 Threats of forward integration – 2 Cost relative to total purchases – 3 Average – 2.75 The power of suppliers can be considered mid-range because although there are several different companies that serve as suppliers to the industry, all companies are using similar products to create the devices. In the e-reader industry there are average costs relative to the total purchase and switching costs, which allow companies to produce their devices without volatile cost fluctuations. The threat of forward integration is also low because of the increasing and continuously improving technology being used to create the products. Power of Buyers Buyer concentration – 3 Importance of volume – 5 Differentiation in industry – 5 Switching costs to customers – 3 Presence of substitute inputs – 5 Threat of backward integration – 2 Price sensitivity – 4 Buyer information – 4 Average – 3.9 The power of buyers is valued at a higher level because of the many options consumers have when purchasing in the e-reader industry. There are many products in the market that offer both similar and different features. Different consumers require and want varying capabilities in the device allowing for a greater range of decision options. The threat of substitute inputs is extremely high in this industry because there are many devices a consumer could choose from that do similar things. When in the market for an e-reader/tablet device consumers want the most affordable price for what they require and will base most of their decision on this giving buyers a greater amount of power in which product is successful. Threat of Substitutes Switching costs – 4 Buyer inclination to substitutes – 4 Price performance tradeoff – 4 Variety of substitutes – 4 Necessity of product – 3 Average – 3.80 The threat of substitutes in the industry is very high because there are many options to the consumer on which e-reader product they wish to own. Consumers have the choice of various e-reader and tablet devices that allow for digital reading of books as well as the option of purchasing or renting an online text. Traditional products can also be used such as print books, laptops, and netbooks. The variety of substitutes in the industry is also very high with different companies offering various product types and the cost to switch between an e-reader to a substitute can be either higher or lower depending on where the consumer chooses to move. Threat of Entrants Average profitability of incumbents – 3 Incumbents have a cost advantage – 4 Learning curve advantage of incumbents – 4 Access to inputs – 3 Government policy (regulation) – 2 Economies of scale – 3 Capital requirements – 4 Brand identity – 5 Switching costs – 4 Access to distribution – 3 Expected retaliation – 4 Propriety products – 3 Average – 3.50 The threat of entrants in the e-reader industry can be considered mid-range for various reasons. Although incumbents entering the market have a high value in the learning curve present from previously established companies and a cost advantage from being the newest innovation, consumers rely greatly on the brand identity and reputation of the company. Another problem that may arise would be from already existing brands that will compete with new incumbents to retain their market share and retaliate against the new firms. Company Overview The enTourage organization was established in 2008 as a privately held company selling consumer goods. enTourage was founded by Asghar Mostafa and currently works under a limited number of twenty-five employees. Prior to founding the company, Mostafa, an entrepreneur and manager, had worked in various other occupations all involving technology and business. Included in this are his CEO, President, and/or founder positions in Vinci Systems, Advanced Switching Communications, and Integrated Services Digital Network, which were all largely successful operations. Asghar Mostafa founded enTourage with the goal of providing students affordable and innovative products to improve the process of their education and the methods in which people work, live, and learn. Currently enTourage specializes in consumer electronics and has recently developed the device eDGe. The eDGe is the first created dual-book that contains an Android tablet, ereader, notepad, and audio/video player and recorder. The eDGe is equipped with numerous features including integrated screens, Wi-Fi and email capabilities, technology integration with USB and SD ports, and E-Ink technology that allows for handwritten notes on the reader. The device is also eco-friendly in reducing the trees used to create traditional print books, long lasting with a 16-hour lithium ion battery, and features many personal functions to assist and alleviate everyday hassles. Mission To provide initiative and direction to the organization (enTourage, eDGe) in the effort to evolve methods of traditional learning and the increased use of e-readers. Vision To assist students in reaching their highest potential through improved technologies Strategy In order to succeed, a company must determine what it takes to win and the method of how this will be accomplished. Although not always clear, and at times volatile, this statement provides direction to the company in regards to things to accomplish. Winning for enTourage would be to maintain stable growth of market share in the ereader industry and increase sales to profitability. The suggested strategy for which enTourage is to achieve this includes: creating a new market segment to target; establish brand recognition; provide an attractive product at an affordable price; and create a hybrid disruption strategy. VRINE Model The VRINE model is a strategic analysis used for examining the internal environment for a particular industry. The model lists the values, rarity, inimitability, non-substitutability, and exploitability of the resources and capabilities that are associated with the product. The VRINE model is used to analyze how a company could use their resources and capabilities to differentiate from competitors and determine when it is necessary to introduce new or different methods. Value A resource is considered valuable when it allows a company to take advantage of opportunities and lessen threats in the industry environment. The eDGe is considered a valuable resource to enTourage for numerous reasons including the cost, capabilities, features, and convenience of the device. The cost of the eDGe is regarded as valuable because of the opportunity it opens in the market for consumers looking for a high quality product with a large amount of features. The cost of the eDGe is set at $549.00 USD, which is below that of competitors’ products with comparable features. Individuals looking for an innovative product would be more inclined to purchase the dual-book device because of its many functions and possibilities of use. The capabilities of the eDGe are also considered valuable due to the amount that can be done through only one device. Instead of requiring two or several devices in order to get done what is needed, the eDGe has a convenient dual screen view that allows for computer functions as well as reader capacity. The eDGe has the ability to hold many books as well as documents for view and work, making the device valuable to both students and professionals. Another major value factor of the eDGe is its convenience in use and portability. The eDGe is weighs approximately 3 pounds and has dimensions of 8.25” by 10.75”, which is similar to the size and weight of a small netbook. This adds greatly to the value because consumers are looking for products that are hassle-free and require little effort. Also included in the convenience of the device is the extended battery life. After charging, the eDGe can be used for up to 16 hours before requiring additional battery allowing users to operate for a longer period of time. Wi-Fi, email, and documents viewing allow users to complete everything in one location. Rarity The enTourage eDGe is a combination of both a tablet and an eBook reader. The two technologies are not rare when separated, as there are huge markets for both. The advantage that the eDGe has is the combination of both technologies in one. The eDGe is comparative to and in some cases above the competition in the both e-reader and tablet markets due to the many features available and convenience of the product. This device, as well as others in this industry, is conveniently available online, however it is unlike any other. Inimitable A resource is considered inimitable if it is difficult for a competitor to acquire the resource easily or do so without significant cost. The eDGe can be considered inimitable, even though there are products that include similar features, because of the device’s status as the first (and currently only) dual-book in the market. The eDGe has the advantage of combining both the tablet of similar products such as the iPad and the reader, like that of the Kindle, because no other company has thought to combine the two and make it one device. The eDGe can also be considered inimitable because of the new technology used within the device and the ability of enTourage to frequently update and alter the technology used. Nonsubstitutable Similar to inimitability, a resource can be considered nonsubstitutable if a competitor lacks the ability to easily substitute the product with another resource or combination of resources. The level of nonsubstitutability of the eDGe, although unique a product as it is, could not be considered very high because competitors can and have used other resources to create similar products. Other competitors have included the technology used in the reader as well as tablet in the associated devices making the eDGe easily substituted. Consumers could also substitute the product with a laptop, netbook, or computer, which have many of the same capabilities of the eDGe. Exploitable The eDGe is targeted at and desired by those who value the convenience in having both and e-reader and tablet in the same device. This makes the device exploitable by enTourage because of its universal attractiveness to consumers. Although enTourage has the resources, the company requires a greater significance in marketing and making the device known to the public. When marketing the eDGe the key is to focus on the importance and convenience of the product to both students and professionals. Once enTourage has found the proper path in which to market and make the product widely known, the product can be completely exploitable. PESTEL Model The PESTEL analysis is a strategic model used for examining the external environment for a particular industry. The model is used to describe the political, economic, sociocultural, technological, environmental, and legal aspects of the environment associated with a product. This model focuses on the potential influences that may affect the company and allows for greater understanding of threats and opportunities that may arise. Political Political factors are the area of the PESTEL analysis that determine the degree of intervention by the government in regards to the standards and guidelines of the industry. Political factors can be seen as in favor of the eDGe due to the recent increase of investment in the high-tech industry. Because the eDGe is a new and innovative device the product will benefit from government tax programs and incentives to get the product distributed. There is also a lack of current regulations that greatly decrease the distribution of the eDGe and other devices in the same industry, other than those that protect against copyright infringement and piracy. Economic The economy factor determines the effect the current economy both in the home country of the device as well as the global economy has on the sale of the product. In the case of the eDGe economy can be viewed as a negative influence. The consumer confidence index, which fell in September, indicates that consumers do not know what is going to happen tomorrow, and are less inclined to spend excess money. It would be extremely difficult to persuade consumers to buy the eDGe in the current market, however at the point in which the economy improves, consumers will be more willing to spend. Sociocultural The sociocultural aspect of the model looks at the impact that social trends have on the demand of a firm’s product. In the United States the level of consumerism is high with teenagers, students, and young adults controlling a large portion of the market in spending. These groups have excess money to spend on devices, like the eDGe, which leads to the favor of sociocultural factors. Another major factor of society that would have a high impact on the sales of the eDGe is the norm and requirement for students to have work capable devices with them when in school. The eDGe would be a great alternative to a laptop or netbook because of the many features it has including the e reader, tablet, and Internet capabilities. Technological The technological aspect of the PESTEL analysis looks at the level of influence that exists in the industry with regards to technology. In the current market, technology is expanding exponentially and changes extremely fast. New products are being invented on a continuous level and new systems of operation are being created in order to compliment the new products. The focus of the industry on technology is very high due to the competition between the brands. Everyone is looking for the newest and most innovative product that is going to attract the majority of consumers and will invest in that. In creating the eDGe, enTourage has invested many of its efforts and resources to the continuous upgrade of technology and maintaining the most innovative product. Environmental The environmental aspect of the PESTEL model determines the level of influence that environmental awareness will have on the product as well as the industry. As the current level of environmental issues continue to rise, more regulations are being established towards the amount of environmental affect a company can have. Following along with this trend many consumers are becoming more environmentally aware and are requiring more products that are eco-friendly. Based on this knowledge, enTourage has created the eDGe with the idea to reduce its environmental impact. The eDGe is made with the least amount of products possible, is recyclable, and saves paper with its integrated e-reader. The digital integration of eBooks provides for both money and resource conservation, which will in turn, decreases the destruction of habitats, ecosystems, and environment of the world. Legal The legal parameters detailed in the PESTEL model look at what is happening in the legal environment of the particular industry. In the technology/e-reader/tablet industry several legal issues are being given great significance including the use of copyright laws and piracy prevention. These laws are standard throughout the entire industry and are not specific to any particular product. enTourage as well as the eDGe follow all given guidelines and regulations and do not provide software or abilities that go against these. Trademark laws also exist and the company has established contracts for distribution and warranties for its consumers. Profit Pool The profit pool is a dynamic and changing tool that evaluates market opportunities in an industry. In order to map it, a company has to identify the size of the value chain (according to total sales) and the attractiveness of each segment (according to segment profitability comparison). This ensures that all profit producing items are represented in the value chain. In the profit pool’s chart most profitable segments are the highest, while segments that have lower profit margin, but higher volume are wider than others. Until recently publishing and printing companies were very important participants in the textbook market, however technology disruption has rearranged the structure of the profit pool. This disruption was caused by introduction of e-readers, and adoption of this device by providers and online sellers of digital textbooks. Currently more students choose digital formats of textbooks than traditional paper texts. Digital textbooks have made e-readers more attractive because the significance of owning a mobile device in which students can download and store all of their books and be able to access them anywhere at any time. This allows the elimination of carrying heavy textbooks and provides an option to buy books at the lower price from the online sales forums. Profit Pool – Before technology disruption Before technology disruption publishers and authors dominated the industry with owning 60% of profit margin; the remaining market share was divided between other players. The publisher’s role was to convert the content into the product and deliver it to the consumer and participants, such as printing companies and book stores. Another very important component of the value chain was the evaluation/editing step, which allowed feedback on a particular book and introduction to potential users. These potential users were faculty members, who have access to customer pools that are continuously renewing each semester. The size of this pool depends on the amount of classes the professor instructs and the amount of students in each class. 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 Author publisher printing book store online company distribution faculty The above chart demonstrates the distribution of profits before technology disruption occurs in the market. In this the majority of the profit was made during the transformation of the textbooks’ content into the actual product. Due to this the publishing companies receive most of the money by selling this content in the form of the book. Publishers generate profit when rights to publish the material are acquired, which are expensive. The more books the publishers sell, however, the less these rights cost per book which in turn reduces royalty fees per unit. Printing companies and book stores were also making a considerable profit before technology disruption because this was the most popular form of distribution and most products of the publishers were going through them. Due to this high volume were provided with smaller profit margins. Another segment of the pool is marketing technique, which includes the process of asking faculty of schools and colleges to read the books and provide feedback. This strategy is very profitable; however time consuming making this segment not as wide as the others. The weakest segment of the profit pool before disruption was online distribution. Online textbooks were not popular previously due to students’ preference for print texts in the classroom as well as a lack of computer or web access. When e-readers entered the market, this all changed. Profit Pool – After Technology disruption After disruption and establishment of e-readers in the industry, new profit pools will exist built around device. This will create new opportunities for business for various products and services from the sales of textbooks, accessories, applications, and games for the device. Additional services will also be provided including broad-band coverage, extended warranties, financing and cloud storage of information saved on the device. The shift from traditional textbooks to digital versions will stimulate the change of the profit pool, causing some segments to disappear or lose its profitability. For example book stores and printing services’ profit pools will either be eliminated or restructured, after which textbooks will not be main source of money. After the industry has changed due to technology disruption, the value chain will be as follows: After technology disruption the key players of the industry will remain the same: the authors will still provide the content and the publishers will continue to buy the rights to publish and distribute the material, which will need evaluation for quality control and distribution opportunities. The biggest change will be at the distribution stage. In this digital textbooks will become a much more attractive alternative to print copies and traditional distribution channels will lose their share of the profit pool to new players. New players will include e-reader manufacturers and websites that will sell the textbooks. This change will offer end customers more alternatives in receiving textbook content in various forms. It is also possible that going further, the websites that sell textbooks will integrate into publishing enterprises and combine publishing and distribution functions. This will allow a reduction in the cost of the textbooks, increase the margin, and shorten value chain. This is how industry’s profit pool would look like after e-readers are established: 4 3.5 3 2.5 2 1.5 1 0.5 0 From this chart it is apparent that e-readers entering the market will restructure the profit pool of the industry. Some profit segments remain close to prior numbers (author, publisher/content owner, and faculty), and some players, such as printing service and book stores (in this context) will be close to elimination. These sections not only are losing the sales volume but also losing profitability. At the same time a new will appear and will start gaining a larger share of the profit in the industry. This new player would be an e-reader device, which is a complementor to digital textbooks. Authors will also receive more profit than before because the distribution process will become less complicated and publishers may begin to lose power when websites acquire publishing rights. Where is your company in this picture? The enTourage eDGe is a new entrant to the market and is currently competing against other e-readers, and tablets. Edge’s advantage is that it has a lot more to offer than a regular e-reader, it will not only allow to download and read textbooks, but it also is a research tool that will enhance learning process and make it more effective and interactive. All this thanks to capacities like surfing web while reading the book, or highlighting in the text, and making notes. Edge doesn’t have a big market share, because it isn’t part of its current strategy. Edge is going after specific group of customers who are school and college students, who are technology savvy and will appreciate what device has to offer. In order to describe the new profit pool that has been created due to the disruption in publishing industry I would like to use the example of Entourage Edge. 5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 Manufacturing of the device is done in China, and according to industry numbers it could have been 20% of the cost, but because it’s a startup company, and their sales volume is low, cost of the manufacturing might be around 30%, despite the fact that transportation usually very cheap for small devices like Edge (that is why profitability for transportation is high), combined result of this 2 segments isn’t very profitable, but they bring revenue every time device is sold. Software Edge uses is provided by Google and free, so here is a room for making good money. Distribution also allows company to make good profit because it isn’t distributed in a retail store, and customer can order it online. Marketing segment will consume most of the expenses, and it’s goal is to build brand awareness, which is great in a long term, but not so profitability right now. And there are also few complementors, which consist of additional products and services, like accessories, e-books, broad-band coverage, financing of the device and so on. These segments show great profitability, but because they aren’t necessity they aren’t significant part of the profit pool yet. This number will increase with number of sales of the device. And this way Edge will be able to reduce the price for the device in order to win over the customer, because ones customer chose the e-reader, he becomes a captive of the company and he/she can only buy product that will work with/on device. Value Chain User Friendly Size/Weight Appeal Capabilities Energy Efficient Cost User Friendly - 10 The main goal is to make the eDGe easy to use for every consumer. The iPad is given a 10 as well. This is our product as well as our competitor’s highest valued feature because without a simple interface and easy to use features, consumers will be uninterested in the product. Size/Weight - 7 The eDGe is the world’s first dualbook, requiring the device to be large enough for comfortable and adequate use, but small enough for travel and portability. Our original thoughts were that size wouldn’t have as much a weight than it actually holds. So we are going to innovate and create a sleeker version that provides all of the same features as the original model. This is why the iPad might be a little sleeker, but it doesn’t have as many features that our product includes. Cute/ Appeal - 8 When looking at the attractiveness of the eDGe, it must be taken into consideration that the device is a working machine. It has all of the capabilities to be used for enjoyment, but the design stresses the fact of its various capabilities. Ultimately being a user friendly, efficiently designed product is more important to our consumer then having something that looks cute. When making our product smaller, however, a new attractiveness will be provided to the product. Capabilities - 10 The eDGe is the first device to offer both a tablet and e-reader in one. It also offers numerous capabilities and features that are not normally associated with an e-reader or tablet device. Some features include: eBooks, Wi-Fi, video camera, picture taking, electronic journal for note taking, Docs to go (Microsoft Word PowerPoint and Excel viewing capabilities, and more. Energy Efficient – 5 When fully charged and used to its highest extent, the eDGe has 16 hours of battery life when using only the reader. This is significant to consumers because many are looking to use a device for an extended period of time without having to charge the unit when traveling or just using the product where access to outlets are not available. When using the tablet battery life is slightly diminished, which is the reason for the lower rating. Cost - 7 The eDGe is priced at $549, which is reasonable for the capabilities and convenience offered. Although not considerably inexpensive, the eDGe has many useful functions that are worth the investment. When comparing the device to the iPad, our product is given a 7 as opposed to a 5. Our product has one flat rate of $549, while the iPad starts at $499 but its best product is $829. Long-term goals also will drive the price of the eDGe lower as time goes on. As mass production of our products occur and enTourage gains more national/global attention, cost will be decreased considerably. Generic Strategies The goal of generic strategies is to reduce the effect of rivalry, which can be achieved through several factors including: low-cost, differentiation, focused cost leadership, focused differentiation, and integrated positions. Factors that define these strategies are economic logic and scope of arenas. The economic logic dimension determines if a company will compete by offering lower prices to its customers than competition, or if it will offer customers a service or product that is different, valuable, and unique. Companies are typically able to charge a higher price for a product that offers consumers a greater value. Scope of arenas is a dimension of the strategic positioning model that determines which consumers the company will target, and how broadly it will compete for a customer. Some companies offer products for everyone, or a product that is used by wide variety of customers, while other companies concentrate on targeting a specific group of customers. Through this it can be seen that niche positioning does not always result in greater profitability than broad target marketing; it is just a different approach. Entourage Edge is currently in a focused differentiation strategic position, which means it offers the associated products to a specific consumer group, focused on technology. The eDGe device is a unique product because it is the first dualbook, which combines an ereader and a tablet. Due to the enhanced learning or working experience, the eDGe is targeted towards students and young professionals. In the future Edge is looking to achieve an integrated position in the industry in which the price of the Edge will be lowered due to decreased production costs and improved production efficiency. Although this is the future outlook of the company, entourage will continue to improve the existing eDGe device by creating additional values for a customer and adding new features. The company will also strive to add more devices and services to its portfolio as a greater market presence is achieved. Integrated strategic position is going to help gain leadership in the market segment that eDGe targets and will increase profitability. Strategy Components: Strategic Objective - growth and gaining greater market share. Expected growth rate is approximately 30% a year, and will be achieved by creating a new market segment for the device. In five years or less enTourage will become a leader in this niche. Scope - the target customer is a focused, intelligent individual who requires consistent and innovative technology in a device. The needs of this group will be met by providing a device with wide variety of features and reliable technological platform. Competitive Advantage - eDGe is a unique product that offers users particular features not available in other devices (i.e. reading the book and searching the web concurrently). Offensive Strategies As a new company with little brand recognition, it is significant for enTourage Systems to increase presence in the market. The main plan of the company should be to dedicate more funds in marketing, both online and off. enTourage should also set up billboards of their product that are in close proximity to colleges and universities. This will inform targeted markets of college students and young professionals of the new product, which is aimed directly to meet their needs in this competitive world. EnTourage Systems is currently in alliance formation with mass-market stores like Best Buy, Target, and WalMart in order to sell the Pocket eDGe. The brand recognition provided through these endeavors will bring both enTourage Systems as well as the eDGe the required publicity to become a key market figure. Alliances In the ereader industry there are many opportunities for alliances and partnerships. For enTourage it would be significant to establish an alliance with the schools, universities, and colleges of the associated target markets. This would increase the publicity of the product as well as produce increased sales. Students will become skilled users of the eDGe from the extensive time spent working both in and outside school. It would also be important for enTourage to have an alliance with another provider of digital books and textbooks such as Course Smart. This would provide enTourage access to many books for their device and create further alliances of those associated with the partnered company. Balanced Scorecard The four main objective measures for the eDGe based on the Balance Scorecard include: Financial Goals, Customers Satisfaction, Internal Business Process, and Innovation and Learning. Financial Goals: As a relatively new company to the e-reader market, enTourage must affirm that the combination of an e-reader and tablet is a viable business practice and in order to do so the company’s financial goals have to be in the appropriate place. The two main goals included in this are: gain profit per unit and sell a large number of units. In order to increase profit from every unit sold a price point will need to be set for the eDGe as well as increase research and develop options for new manufacturing capabilities. These capabilities will lower the cost in manufacturing the traditional eDGe as well as the new Pocket eDGe. In order to increase sale and recognition, innovative TV and online ads will need to be created in order to attract consumers to the device. If sale expectations are unable to be met, the price of the eDGe should be lowered by approximately $100 in order to keep profitability. Goals 1. Increase profit per unit (eDGe) 2. Sell more units/gain market share Measures 1. Profit per-unit 2. Number of total sales per month Targets 1. Profit per unit = (sale price - manufacturing cost) 2. 300,000 units per month Initiatives 1. If sales expectations are not met, price should be lowered by approximately $100 2. Increase marketing of the eDGe including promotional deals and discounts Learning and Growth: Knowledgeable employees boost customer satisfaction in an organization. Customers depend of employees to be well informed about the products they sell and to be able to provide information regarding any questions/concerns they may have. Due to this the two main goals for the Learning and Growth sector include continuous training of enTourage employees and constant innovation. enTourage will require the best employees in order to sell the product accordingly and will need to teach employees how to reach this level of satisfaction. Innovation will be achieved through knowledge of future possibilities of the company and product as well as provided incentives for new endeavors that are successful. Goals 1. 2. 3. 4. Have knowledgeable and service-oriented employees Maintain a high rate of continuous innovation All employees must be trained about the eDGe All employees must master skills for the products in order to sell to customers Measures 1. Randomized testing every other month about the product Targets 1. 100% of employees must have complete knowledge of products and product functions by year-end 2011 Initiatives 1. Keep all employees aware of current and future changes in product features and capabilities 2. Research and develop new manufacturing capabilities in order to lower manufacturing cost Internal Business Process: In order for a company to sell a product and maintain successful operations, a high quality device must be produced. A high quality product would be one created from specialized labor, equipment, and materials and is something that enTourage must produce in order to succeed. By testing a sample size of the products, enTourage will be able to calculate the percentage of defective products with an end goal of 1% of product defects by the year-end 2013. enTourage will also need to have an efficient and effective research and development process in order to continue the development of a higher quality product. Although this is true, a high quality product is not what all consumers desire. Some now prefer products that are environmentally conscious and enTourage must adjust its strategy to include this as well. Developing new recycle processes, removing toxic chemicals, and implementing environmentally friendly materials can accomplish this goal. These three initiatives will help toward our goal of being a company that is environmentally conscious and establish a positive reputation with consumers. Goals 1. 2. 3. 4. Generate high quality products Create an efficient and effective R&D process Have environmentally friendly products and production Create a group that specifically targeted marketing online and off Measures 1. Create each product to have 50% of recycled material 2. Test a sample size of the products released for defects Targets 1. Recycle 75% of all scrap aluminum from production 2. Defective products in sample size: 2011 - 6%, 2012 – 4%, 2013 – 1% Initiatives 1. Create and develop new recycle processes 2. Remove toxic chemicals from their manufacturing process and replace with non-toxic materials. 3. Implement environmentally friendly materials into the manufacturing process 4. Creation of innovative TV and online ads External – Customers: Although separately a tablet and an e-reader are not new technology, the two in combination is something that has not been done before in the market. Due to this a new market segment will be established, which will be the focus of enTourage. This is significant to the customer’s of the company because it will determine brand image and the main use of the product. enTourage will want to create a brand image of a professional business that manufactures reliable products. The products will need to be delivered in a timely manner and to the highest degree of quality. enTourage should also exploit the fact that the associated products will make the lives’ of consumers easier because of the many features associated with the product. In order to reach these goals, enTourage will need to track the number of units sold, new customers, and the level of satisfaction they hold. Market share will be gained by drawing customers of other products to the products of enTourage, specifically the eDGe. Customer satisfaction will be determined by continuous efforts in customer service and research. The responses received, will affect how the company will market its products and what updates will be provided. Goals 1. 2. 3. 4. Promote enTourage image as a reliable, business oriented brand Market affordable product that enhances quality of life New, innovative technology that replaces outdated technologies Decrease amount of time customers wait for delivery and assistance Measures 1. 2. 3. 4. 5. Number of units sold monthly New customers Survey results of consumer attitudes towards enTourage Shipping time Response time on forum Targets 1. 2. 3. 4. 5. Customer acquisition management Attract 70% of new cliental from existing competitors 30% focus on consumer relations management Decrease package shipping to average of 3 days Maximum 4 hours to respond to inquiries Initiatives 1. Convert 70% of existing competitors’ customers to the eDGe 2. Use feedback from CRM software to increase sales 30% 3. Have employees on hand to response to inquiries Financial Goals 1. 2. Goal(s) Increase profit per unit Sell more units/gain market share 1. 2. Measure(s) Profit per-unit Number of total sales per month Learning and Growth 1. 2. 3. 4. 1. 2. Target(s) Profit per unit = (sale price - manufacturing cost) 300,000 units per month 1. 2. Initiative(s) If sales expectations are not met, price should be lowered by approximately $10 Increase marketing of the eDGe including promotional deals and discounts 1. 2. 3. 4. 1. 2. Goal(s) Generate high quality product Create an efficient and effective R&D process Have environmentally friendly products and production Create a group that specifically targeted marketing online and off Target(s) Recycle 75% of all scrap aluminum from production Defective products in sample size: 2011 - 6%, 2012 – 4%, 2013 – 1% 1. 2. Measure(s) Create each product to have 50% of recycled material Test a sample size of the products released for defects 2. 3. 4. Initiative(s) Create and develop new recycle processes Remove toxic chemicals from their manufacturing process and replace with non-toxic materials Implement environmentally friendly materials into the manufacturing process Creation of innovative TV and online ads 1. Measure(s) Randomized testing every other month about the product Initiative(s) Keep all employees aware of current and future changes in product features and capabilities Research and develop new manufacturing capabilities in order to lower manufacturing cost Customers Satisfaction 1. 2. 3. 4. 1. Target(s) 100% of employees must have complete knowledge of products and product functions by yearend 2011 1. 2. Internal Business Process 1. Goal(s) Have knowledgeable and service-oriented employees Maintain a high rate of continuous innovation All employees must be trained about the eDGe All employees must master skills for the products in order to sell to customers 1. 2. 3. 4. 5. Goal(s) Promote enTourage image as a reliable, business oriented brand Market affordable product that enhances quality of life New, innovative technology that replaces outdated technologies Decrease amount of time customers wait for delivery and assistance Target(s) Customer acquisition management Attract 70% of new cliental from existing competitors 30% focus on consumer relations management Decrease package shipping to average of 3 days Maximum 4 hours to respond to inquiries 1. 2. 3. 4. 5. 1. 2. 3. Measure(s) Number of units sold monthly New customers Survey results of consumer attitudes towards enTourage Shipping time Response time on forum Initiative(s) Convert 70% of existing competitors’ customers to the eDGe Use feedback from consumer relations management software to increase sales by 30% Have employees on hand to response to inquiries Strategy Justification/Conclusion As a newly created company, enTourage Systems, Inc. is at a disadvantage compared to many of the well-known brands in the market. The most significant relationship of the company is with the customers, which determines reputation. As the manufacturer of the world’s first dualbook, combining an ereader and a tablet, enTourage must strive to make the eDGe the best product possible. With the finished product available for sale, enTourage will be able to meet set goals of evolving methods of traditional learning and increasing the use of ereaders. When both of these goals are complete, the eDGe will assist students in reaching their highest potential through improved technologies. Although difficult in the beginning, from this enTourage will maintain stable market share growth within the ereader industry and increase sales to profitability. In order to achieve this, our strategy includes creating a new market segment to target, establish brand recognition, provide an attractive product at an affordable price, and create a hybrid disruption strategy. The market segment enTourage will create includes young professionals and a mixture of elementary and higher education students. As determined in the VRINE model, the value of the eDGe is high as compared to the devices of competitors. The capabilities included and cost of the eDGe are unique to the device, which should entice the targeted market. A complete package with the ability to read eBooks, email, and documents in a product that when learned is easy to use, generates interest for individuals who are on the go and value convenience. Establishing brand recognition is one of the most important elements as a new entry into the ereader industry. Because enTourage is in the technology industry and has increased investment, the incentives provided should push the products into the mass market. A major factor in this will be the introduction of the Pocket eDGe. As teenagers, students, and young adults become aware of both of the products and the many features, sales should have a massive increase. With the eDGe and Pocket eDGe, enTourage will provide attractive products at affordable prices while increasing brand image.