Transcript Bull Ram
Bull Ram A specialized high Impact socket that provides safe operation with an effective nut ejection method. “Predict the Future” “The battle for market supremacy will not be between enterprises, But between supply chains.” DR.HAU LEE, Stanford University Bull Ram Evaluation • • • • • • • • Simplified Mechanical Technology Significantly improves on current capabilities Ease of manufacture Three (3) total parts Requires only one additional machine cuts Added material and labor cost minimal Compounded return on Investment Nominal set up cost “ Simple effective and worthwhile “ Mark Vanderpool-Engineering Mechanic Bull Ram Advantages • • • • • • • Advantages: Time, Safety and Performance Better control of nut ejection methods Remove hand contact with rotating parts Increased safety from pinch points limits repetitive hand motion Improved operational controls Market entry into specialized segment “ Logical design with a pragmatic solution” James Sylvester- Aviation Mechanic Survey Results Factor Torque Safety Control Application 0 Auto 20 Diesel Aviation Assembly Erectors Indusrial 40 60 Small Engine 80 Marine 100 Aftermarket Power Equip Locomotive Motorcycle Strengths to market • • • • • • • • • Production model complete Confirmed Patent pending Test-Marketed successfully Trademark for name Domain name secured Web site under development Adaptability of technology is numerous Specialized exclusive to this devise Logo design has been copyrighted “ A modern mechanics Triumph “ Don Kielack-Maintenance Mechanic Partnership Synergy • Your Company: Manufacturing, Distribution, Warehousing, Logistics, Increased time to market, Tool industry experience, Operational management. • Evolution Brands: Creation, Design, Initial development strategies, Marketing, Need evaluation and analytical analysis. • Vision for a relationship - Execution, Terms and Timing “Make our strengths your strengths” Penetration Model Tool -Use Think Talk about it Seek info Find it Purchase Partnership Values Quality Relationship Value Service • • • • • • Brand recognition Quality reputation Strong tool policy Industry veterans Support base Specialized “Invent the Future” “Business more than any other occupation is a continual dealing with the future; It is a continual calculation, an instinctive exercise in foresight.” -Henry R. Luce “Why Specialize” Specialized tools are big business. Primarily, due to the private label hand tool explosion. Manufactures and distributors are relegated to limited shelf space and share of market to existing lines of penetration. While the penetration of private label tools has limited the brand choice, retailers continue to go head to head competing for market share offering specialized features and functions. For independent manufactures there must be a continual effort to the development of exclusive specialized tools. Ergonomic tools- are top priority leading the way to reduce repetitive movement and potentially dangerous aspects that would otherwise lead to injury. The Stanley company has a staff of designers testing, grip force, wrist angle, vibration and torque to gauge comfort and ease of use. Cooper tool has also focused on comfort grip to reduce hand slippage, which may also eliminate pressure on the median nerve in the palm. Providing comfort in higher torque applications is essential to the ergonomic arena. Customers demand them especially Mechanics and high end buyers are willing to pay a premium for these types of tools. A study by Alltrade stated that small to medium sized manufacturers’ of hand tools will continue to loose market share to more sophisticated units that are focusing expansion in the industrial sector and the growth of specialized tools. Other market dynamics affecting unit sales include the Internet, which has prompted vendors to begin selling tools online themselves and or at least promoting them through other established e-tailers such as www.toolsource.com. As an example Sears alone sold 3,500 tools online and 60 members of the North American Trade Group, Hand Tool Institute, which said half of there membership is currently selling online. Although brand choices will continue to become limited in the future, particularly at retail, this will require manufactures to develop more exclusive specialized tools. “The Importance of R&D” A survey by the Industrial Research Institute has indicated the real importance of continued R&D looms large for tool manufacturers. Integration of new and rapidly developing specialized tools must go hand in hand with existing portfolios and that of day to day business planning and strategies which have become equal in importance. The companies’ development and longevity will have to become advanced in their use of information technology and competitive intelligence, so R&D’s biggest influence now is time. Companies with better R&D resources are better able to survive in the face of this highly competitive marketplace. Those companies that do not have a direct sales force must push their capabilities to market faster. You see a great concentration of smaller companies, while not many medium sized companies have a dominate position in specialized and niche hand tool categories in the manufacturing industry. R&D is becoming a part of many companies marketing efforts. A PricewaterhouseCoopers survey found that more than three in four business chiefs say the integration of new and specialized tools went into the planning of their business strategy of the companies R&D efforts. Factors influencing R&D for small to medium sized companies trying to compete today must include partnerships and alliances, due to limited R&D budgets and extraneous cost of such business development strategy which now places R&D in the specialized spotlight. As documented cost control is important for companies. R&D is a seed of corn. R&D is getting faster with a better understanding of their science and their customer. R&D has become more flexible, more adaptable to change, through better customer feedback. R&D has improved its ability to develop new processes, new products, or new services that help develop new markets. Fifty three percent (53%) that are involved in some type of R&D have people dedicated to collecting, analyzing and applying intelligence for the companies they are aligned with and service. While this aspect is often broad in scope, gathering intelligence through strategic alliances, acquiring externally developed technologies, partnering with key customers, performing risk analysis for such newly developed technologies and identifying market gaps. Utilizing networks and databases and analyzes patents of competitors’ products. This requires someone to collate, evaluate and analyze and disseminate this data from competitors’ products, your own products, your customers’ expectations and the expectations of other customers in the market. R&D Defined 1-2-3 R&D boils down to three important roles: • Partnering with key allies that are basically interfacing with the market, involving the customers’ as external engineers based on their future needs. • Identifying market gaps-projecting the potential of its own products and the potential competitive advantages of its competitors’ products. • Acquisition of externally developed products and technologies. “R&D is quintessential; you cannot survive without it.” “The information above has been excreted from Repair shop product news.”