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
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
Small Engine
Power Equip
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
• Evolution Brands: Creation, Design, Initial
development strategies, Marketing, Need
evaluation and analytical analysis.
• Vision for a relationship - Execution, Terms and
“Make our strengths your strengths”
Penetration Model
Tool -Use
Talk about it
Seek info
Find it
Partnership Values
Brand recognition
Quality reputation
Strong tool policy
Industry veterans
Support base
“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
-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 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
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
“R&D is quintessential; you cannot survive without it.”
“The information above has been excreted from Repair shop product news.”