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CoolChip Technology Benefits from ZENeSYS Competitive Landscape Analysis Methodology

September 23, 2011 Leave a comment

On August 20th and 21st, 32 future management consultants from top Business Schools in India participated in a ZENeSYS Boot Camp. The objective of the  boot camp was to learn ZENeSYS Competitive Landscape Methodology and write the best analysis for CoolChip Technologies.

Winner of MIT clean energy award and recipient of a DARPA grant, CoolChip Technologies has perfected its patented technology for rapid heat removal from high performance computer chips. They are now ready for its next level of growth.

The participants in the Boot Camp were tasked with using the ZENeSYS Competitive Landscape Analysis (CLA) methodology to provide an unbiased assessment of CoolChip’s product features as compared to its competitors. Three teams from Boot Camp submitted their analysis in the final round which prompted the following response from William Sanchez CEO of CoolChip Technologies.

“We had the opportunity to benefit from their novel methodology for competitive landscaping. The ZENeSYS analysis will be very useful for CoolChip’s next stage of growth as we seek our next round of financing. In-depth understanding of the competitive landscape is curial for positioning our company. The ZENeSYS systematic framework provides a clear, concise mulch-dimensional presentation of the competitive landscape. The tool is a priceless piece of machinery for processing unwieldy amounts of information. The rapid report generation and high standard of quality make the market intelligence very valuable and a resource CoolChip will continue to use as we explore new market verticals and require comprehensive analysis on incumbents and new entrants.”

About ZENeSYS Competitive Landscape Analysis (CLA): A methodology that has been perfected over two years to get the most up-to-date snapshot of market conditions as it relates to a client’s specific product or service. The methodology uses a framework based on competitor goals and customer’s preferences to synthesize news, blogs, forums, white papers, patents, press releases, testimonials, product literature, industry reports, books, and journals to identify best practices and opportunity areas. Startups develop insights for growth and investors get an unbiased assessment of investment risk.

Our own Competitive Analysis

March 8, 2011 Leave a comment

If you are in need of custom market research, competitive analysis, or data analytics, here are your options:

  1. ZENeSYS – A virtual, scalable network of certified management consulting resources
  2. Guru/Elance – A host of other portals for engaging freelance consultants
  3. Big Firms – The big name firms like Gartner, IDC, Yankee, Forrester, & Big 4
  4. Client – You could do it yourself

So how do we stack up?

While we are relatively unknown, our unique model of using a network of our own certified consultants has two powerful advantages:

  1. Virtual Consultants meaning lower cost, faster engagements, diverse expertise
  2. Assurance of quality from ZENeSYS core team

Our consulting certification process is a result of developing unique course ware and assessment methodology for over three years. The result – all our past clients are willing to act as our references.

How to get acquired as a startup

February 19, 2011 Leave a comment

I love to speculate what the future will bring when this long recession is finally over. I do subscribe to the popular belief that there will be a new normal. Small business will rule. At the same time the big guys will go on an acquisition spree to play catch-up. Here are seven tips for startups planning to get acquired as their exit planning.

  1. Qualified and Passionate: The founders and leadership team should have a background that indicates not just capability but the ability to sustain ups and down.The casual and the un-passionate will not be able to face the “startup demons”.
  2. Be aware of the competition: Earth calling. Are we the only intelligent life on this universe? Others may be light years ahead. Either change course or do something to leap frog.
  3. Prove the model: Get paying customers and show that the business model works and is sustainable. This seems to be a standard litmus test for any potential investor or acquirer.
  4. Build Credibility: Have referencible customers and link up with well recognized partners. This is one part of assessing  barrier to new entrants.
  5. Get Noticed: Build a good online presence through a well laid out website and a social media marketing plan. When acquires come window shopping, they need to see an audit trail.
  6. Hit the milestones: Show a steady progress on your accomplishments. This is the second factor for building a barrier to new entrants. New entrants need to play catch up.
  7. Prove your uniqueness: Patents may not fully protect the IP but it gives instant credibility and gives investors a sense of assurance that a startup in on to something unique. The third barrier to entry factor.

Crowdfunding Social Entreprenuers

February 1, 2011 Leave a comment

CARMa a social enterprise in India who are creating opportunities for the needy in rural India has entered a race to raise $8,000 to win an accelerator program at The Unreasonable Marketplace.  CARMa has made it into a shortlist of 45 who are in a race to convince that the crowds they have it in them to do what it takes to realize their vision. If the entrepreneurs can raise the target amount, Unreasonable Marketplace will put them in touch with well known venture firms such as The Acumen Fund and put them in contact with other sponsors for high growth potential.  Supporters will need to put their money where their mouse is. Another great example of tapping the power of crowds and this time, for funding, credibility and an expression of our sentiment.

Competitive Landscape Analysis Consulting Case Competition @ ZENeSYS

January 29, 2011 Leave a comment

The following case competition starts today which is open to more than 590 members on the ZENeSYS consultant network at www.zenesys.org.

The objective of the completion is to demonstrate potential in researching and analytical thinking capability. Participants have been tasked with learning and applying ZENeSYS Competitive Landscape Methodology. This methodology was developed last summer by a team of IIM-C interns at ZENeSYS to identify best practices and opportunity areas by analyzing market leaders in any given segment.

The CASE: You have been hired by Sunrise Fashion Garments India Pvt. Ltd to help them with growing to the next level. Sunrise specializes in manufacturing designer clothing for women. Sunrise gets orders from designers, sources the material and manufacture the garments to specifications. Right now their sales is about 8 Cr in annual turnover by supplying to small fashion designers and small brand name retailers. They want a 3 year plan to grow three times in size. They need help with raising capital, build a new manufacturing facility and launch an aggressive sales and marketing campaign to accomplish their growth target. You work for ZENeSYS and plan to use their Competitive Landscape Analysis to determine the Best practices and Opportunities for reaching their growth target.

We will publish the winning entry here in 3 weeks time.

Lack of early insights in startups impairs profitability

January 24, 2011 Leave a comment

Here is a Startup conundrum. “If startups knew today what they will find out five years later, they would reach profitability sooner”. If we plot a curve for two key indicators – operational cost factor (OCF) and clarity of vision (COV), it would look like this.

Improving efficiency with clairty of vision

At inception, the operational cost factor is high. Startups could be spending money on wrong things as the clarity of vision is poor. As clarity of vision improves slowly – mostly by trial and error, they become more efficient and cost of operations start to go down.

What can be done to improve this? The answer is simple. Study the market, take an objective view and make the necessary changes. This rarely happens because founders have a hard time justifying the money for market researchers and strategic advisers.

Are there are any recent founders out there listening, let us know what we need to do to convince you!

Sponor a Consulting Skills Competition to get your answer

January 20, 2011 Leave a comment

Do you have a market research question that you need answered?

Sponsor a consulting skills contest on our network of 600+ eager consulting fans from leading B-Schools and young professionals. The competition objective is to test the ability to use the tools and methods that is being taught at ZENeSYS. Expect around 20 to 25 contestants enter the competition. We will shortlist the 3 best entries and send it to the sponsor.

You the sponsor, decide the winner and enjoy the insights!

How to sponsor the competition

  1. In one sentence tell us what you are trying to accomplish.
  2. It needs to be a well defined goal or objective e.g.  you are a manufacturing firm looking to setup a new unit in a different country.
  3. Name 3 to 5 competitors in your industry
  4. Send an email to info@zenesys.org or see our website to see who we are

What to expect in the report

  1. A 25 to 30 page powerpoint report
  2. A set of best practice ideas for accomplishing the goal
  3. A set of opportunities and risks involved

How the Competition is Administered

  1. The assignment will be thrown open to more than 600 eager and motivated candidates.
  2. Approximately 20 to 30 candidates take up the challenge and work on the assignment.
  3. Out of the submissions, ZENeSYS will shortlist the three best submissions and send it to the sponsor
  4. Declare the winner (the best amongst the three)
  5. Sponsors keep all three reports

Cost of Sponsoring

  1. $ 500

Time to complete competition

  1. 4 weeks

Confidentiality

  1. Sponsoring organizations can choose to remain anonymous