9= Outstanding Evaluation of GEM Case Openings: No Case will Require Every DDART Subsection. Focus ONLY On What is Relevant. Grader Name:Arnav Sharma, Tom Kosnik Team Name: FAKE TEAM NAME-Real SCORES Case Name: FAKE CASE Grade = 7.90 out of 1.20 Diagnosis (Do only what is RELEVANT.) (1.5 Points): 10 possible points Don't repeat symptoms listed in the case. Synthesize. Create a new insight w/pictures or graphs Excellent Accurately assess stage of Technology Adoption Life Cycle (TALC). Needs ImprovementDo quantitative diagnosis of company growth/profitability/stability/competitive position. Good Quantify the market size and growth opportunity. 1.70 Outstanding Very Good N/A Good N/A N/A Very Good Very Good N/A 2.80 Very Good Very Good Very Good Very Good N/A Very Good Excellent Excellent Excellent N/A Decisions (Use parts of the Market Development Strategy Checklist that are RELEVANT to the case) (2 Points): Target Customer (what specific customers will we serve?) (What segments will we target?) Compelling Reason to buy (Remember it varies by stage of TALC.) Whole Product (consider who delivers portions of whole product, product design, brand value, time to market, etc.) Partners and Allies (Using earning-learning matrix, or other tools from your readings) Distribution (selection and management of distribution channels. Who does what? Consider entire value chain) Pricing (Value, cost, or competitor-based pricing; discounts & bidding tactics, internet innovations in pricing) Communications (Add to MDSC) (integrated marketing, advertising, sales, PR, trade promotion, viral marketing) Positioning (Is your positioning Credible, Relevant, Unique, Durable, Emotionally Appealing (CRUDE)?) Next Target (use tools in Crossing the Chasm and Chasm Companion as appropriate) Analysis (Only do Analysis that is Relevant to the case for the day. FOCUS!) (4.0 Points): Consumer Analysis Do segmentation analysis (What are relevant differences among segments? What are links between segments?) Analyze buying process/decision making unit (How do they shop and decide?) Do consumer needs/risk/barriers analysis (Think of usage scenarios. Why will they (won't they) buy our brand?) Analyze the Value Chain. (What are needs of our customers’ customers? Our suppliers? How to add value?) Do customer satisfaction & loyalty analysis. (How do loyalty and satisfaction share of wallet, profits and market cap?) Competitor Analysis Assess competition using tools in the required readings (e.g.; SWOT, Innovation types from Darwin and the Demon) Compare competitor and company performance trends re. profits, market share, market capitalization. Channels Analysis Analyze financial impact of company behavior on channel profits. Assess motives & bargaining power of suppliers, distributors, and channel partners vs. the company. Company Analysis Assess POA fit re. company’s core competencies, weaknesses, vision, strategy, & culture. Analyze motives and risks of groups in the company need to “buy in“ for POA to succeed. 8= Excellent 7 = Very Good 6 = Good 5 = Needs Improvement U = Unsat or Missing N/A = Not Applicable N/A Needs Improvement Economic Analysis Where possible, do economic analysis of problem from supplier and customer point of view. Where possible, calculate customer acquisition and retention costs, lifetime value of customers. Analyze impact (w/sensitivity analysis) on gross margins, profits, market cap of recommended POA. Very Good Environmental Analysis Identify key political, macroeconomic, regulatory, technological and ecological forces driving market and region. Show how POA may shape these forces, or forces may constrain POA. Ethical Analysis Identify and conduct a thoughtful, rigorous, balanced discussion of ethical issues. Formulate a clear statement of your position based on utilitarian, rights, or justice principles. Reality Test (1.5 Points): Discuss customer reactions to POA and how to manage risks of negative reactions. Discuss risks from stakeholder reactions to POA: employees, competitors, channels, government, etc. Pinpoint risks due to potential resource constraints/bottlenecks in implementing POA. Identify how to preempt and/or respond to major risks via specific contingency plans; e.g., if X happens, do Y. Overall Quality of the Write-Up (1 point) Note additional points will be deducted for exceeding 10 minute time limit! Clarity Timeliness (Opening is posted by the 11:00 PM Deadline. A point will be deducted for missing the deadline.) Conciseness (does not exceed page limits or 10 minute time limit) Rigor in analysis Effectively applies tools from required reading for the course. Footnotes sources so others can learn more. Effectively applies lessons and insights from other courses, readings, thought leaders, with footnotes. Attention to detail (spelling, grammar, use of footnotes, format of numbers, absence of carelessness) Creativity in the substance of your diagnosis, POA, analysis, or reality testing Creativity in the style of communicating via text, numbers, graphics, humor, cartoons etc. N/A 1.20 Very Good Very Good Very Good Very Good 1.00 Outstanding Outstanding Outstanding Outstanding Outstanding Outstanding Outstanding Outstanding Outstanding Grader Comments: Excellent job with your opening DDART, particularly the Diagnosis and Decisions. Your analysis is comprehensive and shows great understanding of course concepts. We loved the "Green" focus of positioning. Your case analysis was missing a rigorous economic analysis on lines of NPV, ROI etc. It was interesting to see you mention "partnership" in the reality test but it would help to get a bit more on which specific partners are you looking at? But on the whole, awesome job!!
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