Strategic Marketing Engineer Jul 2011 Applications Eng SerDes Marketing amp Applications SerDes Marketing WRLS BTS Marketing WRLS Backhaul Marketing Carrier Ethernet 2003 My 1 st Cell phone ID: 785252
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Slide1
Who is Arash Haidari?Leader, Strategic Marketing Engineer
Jul. 2011
Applications Eng.
SerDes
Marketing & Applications
SerDes
Marketing WRLS BTS
Marketing WRLS Backhaul
Marketing Carrier Ethernet
2003
My 1
st
Cell phone
2008
My 1
st
BB
2006
Oct. 2000
Product Validation Eng.
2004
Slide2What is a Business Strategy?Arash Haidari, September 2011
"People should not be unfamiliar with strategy,
Those who understand it will survive,
Those who do not understand it will perish
“
The Art of War by Sun Tzu, 600 B.C.
Slide3Structure of a Typical Business Organization
= Business Unit
Develops products
Earns
revenue Pays for horizontal groups (in allocation)
CEO
GM
GM
GM
BU
BU
BU
CTO
VP
COO
Technology Advisors
Sales, Finance, etc.
Operations, IT, etc.
GM
= General Manager
BU
BU is a Mini Company within a Company
Slide4Example: PMC-Sierra
CEO = Greg Lang
GM = Daryn Lau
Communications Product Division (CPD)
Technology Advisors
GM = Tom Sun
Broadband Wireless Division (BWD)
GM =
Kobi
Ben-
Zvi
Wireless Infrastructure Networking (WIN)
GM = Travis Karr
Enterprise & Storage Division (ESD)
CTO = Tom Snodgrass
VP of Sales = Rob Liszt
Regional Sales, Field Application Engineers
CFO = Mike Zellner
Finance, Treasury
COO = Colin Harris
Operations, IT, Mixed Signal Design, Layout, …
Slide5Structure of a Typical Business Organization
GM
R&D
Marketing
Applications
VP
VP
Marketing owns
BU’s revenue/profit & Strategy for its growth
Mgmt/Sr. Staff Strategy definition & planning New product definition, execution management, & take to market
Interm
. Staff Take to market new products
Junior
Staff Sales of existing
products
Principle #1:
Every decision, action, priority call, etc. MUST result in revenue/profit growth
Applications = Customer Technical Support
Slide6Why does my Organization Need a Strategy?
Growth is the critical objective of a business!
“
Your bias as a leader can
’t be for stability, predictability, for policy conformance. The passion of leadership has to be to grow a business. You just have to wake up every day thinking about how you are going to grow it.”
- Dan Burnham, CEO Allied Signal Aerospace
The Essence of Strategy (Professor Burgelman)
Gaining and maintaining control of destiny Identifying the forces that affect destiny Dependence/influence & Ecosystem
Changing and/or using the forces to create degrees of freedom to act
Defines how the organization will win Defines how the organization will grow
Defines how the organization will differentiate itself from the competition
Principle #2:
If your CEO cannot articulate your strategy, start writing up your resume!!!
Slide7Lets Learn how to Spell Strategy!
Source: Michael Porter (Godfather of Strategy), 2004, Burgelman
Best practice improvement
Aspirations or goals
A vision
Price
LearningAgility
Flexibility
InnovationAny technology
Restructuring
Mergers / Consolidation
Alliances / PartneringA unique value proposition versus competitorsA differentiated, tailored value chainClear tradeoffs, and choosing what not to do
Principle #3:Strategy defines how the organization will differentiate
, win and grow.
Is Not a StrategyIs a Strategy
Slide8Three Poles in Defining a Strategy
Bourna
(my nephew) January 14, 2011
1) Quantifiable
Objective:
Earn Minimum $1M+/
yr by the time he is 35 support a family own a home
afford a car go on vacation twice a year
Your Objective Frames
the
World for your Strategy
2) Vision: Professional Tennis player (Mom) Professional Hockey player (Dad) Professional Soccer player (uncle) Doctor/Surgeon Lawyer
3) Direction: Differentiated education plan
Slide9Let’s Get Technical
Example:
Grow
my BU to $50M/yr by 2015
My gross margin target is 80% I will invest in Remote Radio
Head Market I must win 30% Market share
Principle #4:
Objective of a Strategy MUST be
Financially Quantifiable
Time Restricted
Framed to a Market
Principle #5:Vision is your Market OfferingStay high-level Vision doesn't’t have to be a product
Example:I will offer a 3-chip product family that:Is developed in 65nm CMOS (low power)Implements a full RRH (low cost)Can be configured for all air interfaces
Principle #6:Direction is your Path to VictoryMust show winningMust show sustainable value proposition
Example:
RRH today use 10+ BiCMOS chipsToo costly & very power hungryChips used today are single bandCustomer RRH is customized to air I/FI enable a 3-chip CMOS RRH for all bands1/3 the cost & power of competitionCustomer designs ONE universal RRHCompetition must switch to CMOS to competeRemote RadioHead (RRH) is the radio of a Basestation (BTS), talking wirelessly over the air to your cell phones
Slide10Strategy vs. Tactics
"
Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.
“
The Art of War by Sun Tzu, 600 B.C
"
All men can see these tactics whereby I conquer, but what none can see is the strategy out of which victory is evolved.
“The Art of War by Sun
Tzu, 600 B.C
Principle #7:
While Strategy & Tactics go hand in hand, your
Simplest & Biggest Mistake is to Confuse them!!!
Principle #8:Tactics is your Execution Plan
Example (from previous slide): Resource, Development, Take to Market Plans for bringing the products to the market
Slide11Developing a Strategic Thought Process
Soft Skills
“
Your
” Principles
Business Experience
Expand Knowledge base through Education
Sit back and look at things from 10,000
feet
Be logical
Don’t be emotional Learn to read people Influence their thinking Think three steps ahead Be diplomatic and maneuver in a political environment
Learn to present Learn to fail and to recover from failure AND many many more ……..
You must develop a thick skin for strategic planning. Take the time to do so!
Slide12Pitching a Strategy
Principle #9:
Treat your Audience as Investors
Principle #10:
Sniff Test: Would you Invest your own Money in your own Strategy?
You need money (investment) to launch a strategy
If not, then
“
why are you standing here and talking to me?
”
Principle #11:
Know your Audience. Different Investors, need to Hear Different Pitches
CEOs, VC
’
s, Angel investors, family & friends are different investors Require different level of details Require different focus areas
Slide13Presenting a Strategy
Show me the Money – Get my attention
Identify your target market & show me how big it is!
What piece of the pie are you going after?
Who is your main target customers, and why are they a target?
Show me the opportunity – Convince me I can make money
Disruptive economic forces in your target market
Key market Trends
Market Opportunity & window of opportunity
Show me what
’
s going on!!! – What are the Challenges/Requirements?
Customer chain challenges / Key requirements / StrategyEcosystem challenges / Key requirements / StrategyCompetition challenges / StrategyYour Challenges/Barriers to entry
How do we enter, win, and stay competitive?Statement of Strategy “Direction“ to Enter & WinSolution/Roadmap strategyTarget Customers & Key Platforms & RequirementsSustainable Value PropositionCompetitive Analysis (your strategy vs. theirs)
What’
s your execution plan?Key architectural requirements/innovationsCritical core competencies & gaps to fillTake to Market planRisk mitigation
Slide14Books to Read
ISBN-10: 1613820844
ISBN-13: 978-1613820841
ISBN-10: 1591840562
ISBN-13: 978-1591840565
Slide15Thank you!Arash Haidari, September 2011
arash.haidari.khabbaz@gmail.com