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A Process for Helping Product Technology Organizations Choose Strategic Direction Based On Emerging Customer Values and Preferences
Strategy is about being different: choosing a different set of activities that deliver a unique mix of value to selected customers
A company can outperform competitors only if it can establish a difference it can preserve Therefore, strategy is not about improving operational effectiveness, although it is essential for superior performance (Michael Porter, Harvard)
Strategy Is Hierarchical
End Means Business Strategy Corporate Strategy
End Means
Functional Strategy
Strategic Initiatives
We think the decision process for our products/services will change but we're not sure how We expect consolidation in the industry and in our markets but were not sure how that will affect our competitive position We can't agree on how we should differentiate ourselves from our competitors or on our best opportunities for growth and profitability
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When Market Mapping is used in conjunction with a Future Mapping session, the outputs from the first phase form the basis for the strategic choices considered in the second phase
2005 The Leeman Group
Recruiting customers to interview starts after the sampling strategy is approved by the client
We begin by developing or acquiring lists of potential respondents While there are often many sources for lists, the degree of difficulty depends on the number and visibility of potential respondents Respondents who meet the demographic criteria are paid an incentive for a one hour interview in their office or in a market research facility
2005 The Leeman Group
Example Respondent Criteria (1) Must evaluate and influence the choice of software systems used for Advanced Process Control (APC) of fab tools; and (2) Are Fab Process Engineers responsible for etch, CVD, PVD, or CMP tools; and (3) Are familiar with products provided by at least two of the following suppliers: Advanced Energy, Adventa Control Technologies, AvantCom, Brooks Automation, Brookside Software, HPL / FabCentric, IBEX Process Technology, New Vision Systems, SI Automation, Triant Technologies, Yield Dynamics 9
External Interviews
Using one-on-one In-Depth-Interviews (IDIs), Market Mapping provides quantitative response opportunities for customers while developing a rich database of verbatim responses to open ended questions
We h equ ave to i ip m thro ment u prove o ptim ugh ur put e, and capa city
Our (dev fab (li n ice) yiel e) and ds a s re to ort o lo w
Co m pelli ng P r
Example Question oble ms Q.2. In your role, you undoubtedly have a set of problems or issues that concern you and that you are currently addressing. Here are a set of cards that describe common problems related to process control. Choose and rank order the four problems that you'd most like to solve today and in the near future, and then lets discuss the reasons why youve picked each one.
2005 The Leeman Group
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External Interviews
In addition to a simple selection among multiple choices, the interviewer can ask respondents to rank order, scale or trade-off specific choices of product attributes, future applications or preferred suppliers
Example Question gy Q.15. Some people believe that the way metrology data are used as an input for process control will change 1 significantly in the future. If we assume that most metrology data is used for lot-to-lot or run-to-run process control today, which card most accurately describes how you think metrology data will be used in the next generation of manufacturing processes? Are there any drawbacks or trade-offs that come to mind in order to get to that level?
2005 The Leeman Group
Generated off-line, used to adjust process parameters after each run Inte gr used ated in to th para to adju e to o st p met roce l, ers ss (with in rea l-tim in w e afer ) Gen e sop rated u h s mod isticate ing d e met ls & hi mathe r s mat para ology to torical ical met adju ers befo st pro c re e Futu ach ess re o run f Me trolo
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1.5 1 0.5 0 Fab and sort yield Uptime / throughput / capacity utilization Scrap and rework cycles Metrology time delay 2.3 2.2
1.1 0.7
Fab (line) and sort (device) yields are too low this is the bottom line, and can be painful because we cant always isolate the cause of a bad process Predictability has great value, but its hard to show how it reduces cost Equipment uptime / throughput / capacity were concerned especially with "bottleneck" toolsit is especially difficult to deal with these in a mixed device fab because the tool could be different for each device type
End-user initiatives to improve yield & capacity utilization will drive demand
Mixed device fabs experience much more set-up time Many will want to manage production based on market demand Lines with more process excursions and unplanned maintenance are unacceptable
2005 The Leeman Group
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Strategy Workshop
The strategy workshop is collaborative and interactive, using structured exercises that leverage the research data to reach consensus on Strategic Direction, and a supporting portfolio of Value Propositions and Strategic Initiatives. MARKET DRIVEN STRATEGY Template
The choice of
Customer groups (segments) to serve Products and services (integrated solutions) to offer each Differential values (benefits) to provide Risks to take or avoid
For the planning horizon and the transition from the present Expressed by the extent and allocation of financial and people resources In order to achieve the strategic vision of the business and achieve its goals
2005 The Leeman Group
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