BUSINESS ACCELERATOR
The Refinery business accelerator exists to assist in optimizing the growth of the businesses enlisted in our accelerator program through information-driven management and the use of our refined business-engineering process. The Refinery is powered by a comprehensive set of complementary businesses. Our operations are managed by a qualified team of gifted individuals. 2
REASONING REASONING & BENEFITS The primary objective for undertaking The Refinery business accelerator process is to unlock the potential of a business and ensure that it meets it organizational objectives. The foundational tracts we establish with the strategy formulated will determine the business future outcome. There exists only one optimal way to position a product and to harmonize it with the market conditions it will negotiate. It is that positioning that our accelerator process is mandated to discover. The Refinery business accelerator process is intended to stabilize and anchor the projects we help manage as they successfully traverse their growth cycle and capture every opportunity available to them. Our approach to business relies heavily on research, intelligence gathering, implementation strategy and a profound understanding of the variables that regulate the relationships that bind corporate entities and the people whose needs they intend to meet. 3
SPONSORS TEMARI& CO. 4
TEAM HENRY Strategy A McGill Business graduate, he is in charge of the general supervision, direction, and control of the business and affairs of the team. He has extensive knowledge of and experience in business development, marketing, management, and creative processes, which make him uniquely qualified to serve as its leader. Henry founded and spearheaded a successful Montreal and Toronto business consulting company, Temari & Co.. In addition to his business acumen, Henry is an avid reader of all matters pertaining to business, economics, philosophy, and history. FRITZ Strategy Fritz brings to the team more than 15 years of experience as an IT strategist and manager. To his degree in electrical engineering from ETS, he has added a risk management diploma from McGill University and is in the process of completing his MBA in strategic planning from Heriot Watt University. He was awarded the President s Choice award for IT Project of the Year during his stay in one of Canada s largest telecommunication firm. He is a member of the Project Management Institute (PMI), of the Global Risk Management Institute (GRMI) and of the Risk Management and Insurance Association (PRMIA). DILGE Head of Design Dilge s creative genius is matched by her passion for all things well built; down to the last detail. An accomplished architect in her home city of Istanbul, she was a logistics architect for the construction of the Mercury City Tower of Moscow, the tallest building in Europe. In 2001, she was awarded the Archiprix Mansion Prize, top prize in a national architecture competition for all of Turkey s graduating architects. Her holistic approach to design and the experience that connects users to objects of design makes her the perfect individual to guide our design process. 5
KAMRAN Software Project Manager Kamran Khoshnasib is an advanced programmer with a Master of Science Information System Security and extensive programming experience with diverse programming languages such as Java (JSE, J2EE, J2ME, and Android SDK), PHP (MVC frameworks like Yii and cakephp), Javascript (jquery), VC++, VB6, Databases like MySQL and MS SQL Server, and software development methodologies like RUP and Scrum. He has used his computer skills to support several industries including energy generation, accounting, navigation, health care and security. He has a strong grasp of other technologies including Joomla, Matlab, HTML and Linux, and provides expert advice and technique to our team. FRANCIS Project Manager Francis brings to the team versatility and creativity. His various skills set enable him to perform multiple tasks ranging from research and development, project management and business development. In 2009, he co-founded Le KASP, an organization for civic innovation. Since, he s been involved with all type of different projects and activities, such as C2MTL 2012 powered by Sid Lee or with the Huffington Post as a blogger. In addition to its various implications, Francis is now completing a bachelor degree in political science at the Université du Québec à Montréal. JUSTIN Visual Graphics Coordinator Justin s passion for design fuels the visual design approach at The Refinery. He brings to The Refinery more than 12 years of experience in creating visually rich content for broadcast design, animation, visual effects, and motion graphics. He has perfected his craft working with industry giants such as HBO, Nickelodeon, Showtime, MTV, and Rogers. Justin is an ardent believer that our mandate consists of extracting the perfect visual translation of your vision in the most powerful, effective, strategic and distinctive way. 6
JOE Research Analyst Joe has a Bachelors of Mathematics from University of Montreal specialized in Science and is currently completing the actuarial exams in order to become an F.S.A. (Fellow of Actuarial Science) specialized in Health and Casualty. He oversees all aspects of research and development in the team with a focus on the mathematical modelization and success probability analysis of business systems and their operations to ensure optimal growth. ROSITA Financial Analyst As our financial analyst, Rosita is in charge of our financial modeling processes. She is a HEC Maroc business graduate and possesses a Masters in Finance from l École Supérieure de Commerce La Rochelle, France. Her experience as a financial analyst with some of the largest companies in the world (Coca-Cola France and Bouygues Real Estate International) has provided her a refined understanding of financial optimization mechanisms, from simple to most advanced. GIANNI Online Strategist Gianni is an online marketing pioneer, having been involved in advanced Internet marketing since 1999 when he managed an affiliate program overseeing more than 500 webmasters. An online marketing scientist, he began his foray into the study of e-commerce marketing in 2004 where he managed the transition of numerous large corporations into the web space. His expert outlook on all matters pertaining to business, IT, marketing, and online client conversion allows us to seamlessly translate all business strategy frameworks to the internet and achieve positive business objectives online. 7
FREDERIC Business Analyst Frederic has founded several highly successful online companies. He founded ineedmotivation (www.ineedmotivation.com), a personal development and life coaching online/e-commerce platform. For the past 8 years, he has also operated an international hosting company. He brings to the team a unique perspective on the coinciding points of offline and online business. He is currently a Research Associate of the Kenneth Woods Portfolio Management Program at Concordia University and completing his Financial Modelling and Valuation Certification. H. JONATHAN BIRKS Senior Advisor Jonathan brings to The Refinery a wealth of business acumen that has been cultivated during a 40-year executive career in which he served as the President, CEO & Owner of Henry Birks & Sons Inc., a Director of Reitmans ( Canada ) Ltd.; Provigo Ltd.; Stone & Webster Canada Ltd.; Standard Broadcasting Corp. ; and the President of the Canadian Jewellers Association. At the same time, he has also served as a member of the Canadian Board of Directors of one of Switzerland s oldest and finest private banks, Lombard Odier for close to 35 years. In The Refinery, Jonathan is relied on for his invaluable insight in all matters pertaining to business development; especially when formulating international market penetration strategies. Mr. Birks holds a B.A. from McGill University, a Bachelor in Law from Laval University as well as a Diploma in International Law from the City of London College, London, England. 8
OUR STRENGTHS 1ADVANCED BUSINESS INTELLIGENCE GENERATING SKILLS INGENUITY IN BUSINESS DEVELOPMENT, INNOVATION, TECHNOLOGY, BRANDING, AND DESIGN 2 3STRATEGIC CONTACTS IN NUMEROUS INDUSTRIES 9
THE REFINERY S ACCELERATOR PROCESS The Refinery relies on expert business strategists and on a resourceful network of partners to ensure that each venture we help manage is properly calibrated and positioned to meet its full business potential. SELECTION PROCESS FOR CANDIDATES DESIGNING COLLABORATIVE FRAMEWORK PROPOSAL EXECUTION 10
1 SELECTION PROCESS FOR CANDIDATES 1.1. Preliminary review by The Refinery analysts 1.2. Interviews 1.3. In depth analysis of candidate I. Review of team constitution II. Project novelty III. Corporation vision & storyboarding IV. Overall project alignment with The Refinery expertise & resources 2 DESIGNING COLLABORATIVE FRAMEWORK 2.1. Inventory review & matching of current resources I. Human II. Capital a. Financial b. Knowledge III. Assets 2.2. Research & project validation framework I. Test brand for sound architecture II. Business environment review vs. candidate s proposed solution III. Diagram of the industry s ecosystem IV. Trends analysis V. Target markets profiling VI. Client segmentation 2.3. Strategy formulation I. Operational a. Internal processes b. Resource optimization c. Personnel tasks and roles definition II. Branding engineering III. Business a. Action plan b. Products/services development c. Sales - Client procurement - Sales cycle optimization 11
II. Branding engineering III. Business a. Action plan b. Products/services development c. Sales - Client procurement - Sales cycle optimization d. Competitive dynamics e. Forecasting IV. Marketing arsenal a. Designing b. Implementation c. Performance measuring V. Financial a. Accounting & financial architecture b. Metrics selection c. Projections & Valuation d. Capital optimization e. Funding procurement VI. Technology a. Supply chain optimization b. Research & development c. Collaboration framework d. Quality control 3 PROPOSAL 3.1. Valuation of our investment 3.2. Collaboration parameters formulation 3.3. Agreement 4 EXECUTION 4.1. Implementation Comprising of Stakeholders 4.2. Measuring Performance Against Established Milestones I. Adjustments 12
INDUSTRIES TARGETED BY THE REFINERY S ACCELERATOR PROCESS Banking & Financial Services Biopharma & Life Sciences Business Services Construction Energy Government Healthcare High tech & Telecommunications Information Technology Internet Media, Entertainment & Technology Real Estate 13
CASE STUDY 2013 COMPANY : SRF SOLUTION INDUSTRY : TECHNOLOGY ANALYSIS PERIOD : 5 WEEKS IMPLEMENTATION PERIOD : 12 WEEKS SRF SOLUTION ACCELERATOR PHASES ANALYSIS INTERVIEWS Management and personnel Resource assessment Research & Project Validation Framework Business outlook REPORTING EXECUTION & PERFORMANCE MEASUREMENT THE REFINERY S ACCELERATOR PROPOSAL 14
TIMELINE JANUARY 2013 APRIL 2013 FEBRUARY 2013 Buz Pass software programming complete Review of business model Interviews Technology assessment Business plan preparation MARCH 2013 Sales cycle initiated with air transportation industry players in Canada, France, and Senegal Technology planning for development of 2014-2015 product platform Expansion of the product catalogue to 6 Insourced software & marketing design processes Hiring pf production team and securing work space Roll out fleet optimizer solution Set-up business intelligence unit Coordinate redesign of web and brand identity Reconfigure sales strategy Networking and forging alliances with industry players Two sales of fleet optimizing software, revenues generated at least 6 months before pre-refinery forecasts Initiate programming of fleet optimizers Program Buz Pass software Perform due diligence on possible investment target Preparation of corporate literature Recyc Quebec BGE 15
MAIN COMPONENTS OF THE REFINERY S ACCELERATOR FRAMEWORK: Business intelligence gathering Business strategy & implementation Branding strategy & implementation Marketing strategy & implementation Sales & client procurement strategy & implementation Human resources strategy & implementation Supply chain optimization & implementation Research and development strategy & implementation Technology strategy & implementation Financial strategy & implementation Office space procurement & architectural planning Networking strategy with key industry participants 16
CONTEXT Prior to entering The Refinery accelerator program, SRF Solution was a Quebec technology company that was finalizing the development of a RFID based student transportation tracking system. We began our collaborative process with SRF Solution in January 2013. The Refinery accelerator process presented in this document covers the first 120 days of SRF Solution s passage through our accelerator program. Substantial Refinery resources were invested and helped to produce positive and tangible business results. SRF Solution, launched in January 2012, had successfully developed, tested, and validated an advanced student transportation tracking system that it hoped to commercialize in 2013. The company possessed a strong organizational foundation and an outstanding backend architecture. SRF Solution relied on a strong network of complementary actors to oversee some of its outsourced activities (i.e., marketing, design, programming, etc.). The first part of SRF Solution s Refinery process was to determine the degree to which the current structure was able (or not able) to meet its rich potential. SRF Solution proved to be an ideal candidate for The Refinery because of the quality of the work that had been done by its personnel during their first year of operations. SRF SOLUTION S STRENGTHS 1. Energetic, resourceful and ambitious team 2. Flexible organizational culture 3. Outstanding sales experience 4. Solid technology 17
SRF SOLUTION ACCELERATOR PROCESS A BUSINESS STRATEGY Product Catalogue Technology Development Human Resources Operations Research B MARKETING STRATEGY C SALES STRATEGY D SRF SOLUTION GOING FORWARD 18
PRODUCT CATALOGUE PRE-REFINERY SRF SOLUTION S PRODUCT CATALOGUE STRATEGY PRE-REFINERY JANUARY 2013 BUZ PASS In January 2013, SRF Solution was working in its laboratory on its last round of technology testing, with outstanding results. The staple product it developed, the BUZ PASS Platform, had been installed in a fleet of school buses and offered an industry solution vastly superior to competitive offering. The business strategy for this promising student tracking system, still several months away from commercialization, was to present it to local school boards during the summer. While the BUZ PASS system possessed undeniable market penetration potential, the company was still raw and required precisely formulated business plan, pricing, marketing, and sales strategies. 19
PRODUCT CATALOGUE SRF SOLUTION S PRODUCT CATALOGUE STRATEGY THROUGH THE REFINERY FEBRUARY 2013 + THE REFINERY INPUT ACCESS CARDS LUGGAGE TRACKING INVENTORY TRACKING FLEET OPTIMIZER STUDENT TRACKING TICKETS 20
At The Refinery, January was spent compiling as much data as possible on the technology and the business environment SRF Solution would need to navigate. We were able to extract critical business intelligence, which strengthened our understanding of the particular market conditions that would favor the development of SRF Solution. This business intelligence also confirmed our initial assessment of the company; that management was headed in the right direction. The Refinery s technology and business units spent January reviewing the innovative RFID platform employed by SRF Solution to determine its business reach and whether or not the product catalogue could be expanded. The comprehensive review proved fruitful as our engineering team served to elaborate simple technology paths to a catalogue that was expanded to five additional products. The core of the RFID platform developed and employed by SRF Solution was tracking. In addition to the initial student tracking system, The Refinery s research team leveraged the technology and proposed the development of logical complementary offerings that would enable SRF Solution to ascend from a Student Transportation Tracking company to an Asset Tracking Technology Company: Access cards Luggage tracking Inventory and asset tracking Fleet optimizing system Ticketing system While the development focus remained on SRF Solution s BUZ PASS, a strategy was devised to explore which components of the BUS PASS system could be immediately presented to prospective clients. It was determined that of all of the components, the fleet optimizing system could readily be sold, even before the final BUZ PASS software and user interface would be completed. During that time, a comprehensive business plan was also prepared in order to equip SRF Solution s team with an augmented understanding of matters pertaining to the business conditions, competitive dynamics, trends analysis, pricing strategies, marketing and sales analysis. We also conducted several interviews with key industry participants, including competitors, in order to correct SRF Solution business positioning as we move forward. 21
5.0 s trategy and i mpl ementation DeDicateD to the safe transportation of what matters most Before a company can effectively market itself, it must first establish a strong brand identity. srf solution s brand will build on its core values of innovation and safety with system designed to make the province s student transportation environment the safest in the country. The company s technology is within the financial reach of school officials, parents, and transportation companies of any size. Here is a look at srf solution s strategic balanced scorecard: 1 18 Quebec Student Enrollement 4.1 / m ark et a n a L ysis 385,591 73,744 The Quebec student transportation ecosystem is one of the largest and best organized one in Canada, carrying 615,000 students everyday and generating more than $525 million every year. Around 60% of all elementary and high school student population of the province relies on school bus transportation to go and return from school 1. In terms of distance travelled, the daily total reaches 1 million kilometers. 442,255 The routes are managed by a group of 800 transport companies, employing more that 9,500 bus drivers, of which, 40% are women. The graph below shows the number of school buses operating in the province. The latest figures indicate that they have Pre-school Elementary High School reached more than 10,000 buses. Total expenditures for the school system reached more that $9 billion in 2008. Number of School Bus in Quebec 10,301 10,284 72 School Boards in Québec: o 60 francophone, o 9 anglophones, o 3 with a particular status 2 362 schools: o 1,741 schools only offer pre-school et primary school education, o 427 high schools, o 194 schools offer at the same time pre-school, primary school and high school education 9,969 9,812 9,675 9,587 9,500 2002 2003 2004 2005 2006 2007 2008 1 MELS, 2011-2012 12 13 22
DEVELOPMENT STRATEGY PRE-REFINERY SRF SOLUTION S TECHNOLOGY DEVELOPMENT STRATEGY PRE-REFINERY For strategic and resource constraint reasons, SRF Solution was exploring the possibility of outsourcing the programming of its software to a partner with whom it had developed and tested the BUZ PASS system, Academia RFID. They were also exploring another possibility. SRF Solution had engaged in discussions with a second company, EMAPPETIZER, who offered to design the software. Because SRF Solution lacked the personnel resources to undertake the programming of its software, both options were logical. The timeline for delivery for both companies were similar, 90 days, but the price structure was vastly different. 23
OPTION 1: Academia RFID proposed the following: Software Development: $136,300 Annual Support $20,445 Total $156,745 plus taxes ($181,076) OPTION 2: EMAPPETIZER proposed the following: Software Development: $50,000 They would co-own the platform and be able to sell it as part of their product catalogue While more expensive than Option 2, the advantage of going with Option 1 was that Academia RFID was a trusted partner and possessed an acute understanding of the system, virtually guaranteeing the successful delivery of the software. EMAPPETIZER s offer, while significantly lower, would see an external collaborator retain ownership and distribution rights over the system. Because the system development was outsourced, SRF Solution would not qualify for any R&D credit program. 24
DEVELOPMENT STRATEGY SRF SOLUTION S TECHNOLOGY DEVELOPMENT STRATEGY THROUGH THE REFINERY After careful analysis, The Refinery s programming team was chosen to undertake the design of the software system. It was a logical choice given that several of our programmers had previously built advanced tracking and mobile systems and that our Human Resources team was confident it could secure the right additional talent to deliver the platform. In addition, developing the system in house would protect SRF Solution ownership rights, help it acquire new technology insight, and achieve greater control over the technology production process. The Refinery s technology development mandate was as follows: Identify talent requirements Manage recruitment and hiring process Set up the production facilities Supervise the programming team Ensure project management Deliver the software solutions according to specs Elaborate the trajectory and more evolved version of current product catalogue It is important to note that The Refinery is operated with careful consideration to harmonizing its involvement with our recruits existing networks. For instance, the transition from outsourcing the programming mandate from Academia to us was discussed and determined to be the best course of action in a conversation with the team at Academia, who remains a critical partner in SRF Solution s current strategy. 25
HR STRATEGY PRE-REFINERY SRF SOLUTION S HUMAN RESOURCES STRATEGY PRE-REFINERY BUSINESS TECHNOLOGY STRATEGIES & SALES As mentioned above, before entering The Refinery s accelerator process, SRF Solution dedicated its resources mainly in overseeing the business and technology strategies of the company, as well as managing its sales initiatives. The balance of its supply chain, including the programming of its solutions, was outsourced. Subsequently, its personnel consisted mainly of sales and business strategy collaborators. 26
HR STRATEGY SRF SOLUTION S HUMAN RESOURCES STRATEGY THROUGH THE REFINERY The Refinery s human resources strategy for SRF Solution centered on several key elements: Since its offering would consist of additional products deliverable almost immediately the resources allocated to sales would need to be increased. We assigned some of The Refinery s sales personnel to design a client procurement strategy for all SRF Solution s products. Because the decision was taken to design the software internally, The Refinery needed to secure additional programming talent. Here is the path that led to the building of The Refinery s SRF Solution s production team: STEP1 DEFINING JOB REQUIREMENTS STEP 2 FINDING CANDIDATES STEP 5 HIRING 13 PROGRAMMERS (Software engineers, architects, analysts, electronic and telecom engineers. 3 PhDs, 7 MsC, 2 Undergrads, 1 College student) STEP 4 CONDUCTING 62 INTERVIEWS STEP 3 REVIEWING 146 RESUMES 9 Full-time working at The Refinery lab 4 Part-time working remotely through the virtual private network set-up STEP 6 HIRING 1 LEGAL RESEARCH ANALYST STEP 7 HIRING 1 LEGAL ASSISTANT 27
OPERATIONS STRATEGY PRE-REFINERY SRF SOLUTION S OPERATIONS STRATEGY PRE-REFINERY + + Give that it chiefly engaged in strategic planning, and that its lead generation operations had limited contact with prospective clients, SRF Solution had decided to set-up its operations in its Brossard offices. For the balance of its operations supply chain, SRF Solution relied on the strong collaboration partnerships it had forged with Academia RFID and Can/US Transport. 28
OPERATIONS STRATEGY SRF SOLUTION S OPERATIONS STRATEGY THROUGH THE REFINERY The impacts of The Refinery s strategy on SRF Solution s operations were significant. Because of our ability to roll out the fleet optimizing platform in the near term, which required SRF Solution to precipitate and intensify its sales efforts, a more strategic office location was needed. It was decided to relocate the company s business and sales operations to downtown Montreal while keeping some of its administrative operations in Brossard. A Refinery lab was organized to accommodate the team of programmers responsible for the delivery of the SRF Solution software platform. The plans for the loft were prepared by our in-house architect and equipped with everything from computers, servers, coffee, espresso machines, and plenty of food. 29
To help the SRF Solution team stay current on the progress made by the team, the Refinery programmers also set up collaboration and project management backend systems, built on Microsoft SharePoint architecture. To strengthen SRF Solution s business networks, we secured certain partner privileges with several key players in the business and technology segments. We were also instrumental in finding, and negotiating with SRF Solution, the new offices they will relocate to on June 1st 2013. Our architect prepared the plans for the 5,600 sq. ft. facility. 30
RESEARCH STRATEGY PRE-REFINERY SRF SOLUTION S RESEARCH STRATEGY PRE-REFINERY BUSINESS AND SALES STRATEGY TECHNOLOGY STRATEGY Because SRF Solution elected to concentrate its resources on refining its business and sales processes while outsourcing the technology development portion to its partners, it failed to gain a good measure of technology strategic insight. 31
RESEARCH STRATEGY SRF SOLUTION S RESEARCH STRATEGY THROUGH THE REFINERY The Refinery s strategy was to enable SRF Solution to own as much of its supply chain as possible, help it develop an intimate understanding of the field of business it is a part of, and help it acquire great business intelligence. A Business Intelligence unit was set up, through which data was converted into valuable information that could help refine the business decision-making process. The logic was simple; own the critical parts of the operations (technology, market research, strategy and intelligence production) in order to strengthen the foundation and the understanding of the dynamics that fuel SRF Solution s business opportunities. Strengthening SRF Solution s research capabilities proved critical and useful early on, as our process was used to evaluate an investment target of SRF Solution. In March 2013, SRF Solution identified an acquisition opportunity and The Refinery s research team performed an exhaustive analysis of the targeted company. The Refinery s final analysis report on that target covered critical areas impacting the valuation process, namely: Industry analysis Trends review Legal parameters, and patent protection Business, commercializing, and production strategy Financial forecasting Technology framework Valuation & investment proposal 32
c) Les Acteurs du MArché a) PRofESSionnELS au CanaDa Le Collège Royal des Médecins et Chirurgiens du Canada MEDEC (Société canadiennes de technologies médicales). Leur but est de proposer de nombreuses solutions à même d améliorer les soins aux patients. Bureau des matériels médicaux aux ÉtatS-UniS La fda Le marché américain demeure vital dans l industrie des sciences de la vie, non seulement en raison de sa taille, mais aussi en raison de la portée de la fda pour influencer le marché mondial. Pour la première fois, l agence sera autorisée à utiliser les informations d inspection des gouvernements ou organismes étrangers. Le «Pathway to Global Product Safety and Quality» de la fda est en train de transformer la fda d une agence nationale d exploitation dans un monde globalisé à un organisme véritablement mondial entièrement préparé pour un environnement réglementaire dans lequel la sécurité des produits et la qualité ne connaît pas de frontières. EURoPE La commission européenne: est le point d entrée pour le marché européen EMa: European Medicines agency a L international onu (oms) Health technology assessment international (Htai) 1 4 b) LES ConCURREntS BetA - testing ÉtUDE animal ÉtUDE CLiniQUE Entreprises Positionnement Points forts Points faibles Chef de file mondial dans les technologies de suture depuis acquérir brevet à l échelle MOndIALe EtHiCon (JnJ) Le net en 2010 avoisinait 4.5 milliards de dollars plus de 100 ans filiale du Groupe JnJ Détient la plus grande part de marché Présent sur tous les segments de marché La société JnJ a été en proie à une série de problèmes de qualité de produit, principalement dans la filiale Healthcare Mcneil, PRÉSEntER La MoDÉLiSation Et ÉSQUiSSES REtEnUES obtenir SoUMiSSion EMBaUCHER SPECiaLiStE PoUR ConSEiL SUR LES normes DE fabication Et GEStion PRoDUCtion DiSPoSitifS MEDiCaUx obtenir DÉtaiLS au SUJEt DES ConfoRMitÉS aux normes DE PRoDUCtion DiSPoSitifS MEDiCaUx CoViDiEn 43.000 collaborateurs dans 70 pays, avec des produits vendus dans plus de 140 pays Le net en 2012 avoisinait 11, 9 milliards de dollars Les dispositifs médicaux représentent 57% des ventes totales Un leader dans la fabrication des fournitures et des dispositifs médicaux La santé financière de la compagnie dépend du marché américain 83% de la production de Covidien se déroule aux États-Unis et les augmentations de pétrole, de gaz ont entraîné des coûts de production plus élevés et ont rendu plus coûteux la distribution des produits. identification de l usine de fabrication (IsO 13485/9001/14971) - stérilité, description de la méthode et normes appliquées et résultats de validation - procédures de vérification de conception et de contrôle qualité - modalités de contrôle des matières premières, des composants et du produit fini - procédure en vue de s assurer de l adéquation entre les informations fournies par la prescription écrite de la personne qualifiée et les exigences de fabrication - procédure qui garantit une revue du produit fini au regard de la prescription préalablement à la mise sur le marché des produits B.BRaUn 3M Ca: 6 milliards de $ en 2011 Entreprise allemande Présente dans 50 pays 140 établissements. Entreprise américaine net global: $ 4,521 milliards Ca: 27 milliards de $ en 2010 65 filiales Sites de production dans 38 pays Des laboratoires dans 35 pays Produits vendus dans plus de 200 pays 34% de ses ventes sont USa et 31% en asie Diversification géographique Partenaire privilégié des institutions hospitalisées. Spécialisés dans l innovation La maison mère aux USa consacre près de 1,4 milliards par an dans la R&D soit 6% de son Ca La protection intellectuelle: Durant La période de protection des brevets, l entreprise injecte des sommes importantes en R&D afin de mettre en marché ses versions à faible coût Rappel de produits Warmings letters faible rotation des stocks 21 5 33
MARKETING STRATEGY PRE-REFINERY SRF SOLUTION S MARKETING STRATEGY PRE-REFINERY SRF Solution performed most of its marketing strategy formulation process in house. It also relied on several companies to undertake some activities such as designing its brand identify kit (business cards, logo design, etc.) and its website (designed by Design Shopp). 34
MARKETING STRATEGY SRF SOLUTION S MARKETING STRATEGY THROUGH THE REFINERY Given the Refinery s deep branding, marketing and design capabilities, it was jointly decided that The Refinery s marketing team would manage most of that process going forward. Because of the new business strategy which encompasses greater technology solutions we had to alter the website. Since a contract for the delivery of the website had been previously signed with Design Shopp, they were kept in the design process with direction coming from The Refinery s research and design teams. The Refinery was responsible with the overall direction and control of these website elements: Website structure Layout Content strategy Overall user experience Converting SRF Solution s web profile existence as solely a student transportation tracking system provider to a more comprehensive asset tracking solution company was no simple feat. But thanks to the quality of research compiled by The Refinery on SRF Solution s new identity, and the outstanding work done by the Design Shopp team, the modifications were performed quickly. The website went through an impressive transformation: 35
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The rest of the material produced to aid in SRF Solution s business, marketing and sales processes were produced by The Refinery s marketing and design teams. BROCHURES 37
PRESENTATIONS cloud pass 1 Place Ville Marie, suite 2001 Montreal, (QC) H3B 2C4 Tel.: (514) 864-5454 Toll Free: 1-855-885-6555 www.srfsolution.com info@srfsolution.com cloud pass air-tags air-tags secure t ags 38