Dissertation 代写 Answers to Case Study of Le Petit Chef
Analyze the current project portfolio and identify clearly which projects should Ms. Gagne fund & why? How many can she fund? How should she handle the executive meeting?
What are we looking for with this analysis? Estimate if Le Petit Chef management innovation and more precisely New product development policy is handle in a success way and if they are positioning themselves in the best track to capture as much as possible value they can into their market. Does their process bring them to make the best choice in the project portfolio?
Thus, we have to asses and understand what they are currently doing and what are their options?
If we simply visualize and situate each project on a map in order to see how their project portfolio is balanced (see exhibit 1) we can see that their entire project, except one is concentrated in the derivative area. Their projects are not well balanced, especially in this type of market (maturity with fierce and growing competition).
From what I understand regarding Le Petit Chef current position and Challenge, Mrs. Gagne should choose to fund immediately (urgently) the project A, the one that could lead to a new intelligent line of Microwave cooking appliances with multiple sensors, and controls with fuzzy logic intelligence (306 person-months) – 18 months for completion.
Indeed, this project, even if as she remarks, will take almost all the resources from the R&D department (about 67% for year 1), is the project that will save le Petit Chef from bankruptcy (not less than that).
In fact, It solves a couple of serious troubles that they are facing in one shot.
First as Mr. François Truc, senior R&D design engineer says: Le petit Chef needs to develop a high-end Microwave oven: Fuzzy logic intelligence which will be or already is in some market, the next generation product (the breakthrough area) of their industry.
It will solve the problem Le Petit Chef has with variation in the quantity and combination of ingredients being placed in the cavity. With that, they will be able finally to reduce their ranges of product that are much too wide. They had confused quality and quantity.
Like that, the Director of Manufacturing, Gérard Lefèvre will be able to increase unit volumes for each product selected, because the sales will be realized on less models (after the range review due to this improvement innovation) thus increasing volume of each model remaining therefore leading to substantial economy of scale. The proliferation of new models only on incremental basis has been one of the big mistakes they made.
In reducing their portfolio, they will be able to redefine with the marketing and sales department a more compact and coherent portfolio based on innovation technology and in relation with their niche market (upper-end market segment). Overall is what she should do.
How many can she fund?
In fact she is not obliged to fund more than this project because, Le Petit Chef (LPC) do not need other new project that this one. First they cannot afford another one because of their weak financial position and scarce resources in R&D today and second because no others are needed at this stage so far (quality before quantity). Later, they will be able to work on platform projects but today it is too early regarding their situation.
In addition to that and in order to be able to run this project as quick as possible, I recommend Mrs. Gagné to cancel some (majority of them in fact) of the ongoing projects (exhibit 15 of the case) because she will not be able to run the Fuzzy one properly (lack of resources). I suggest her to cancel the NÂ°1, NÂ°4, NÂ°5 and NÂ° 7. According to my calculation (exhibit 2) they should keep the NÂ°3 (change grill element to make “Liberté” longer-lasting ; delivery expectation March 00) because, first it is almost finished and in addition will bring some greater performance to the product.
Mrs. Gagne should keep also NÂ°2 and eventually NÂ°6 if needed but this can be discussed later for NÂ°6 within a next meeting after having changing some rules in the organization and leadership of the process of New product development.
It is very important I think from what I have learnt in Technology management and strategy for the Company to secure their remaining competitive advantage (if any) for the time being between the launch of their new breakthrough product let’s call it “Fuzzy Chef” which will take 18 months at least and now to maintain an enough activity to survive.
They must in between strengthen the Brand Image on their high standard PERFORMANCE competency and on their image of EXPERT (French cook). Regain the close relationship with their end user Performance-Oriented customers. By the way they will need to review their marketing distribution strategy. In fact they should review their Marketing Mix strategy position, the 4p’s according to me.
And it is why I think that the “longer-lasting” is a good feature to work on for Company that wants to position itself in a high end market (performance, reliability, etc). Also this addition will not modify deeply the manufacturing efficiency as I can understand in the case explanation.
NÂ°2 it is the soluti