Assessment 2 (80%)
Case study – WearWorld plc
In Autumn 2022, Joe Smith, Chief Engineer of WearWorld, led a cameraman around the product development labs of WearWorld’s R&D facility just outside Oxford. Like all labs of the company, they were off limits to protect from intellectual property theft. WearWorld has been working on a new product, The Zonna. A device with headphones and a face visor.
Zonna – The Product
The Zonna is a hybrid headset, utilising Bluetooth technology, and an air-purifying visor. A post covid-19 development of a product category. WearWorld has been known to break down product boundaries through innovation with several success stories in the past. Part of their success was attributed to previous air purification efforts. Joe Smith has been at the forefront of innovation, having invented office equipment, GPS devices, etc. Zonna is a test for Joe. The market for such, wearable, devices is uncertain and appears to be directly affected by the vagaries of the market including the economy and the impact of the recent pandemic, which is lingering on still.
WearWorld has been burned in the past when they tried to enter the market for vehicle air purification. They had installed 250 engineers in their facility in Oxford and invested £300 million on the development of an air purifying system (pollen, brake and airborne dust etc.) for car manufacturers to offer as an optional accessory to car buyers. The product failed miserably largely due to the high manufacturing cost and the heavy burden on car battery power requirements.
Zonna – The design
The WearWorld engineers deployed ingenuity and all their experience in developing the smaller appliance needed for air purification. Internal canals running from each headphone transport a continuous stream of purified air to the nose and mouth within a mouthpiece that does not touch the face. Through many prototypes, engineers finally arrived at a contact-free visor design that covered the nose and mouth. The more air is required, the more power is drained from the gadget’s battery. To achieve a high level of air purification, the engineers developed tiny motors inside the headphone cavity that sucked in outside air, purify it and send it down to the visor. The air filters are capable of removing ultrafine dust particles and pollutants down to 0.1 microns. The visor, connected to headphones, was another breakthrough achieved after substantive testing and R&D investment. The battery was designed to provide effective power for up to 3 hours (music, external noise cancelling and air purification) under normal use (say when commuting). During sports pursuits, with the increased exertion, the battery could only last for about 1 hour. The rechargeable battery is replaceable and WearWorld is thinking to offer replacements on a subscription basis. Joe was working on an improved battery but this would probably take 18 months or so.
Having invested £25 million in product development, they need to launch urgently…
Finally, the product’s manufacturing cost would depend heavily on the production levels. The engineers have costed Zonna as follows:
|
Production (units) |
Cost per unit made (£) |
|
10,000 |
450 |
|
50,000 |
370 |
|
100,000 |
325 |
|
500,000 |
250 |
|
1,000,000 |
145 |
Zonna – Your Brief
WearWorld plc invited you – as a Business Strategy Consultant – to prepare a Business Plan specific to the Product.
The Board will meet and review your proposal after 25th September 2024.
The CEO of WearWorld plc wants to know the following, specifically (See Marking Scheme below):
· The specific customer segment(s) for the products (quantified in terms of numbers and profiles)
· The clear value proposition (how different is the product) for each segment
· The competitors (direct and indirect)
· Marketing Strategy – e.g. Porter’s generic strategy (Product, Pricing, Promotion & Distribution Channels)
· Promotional Strategy
· Product-specific financial forecast for 3 years (Sales Units, Revenue streaCosts production and marketing)
· Spin-off products or services (like battery subscriptions, extended warranties etc.)
Group size: Individual Work
Weighting: 80%
Word count: 2,500 +/-10
Submission Date: 13 November 2024 at 1159 hours
|
Assessment
|
Description |
% weighting |
Due on |
Outcomes |
|
|
Group Presentation (ppt slides maximum 10 to 15)
|
20% |
6 September 2024 |
1,2,3 |
|
|
Individual Student Report
|
80% |
13 November 2024 |
1,2,3,4 |
Marking Scheme
|
Individual Essay |
70+ |
60-69 |
50-59 |
40-49 |
below |
|
Background
An Demonstrate
Demonstrate a critical awareness of own organisation |
Extensive Key
Demonstrate
|
As
|
As |
As |
At Key
There |
|
Scholarship: evidence of wide academic reading
A Revisions
Practical application
Using the theory demonstrates evidence of
Self-reflection |
Good
Excellent
A
Excellent |
As
As
As
|
As
As Generally
As
|
As
As
Not
As 50+
|
As
As
performance
Limited |
|
Presentation
Report/ Presentation: follows recommended structure. Logical and persuasive writing style. Well |
Excellent |
As |
As 60+ but the writing style or presentation is
|
As |
As |
Simplified Description
|
PERCENTAGE |
CRITERIA |
|
|
DISTINCTION |
|
90-100% (exceptional) |
· |
|
80-89% (superior) |
· |
|
75-79% (confident) |
· · · · |
|
70-74% (solid) |
· · · · |
|
|
MERIT |
|
65-69% (very good) |
· · · |
|
60-64% (competent) |
As above, with less depth and |
|
|
PASS |
|
55-59% (promising) |
As below, plus stronger on analysis |
|
50-54% (passable) |
· · · |
|
|
FAIL |
|
45-49% (borderline fail) |
· · · · |
|
40-44% (near borderline) |
As above, with greater lack of |
|
30-39% (poor) |
Descriptive, unfocused work, lacking in interpretative or |
|
0-29% (inadequate) |
Incomplete or very poorly attempted |