MTI Advent Corporation

Advent Corporation
| Group 1 | Management of Technology and Innovation
Anto Abraham Arpit Rastogi Ritesh Jain Sandeep Tripathy
073 077 112 114
Shalina Bhatia Arun Ravindran Suman Kumar Saha
119 138 245
Shikha Gupta Suja Barua Suseendran Vishal Gagrai
300 306 308 316
Advent Corp
Founded by Henry Kloss in 1967 for manufacturing specialized electronic products Motto was to make the most efficient piece of equipment at the lowest price to the customer
Initial objective was to create and market a large screen TV system Suspended development of the TV system and switched to hifidelity audio products due to shortage of capital
Group 1 Management of Technology and Innovation IIM Kozhikode
Advent Corp By 1970, Advent sold five products for home entertainment use
Advent Loudspeaker Advent Frequency Balance Control Advent Noise Reduction Unit Advent Tape Deck Model Advocate Crolyn Tape
Licensed technology from Dolby Systems and Du Pont

Henry Kloss Respected figure in consumer electronic product design Keen on strong financial control and micromanagement of processes President of KLH for 10 years and the driving force behind their high quality products Constantly worked on and refined the design of the TV system
Group 1
Management of Technology and Innovation
IIM Kozhikode
Enactment (Modes of Experience)

External Technology Sourcing Internal Technology Sourcing
Substance
Product Development
Process Development
Technical Support
Competitive Stance
Leader
Leader
Strong
Strong
N.A.
Value Chain Stance Resource Commitment Stance Management Stance
Broad
Narrow
High
Continuous Optimization
N.A.
High
Potential to expand
High
High
Moderate
Strong, Centralized
Strong
Innovative
Optimization
Group 1
IIM Kozhikode
WHAT ARE THE KEY ELEMENTS IN ADVENT'S STRATEGY? HOW SUCCESSFUL HAS ADVENT BEEN? WHY?
Group 1
IIM Kozhikode
What are the key elements in Advent's strategy?
Broad
Cost Leadership
Differentiation
Scope Narrow
Cost Focus
Differentiation Focus
Cost
Differentiation
Source of Competitive Advantage Group 1 Management of Technology and Innovation IIM Kozhikode
What are the key elements in Advent's strategy?

Blue Ocean Strategy Advent focused on specialized area of audio market Targeted the low competitive sector Indulge in research directed at invention Use existing inventions, usually off-the-shelf Need seekers Identified latent needs and opportunities for innovation No market research Brand Equity Didnt believe in patent protection Gain market share through brand equity
Group 1
IIM Kozhikode
How successful has Advent been? Why?

Recorded a net profit of $30,000 in the month of September, 1970 which was mainly contributed due to the launch of M200
M200 was first of its kind and there werent any competitors
Audio Loudspeaker was one of the industrys best sellers

Best quality in medium price category
Response from nation-wide distribution and exposure through trade press had been overwhelmingly favorable
Carefully chosen 150 dealers handled distribution of Advent products across the country
Not many products in the pipeline

Absence of idea generation team
What are Advent's distinct technological competencies? Please construct a matrix showing the technological competencies embodied in the different segments of the audio business.
Group 1
IIM Kozhikode
Advents Technological Competencies

Ability to aggregate existing components in response to a perceived customer need/product trend Architectural Innovation Ability to leverage knowledge and sensitivity to
Market trends, customer preferences Technological progress, off-the-shelf products availability
Ability to use knowledge across complementary products

e.g audio players and noise cancelling devices
Simplification of design and production

Technological competencies embodied in the different segments of the audio business
End product loudspeaker, Tape deck (M 200)

Product differentiation through innovation Identification of latent customer needs
Intermediate product (noise reduction units, Crolyn tape)

Identification of existing issues and needs Standardization of components Simplification of design and production
How is this different for the video business?

Competencies for video business
More focus on end customer in video as no intermediate products Scope for improvement in technical know-how optics, CRTs and display technologies Better trained sales force
A means of finishing mirrors at a very low cost to support image projection
Access to screen technology which was owned by Kodak
Research to develop new ways of prolonging the life of the cathode ray tube
Indirect resources such as building space, raw materials, tools and investment capital
Group 1
IIM Kozhikode
What are the key issues and problems facing Advent? Please prepare a detailed action plan.
Group 1
IIM Kozhikode
Issues/Challenges - External factors

No significant economies of scale existed in the industry Success of large screen TVs depended on recorders capabilities to reproduce quality content Outsource manufacturing and sales to achieve economies of scope Complementary products
Hence, collaborate with recorder developers And involve them from initial phase of product development i.e. idea generation
IIM Kozhikode
Group 1
Issues/Challenges - Strategic decisions

Operational Strategy Decision to make or buy receiver units Distribution and marketing strategy Dependency on dealer network to sell the products
Difficulty in selling products with sophisticated innovations Uncertainty about distribution of video products through audio dealers
Cost benefit analysis for make/buy decision Develop own sales force for new products and outsource sales for established products
Reduce uncertainty Focus on core-competency i.e. new product development
Absence of advertising and promotional strategy
In-store displays, demo by own sales force
Group 1
IIM Kozhikode
Issues/Challenges - Future outlook

How to increase sales while maintaining specialized and protected market niche Institutionalization of innovation process Collaboration on profit sharing model
Relinquish control over non-core competencies
Form ideation team

Members with different skills and backgrounds Discuss ideas with suppliers and partners to check feasibility and to make necessary modifications
IIM Kozhikode
Group 1
Characterize Kloss's style as a general manager. Does he need to change? How?
Group 1
IIM Kozhikode
Kloss's managerial style

Equity control 75% equity shares Active involvement with R&D team Reliance on experience and intuition about product sales One-man army Idea generation centralized in just one individual Closely supervised production operations
Determined even the assembly steps and production rate
Group 1
IIM Kozhikode
Change
Change required To make the organization self-sustainable, independent of his association with the organization How? Delegate powers and responsibilities Build a core executive team better decision making Succession planning identify and nurture future top management Form ideation team
Members with different skills and backgrounds Discuss ideas with suppliers and partners to check feasibility and to make necessary modifications
Build capabilities in concept testing

To better estimate sales potential of a product Build organizational capabilities, rather than depending on individual
Thank you
Group 1
IIM Kozhikode

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Advent Corporation

| Group 1 | Management of Technology and Innovation

Anto Abraham Arpit Rastogi Ritesh Jain Sandeep Tripathy

073 077 112 114

Shalina Bhatia Arun Ravindran Suman Kumar Saha

119 138 245

Shikha Gupta Suja Barua Suseendran Vishal Gagrai

300 306 308 316

Licensed technology from Dolby Systems and Du Pont

Management of Technology and Innovation

Enactment (Modes of Experience)

Value Chain Stance Resource Commitment Stance Management Stance

Management of Technology and Innovation

Management of Technology and Innovation

What are the key elements in Advent's strategy?

What are the key elements in Advent's strategy?

Management of Technology and Innovation

How successful has Advent been? Why?

Audio Loudspeaker was one of the industrys best sellers

Not many products in the pipeline

Management of Technology and Innovation

Advents Technological Competencies

Ability to use knowledge across complementary products

Simplification of design and production

Technological competencies embodied in the different segments of the audio business

End product loudspeaker, Tape deck (M 200)

Intermediate product (noise reduction units, Crolyn tape)

How is this different for the video business?

A means of finishing mirrors at a very low cost to support image projection

Access to screen technology which was owned by Kodak

Management of Technology and Innovation

Management of Technology and Innovation

Issues/Challenges - External factors

Management of Technology and Innovation

Issues/Challenges - Strategic decisions

Absence of advertising and promotional strategy

In-store displays, demo by own sales force

Management of Technology and Innovation

Issues/Challenges - Future outlook

Form ideation team

Management of Technology and Innovation

Characterize Kloss's style as a general manager. Does he need to change? How?

Management of Technology and Innovation

Kloss's managerial style

Management of Technology and Innovation

Build capabilities in concept testing

Management of Technology and Innovation

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