Matching Items (3)
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Description
Company X has developed RealSenseTM technology, a depth sensing camera that provides machines the ability to capture three-dimensional spaces along with motion within these spaces. The goal of RealSense was to give machines human-like senses, such as knowing how far away objects are and perceiving the surrounding environment. The key

Company X has developed RealSenseTM technology, a depth sensing camera that provides machines the ability to capture three-dimensional spaces along with motion within these spaces. The goal of RealSense was to give machines human-like senses, such as knowing how far away objects are and perceiving the surrounding environment. The key issue for Company X is how to commercialize RealSense's depth recognition capabilities. This thesis addresses the problem by examining which markets to address and how to monetize this technology. The first part of the analysis identified potential markets for RealSense. This was achieved by evaluating current markets that could benefit from the camera's gesture recognition, 3D scanning, and depth sensing abilities. After identifying seven industries where RealSense could add value, a model of the available, addressable, and obtainable market sizes was developed for each segment. Key competitors and market dynamics were used to estimate the portion of the market that Company X could capture. These models provided a forecast of the discounted gross profits that could be earned over the next five years. These forecasted gross profits, combined with an examination of the competitive landscape and synergistic opportunities, resulted in the selection of the three segments thought to be most profitable to Company X. These segments are smart home, consumer drones, and automotive. The final part of the analysis investigated entrance strategies. Company X's competitive advantages in each space were found by examining the competition, both for the RealSense camera in general and other technologies specific to each industry. Finally, ideas about ways to monetize RealSense were developed by exploring various revenue models and channels.
ContributorsDunn, Nicole (Co-author) / Boudreau, Thomas (Co-author) / Kinzy, Chris (Co-author) / Radigan, Thomas (Co-author) / Simonson, Mark (Thesis director) / Hertzel, Michael (Committee member) / WPC Graduate Programs (Contributor) / Department of Psychology (Contributor) / Department of Finance (Contributor) / School of Accountancy (Contributor) / Department of Economics (Contributor) / School of Mathematical and Statistical Science (Contributor) / W. P. Carey School of Business (Contributor) / Computer Science and Engineering Program (Contributor) / Barrett, The Honors College (Contributor)
Created2016-05
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Description
Entering a new market in the construction industry is a complex task. Although many contractors have experienced the benefits of expanding their market offerings, many more have had unsuccessful experiences causing hardship for the entire organization. Standardized decision-making processes can help to increase the likelihood of success, but

Entering a new market in the construction industry is a complex task. Although many contractors have experienced the benefits of expanding their market offerings, many more have had unsuccessful experiences causing hardship for the entire organization. Standardized decision-making processes can help to increase the likelihood of success, but few specialty contractors have taken the time to develop a formal procedure. According to this research, only 6 percent of survey respondents and 7 percent of case study participants from the sheet metal industry have a formal decision process. Five sources of data (existing literature, industry survey, semi-structured interviews, factor prioritization workshops, and expert panel discussions) are consulted to understand the current market entry decision-making practices and needs of the sheet metal industry. The data help to accomplish three study objectives: (1) determine the current processes and best practices used for market entry decision-making in the sheet metal industry, (2) identify motivations leading to market entry by sheet metal contractors, and (3) develop a standardized decision process that improves market entry decision outcomes. Grounded in a firm understanding of industry practices, a three-phased decision-making framework is created to provide a structured approach to guide contractors to an informed decision. Four industry leaders with over 175 years of experience in construction reviewed and applied every step of the framework to ensure it is practical and easy to use for contractors.
ContributorsSullivan, Jera J (Author) / El Asmar, Mounir (Thesis advisor) / Gibson, G Edward (Committee member) / Sullivan, Kenneth (Committee member) / Arizona State University (Publisher)
Created2016
Description

CircaLight is a Barrett Honors Thesis Project that was conducted through the Founder’s Lab Program in the W.P. Carey School of Business at Arizona State University. A team of three students, each with different majors, came together to complete the project. Jackson Krug, Benjamin Sare, and Gabriel Zimm formed the

CircaLight is a Barrett Honors Thesis Project that was conducted through the Founder’s Lab Program in the W.P. Carey School of Business at Arizona State University. A team of three students, each with different majors, came together to complete the project. Jackson Krug, Benjamin Sare, and Gabriel Zimm formed the team as part of Cohort 3 of the 2021-2022 Founders Lab Program. They are each pursuing bachelors degrees in Mechanical Engineering, Finance, and Business Administration, respectively. This diversity of schooling allowed them to approach this project from multiple, diverse perspectives. Due to their familiarity with sleep deprivation throughout college, the team chose to pursue a project centered around NASA’s Advanced Solid State Lighting System, which functionally mimics the changes in natural light that humans would typically experience on earth. This technology provides these same fluctuations to astronauts in space. A unique logo and branding were created for a potential product that would use this technology. Three different marketing strategies relating to this brand were developed and tested to achieve this project’s goal: determining the best prospective market for this technology. The three potential market areas we tested dealt with: general fatigue & lack of productivity, family sleep habits, and jet lag. Through our research, we found the most attractive market to be people who are looking to improve their sleep habits and productivity at home. Conversely, we concluded that while there is an audience for travel fatigue solutions, the market is not interested in this NASA technology.

ContributorsZimm, Gabriel (Author) / Krug, Jackson (Co-author) / Sare, Benjamin (Co-author) / Byrne, Jared (Thesis director) / Pierce, John (Committee member) / Barrett, The Honors College (Contributor) / Dean, W.P. Carey School of Business (Contributor)