“BHAVAN – SIET INSTITUTE OF MANAGEMENT”

BANGALORE, KARNATAKA – 560 004.

“COLLABORATIVE STRATEGY FOR PRODUCT UNVEILING ”

A CASE STUDY OF KOREAN PRODUCT BASED COMPANY

WITH SPECIAL REFERENCE TO

TAURUS HARD SOFT SOLUTIONS LTD & DYNALITH SYSTEM CO. LTD

INTERNSHIP RESEARCH REPORT

[ A report is submitted in partial fulfillment of the requirnment for POST GREADUATE

PROGRAME IN MANAGEMENT – MARKETING SPECIALIZATION ]

DONE UNDER THE GUIDANCE OF

MR. RAKESH NAIR – MANAGER, SALES/ MARKETING, TAURUS HARD SOFT SOLUTION LTD.

MR. AMITABH ANAND – PROJECT GUIDE, BHAVAN - SIET INSTITUTE OF MANAGEMENT.

SUBMITTED BY

PIYUSH M. KULKARNI

REGISTRATION NO: 07BS069

P G P M: 2007 - 2009 
 DECLARATION

I, PIYUSH M.KULKARNI, hereby declare that the project research work titled
COLLABORATIVE STRATEGY FOR PRODUCT UNVEILING” (with reference to
Taurus Hard Soft Solutions Ltd. Bangalore & Dynalith Systems Co.Ltd. Korea) is the original
work done by me, under the guidance of MR. AMITABH ANAND OF BHAVAN – SIET
INSTITUTE OF MANAGEMENT, BANGALORE, KARNATAKA.

I hereby submit this PROJECT RESEARCH WORK for the partial fulfillment of the
requirnments of POST - GRADUATE PROGRAME IN MANAGEMENT [MARKETING]
to BHAVAN – SIET INSTITUTE OF MANAGEMENT, BANGALORE, KARANATAKA.

PLACE – BANGALORE PIYUSH M.KULKARNI

DATE – 30TH JUNE 2008 REGISTRATION NO: 07BS069

PGPM: 2007 - 2009

 
                                                 

ACKNOWLEDGEMENT
 

I, PIYUSH M. KULKARNI, hereby express my heartiest THANKS and GRATITUDE to;

1. MR. RAKESH NAIR, MARKETING/ SALES MANAGER. TAURUS HARD SOFT

SOLUTION LTD.

2. MR. PROF. ANDO KI, DIRECTOR R&D, DYNALITH SYSTEMS CO.LTD KOREA .

3. ALL THE MEMBER AND STAFF OF TAURUS HARD SOFT SOLUTIONS LTD.

For their time, encouragement and valuable guidance for the successful completion
of this project research work.

I am extremely thankful to “ MR. AMITABH ANAND, FACULTY AND

PLACEMENT OFFICER” for his valuable time and guidance during the progress of this
project till its completion.

Apart from the academic circles, I would extend my thanks and regards to all those who
directly and indirectly helped me throughout in successful completion of this project.

PLACE – BANGALORE PIYUSH M.KULKARNI

DATE – 30TH JUNE 2008 REGISTRATION NO: 07BS069

 
 INDEX

SERIAL      PAGE 
NUMBER  CHAPTER NAME  NUMBER 

DECLARATION 
CERTIFICATE FROM COMPANY
CERTIFICATE FROM COLLEGE 
ACKNOWLEDGEMENT
             Executive Summary     1 
           1      Introduction      2 
           2      Introduction to topic    4 ‐ 10
           3  Need of the study, objective     11 
           4  Steps in market Research for Dynalith systems     12 ‐ 13 
           5  Company Profile    14 ‐ 16
           6   About Dynalith and its products     17 ‐ 18 
           7     Data Analysis and its Interpretation     19 ‐ 21 
           8  Finding and Suggestions     22 
           9  Conclusions     23 
          10  Appendix      24 – 28 
          11  Bibliography      29  
 

EXECUTIVE SUMMARY OF INTERNSHIP

RESEARCH REPORT

This Internship Project Research Report has been carried out as part of Partial fulfillment of Academic
requirement of POST – GRADUATE PROGRAM IN MANAGEMENT. Offered by BHAVAN –
SIET INSTITUTE OF MANAGEMENT, BANGALORE.

The project is titled “COLLABORATIVE STRATEGY FOR PRODUCT UNVEILING”. This

Project has been carried out with special reference to TAURUS HARD SOFT SOLUTION LTD,
BANGALORE AND DYNALITH SYSTEMS CO.LTD, KOREA.

The research has tried to focus on the “collaborative strategies for product unveiling” With the
contemporary tool like PRODUCT POSITIONING and PRODUCT PLACEMENT.

In this research, I have focused on PRODUCT PLACEMENT, PRODUCT POSITIONING,

MARKETING PLAN, MARKETING STRATEGIES, MARKET RESEARCH AND DATA
COLLECTION TECHNIQUES.

This REPORT operates STRICTLY FOR THE BEST INTERESTS OF THE ORGANISATION as well
as serving the needs of the academic requirement and project completion.

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 CHAPTER – 1
1. INTRODUCTION

All successful businesses are based on well thought and perfectly planned marketing strategies.
Successful businessmen are those who manage to engage in varied activities and consider marketing as
an important part of their success. Corporations have to be innovation-oriented, driven by new ideas and
should have spontaneous market feel, rather than customer oriented, or driven by rigorous assessment of
market needs.

One of the greatest needs of corporations is to understand and develop marketing programs for
their products and services. Corporation’s success is based on the ability to build a growing body of
satisfied customers. Modern marketing programs are built around the "marketing concept" and
performance, which provides direction for corporations to focus their efforts on identifying, satisfying
and following up the customer's needs. This paper tries to investigate how marketing is done and can be
made more appropriate in terms of specific product based context, by analyzing and proposing an
empirical marketing model of the processes that can be undertaken by corporations. By understanding
the ideal marketing conditions undertaken by Dynalith Systems a Korean Company, as a case study, this
paper empirically examines the information system used by Dynalith Systems and in the end a
marketing plan will be made based on the empirical findings.

“Because of the nature of business, it has just two functions, and only two; marketing and
innovation. Marketing and innovation make money. Everything else is a cost”. (P. Drucker). In
recent years studies on the relationship between marketing and corporation have increased significantly.
Corporations have to be either innovative enough in their way of thinking and making decisions in
corporation. In order to run a successful business, corporations should develop a strong knowledge of
marketing. Business is all about marketing; without marketing, there is no business (P.Drucker). Firms
can have a great product, and do a great job of making it, but it is the activity of marketing that puts the
product into the hands of customers and makes profit out of it.

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 Company itself is not new, it has become a catch phrase for so many of us in current era of
globalization and technological innovation, but understanding and talking about it has become a
contemporary concern. Small and medium sized enterprises are important generators of economic
growth and are now accepted as constituting an integral part of the economies in all developing
countries. In recent years job prospects and employment in large firms have decreased and people are
becoming more entrepreneurial in thinking and making business and provide employment for the mass.

Usually marketing and sales are mentioned to be the surprising difficulties faced by the small
firms and entrepreneurs. This point of view is well established, because in every business sales volume
is the ultimate measure of success and in this sense, marketing is critical factor for the continuity and
growth of small firms. Marketing is a problem area for entrepreneurs because of its complexity and
resource requirement. Yet marketing supplies the income essential for firm survival (Geursen 1997).

Products don't make money until they are sold. Hard work doesn't make money unless that work
is serving the needs of your market. You can be self employed without doing a great job with marketing,
but it is quiet impossible to build a profitable business without good marketing. Effective marketing is
not something entrepreneurs can just pick up by observing the businesses around them. In fact, doing
what everyone else does is a good way to set you up for failure. When it comes to marketing, creativity
and innovation are the key concept for successful business.

Marketing campaigns and marketing research are often beyond the financial resources of small
firms. Marketing in small firms sometimes tends to be informal, unplanned and disorganized, which
depends heavily on linear, stepwise responses to uncertainty. Entrepreneurs have to maintain their
technological capabilities up-to-date, develop new or modify existing products and serve customers all
at the same time. Business skills, including marketing, are developed through experiential, first-hand
learning process through empirical.

This study focuses on the explorative and understands the problems associated with marketing
and how best marketing can be done for a newly started venture.

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 In explorative learning, we search for new information through discovery, innovation, and
experimentation from networks and other sources of information and use of knowledge by the firms. On
the basis of literature and the empirical studies and in depth examination, the research questions for the
study were formulated. The main question is, in what ways do small businesses explore and exploit
knowledge and competence to marketing? What sources of information are used? What kind of
information gathering processes can be found and how systematically the information is used for the
purposes of innovation, opportunity recognition and risk management.

2. THE MAIN FUNCTIONS OF THE COMPANY (INTRODUCTION TO TOPIC)

A company has to perceive opportunity, plan, organize resources, and overseas production and
marketing and liaison with officials. Most important company has to innovate and bear risk.

1. INNOVATION:

Innovation is one of the most important functions of a company. A company uses information,
knowledge and intuition to come up with new products, new methods of reducing costs of a product,
improvement in design or function of a product, discovering new markets or new ways of organization
of industry. Through innovation, an entrepreneur converts a material into a resource or combines
existing resources into new and more productive configurations. It is the creativity of an entrepreneur
that results in invention [creation of new knowledge] and innovation [application of knowledge to create
new products, services or processes.]

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2. RISK AND UNCERTAINITY BEARING:

A company performs the function of risk and uncertainty bearing. Every decision pertaining to
development of new products, adapting new technologies, opening up new markets involves risk.
Decision-making in an environment of uncertainty requires anticipation of risk. Profit is said to be the
reward for anticipating and taking such risks.

3. ORGANIZATION BUILDING:

A company has to organize men, material and other resources. Company has to perform the
functions of planning, co-ordination and control. An entrepreneur has to use his leadership qualities to
build a team, generate resources and solve problems. With his organizational skills an entrepreneur
builds an enterprise from scratch, nurtures it and makes it grow. His vision sows the seeds for a sound
and vibrant organization and synergies are built in the enterprise.

MARKETING

Marketing forms a very crucial part of the activities undertaken by the company in all the phases
of enterprise development to ensure success. Marketing is the process of creating and delivering desired
goods and services to customers and involves all of the activities associated with winning and retaining
loyal customers.

Marketing is a social and managerial process where transaction and market relationships are
exploited in order to create and distribute value with others; and also the entry mode of individuals as
well as organizations. (P. Kotler). The mystery of successful marketing is to understand what your target
customers needs, demands and wants are, before your competitors can; to offer them the products and
services that will satisfy those needs, demands and wants; and to provide customers with service,
convenience and value so that they will keep coming back. The customer is the central player in the cast
of every business venture.

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 According to marketing experts, ‘the primary purpose of a business is not to earn a profit; instead
it is to create and keep a customer. The rest given reasonable good sense will take care of itself.’ As the
global business environment becomes more turbulent, entrepreneurs must understand the importance of
developing relevant marketing strategies aimed at delivering their goods and services in ways that
creates greater value for their customers.

In line with this, the company should have in place a marketing plan to accomplish the following
objectives:
• Determine customer needs and wants through market research
• Pinpoint specific target markets where plans to serve
• Analyze the company’s competitive advantages and build a marketing strategy around them
• Help create a marketing mix that meets the customer’s needs and wants

GLOBAL MARKETING:

When a company becomes a global marketer, it views the world as one market and creates products
that will only require weeks to fit into any regional marketplace. Marketing decisions are made by
consulting with marketers in all the countries that will be affected. The goal is to sell the same thing the
same way everywhere.

INTERNATIONAL MARKETING:

If the exporting departments are becoming successful but the costs of doing business from
headquarters plus time differences, language barriers, and cultural ignorance are hindering the
company’s competitiveness in the foreign market, then offices could be built in the foreign countries.
Sometimes companies buy firms in the foreign countries to take advantage of relationships, storefronts,
factories, and personnel already in place.

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These offices still report to headquarters in the home market but most of the marketing mix decisions are
made in the individual countries since that Global marketing - staff is the most knowledgeable about the
target markets.

Local product development is based on the needs of local customers. These marketers are considered
polycentric because they acknowledge that each market/country has different needs. (Kotabe & Helsen,
p.16)

MULTINATIONAL MARKETING:

At the multi-national stage, the company is marketing its products and services in many countries
around the world and wants to benefit from economies of scale. Consolidation of research, development,
production, and marketing on a regional level is the next step. An example of a region is Western
Europe with the US. But, at the multi-national stage, consolidation, and thus product planning, does not
take place across regions; a regiocentric approach.

MARKET IDENTIFICATION:

One of the primary objectives of market research is to identify the target market of a business
that is, the specific group of customers at whom the company aims its goods or services. Most marketing
experts contend that the greatest marketing mistake some companies make is failing to define clearly the
target market to be served. These companies develop new products that do not sell because they were
not targeted at a specific audience’s needs; they broadcast advertisements that attempt to reach everyone
and end up reaching no one. They spend precious time and money trying to reach customers who are not
the most profitable; and many of the customers they attract leave because they do not know what the
company stands for.

The nation’s increasingly diverse population offers businesses of all sizes tremendous marketing
opportunities if they target specific customers, learn how to reach them and offer goods and services
designed specifically for them.

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MARKETING STRATEGY:

A marketing strategy results when a company blends together the results of a meaningful market
research with a plan to develop a competitive advantage in a particular target market(s) to create a
successful marketing mix. There are several basic marketing strategies a company can use to establish a
competitive edge. Common marketing strategies include market penetration, market development,
product development and market segmentation.

MARKET PENETRATION:

This strategy enables a company to increase sales of existing products in current markets through
greater selling and advertising efforts.

MARKET DEVELOPMENT:

The market development strategy attempts to increase sales by introducing existing products or
services into new markets

PRODUCT DEVELOPMENT:

This strategy tries to increase sales by adding new goods or services in existing markets. These
new products may be modifications of existing items or entirely new ones

MARKET SEGMENTATION:

Market segmentation simply means carving up a mass market into smaller, more homogeneous
units and then attacking each segment with a specific marketing strategy designed to appeal to its
members.

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 This requires information; knowing the firm’s customers and their characteristics. To segment a
market successfully, a company must first identify the characteristics of two or more groups of
customers with similar needs or wants. Company must develop a basis for segmenting the market such
as benefits sought, product usage, brand preference, purchase patterns etc. and use this basis to identify
the various sub markets to enter. The entrepreneur should verify that the segments are large enough and
have enough purchasing power to generate a profit for his firm. Finally, the segment must be accessible.

MARKETING PLAN:

A marketing plan is a written document that details the necessary actions to achieve one or more
marketing objectives. It can be for a product or service, a brand, or a product line. It can cover one year,
or cover up to 5 years. A marketing plan may be part of an overall business plan. Solid marketing
strategy is the foundation of a well-written marketing plan. While a marketing plan contains a list of
actions, a marketing plan without a sound strategic foundation is of little use.

MARKETING PLANNING PROCESS:

Strategic planning is an annual process. Typically covering just the year ahead. Occasionally, a
few organizations may look at practical plan which stretches three or more years ahead. The plan has to
be formalized and usually in written form, as a formal ‘marketing plan’.

MARKETING OBJECTIVES:

Behind the corporate objectives, which in themselves offer the main context for the marketing
plan, will lay the ‘corporate mission’ which in turn provides the context for these corporate objectives.
'The Marketing Imagination' If the organization in general, and its chief executive in particular, has a
strong vision of where its future lies, then there is a good chance that the organization will achieve a
strong position in its markets (and attain that future). This will be not least because its strategies will be
consistent; and will be supported by its staff at all levels.

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In this context some factors related to the customers, who should be included in the material collected
for the audit, may be:

• Who are the customers?

• What are their key characteristics?
• What differentiate them from other members of the population?
• What are their needs and wants?
• What do they expect the ‘product’ to do?
• What are their special requirements and perceptions?
• What are their attitudes?
• What are their buying intentions?

CONTENT OF THE MARKETING PLAN

A marketing plan for a small business typically includes small business administration
descriptions of competitors, including the level of demand for the product or services.

• Description of the product and services, including special features

• Marketing budget, including the advertisement and promotional plan
• Description of the business location, including advantages and disadvantages for
marketing
• Pricing strategy
• Market Segmentation

KEYWORDS

Marketing, Niche Marketing, Marketing Development, product placement, positioning of

product.

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3. NEED OF THE STUDY

The study is limited to one company from Korea and its specific products based marketing
strategies used by Dynalith Systems. Our research paper will focus on strategic marketing of selected
dynalith products and its positioning for launching

OBJECTIVE

The main objective of this report is to,

• Investigate and evaluate the Marketing process of various product of a Korean
Corporation, to the target customer and
• How the corporation should strategies its product for launching those in India for future
success.
• How successful do collaborative strategies work

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 4. STEPS FOLLOWED IN MARKET RESEARCH FOR DYNALITH SYSTEMS:

Problem Identification      Literature Review 

Research 

Methodology 

       Data Collection  

   Geometric Analysis

  System Architecture

        System Design

     System Simulation

     System Evaluation

Conclusions

Page | 12  
 
PROBLEM IDENTIFICATION:

Problem identification for placing a product into new territory is to understand need and choices of the
people. The main problem persists at analyzing developing and developed market for particular product;
it requires enormous research and strategies for a company to understand about a particular market.

Dynalith system is a Korea based company which wants to rope its leg in India for marketing its
product across India. The main problem persist at understanding the category of the companies who
works on similar kind of profile, that is some companies are into Engineering design and some who
actually works on FPGA for their design development. Understanding the product end user and their
need is a critical task, as many people are not interested in sharing their company information.

Even people are quite uncomfortable by sharing their reviews on questionnaire distributed to
them.

LITERATURE REVIEW:
Literature study was done to comprehend the context of the various fields involved and to provide
a clear theoretical framework as the basis of which the desired project management culture assessment
tool could be developed.

PERIMETER / GEOGRAPHICAL LOCATION:

A Dynalith system has decided to target Bangalore for its FPGA based products, As many research
labs and Engineering design companies are located in and around of Bangalore.

DATA COLLECTION:
A pilot study of two Research Labs has been done to do analysis for future scope of product and its
scope in Indian market. Several online researches have been done for analyzing suitable companies.
Online surveys of companies that are into FPGA segment has been analyzed and are targeted for further
strategies. Similarly questionnaires are distributed for analyzing scope for product and value for money.

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5. COMPANY PROFILE
Taurus is an ISO 9001:2000 certified company in the area of distributed computing and
software. Since 1987, Taurus has grown from a startup to a limited company, with reputation for reliable
products and services. This reputation is just as strong today. New products and services are provided
with the same motto of becoming a reliable company.

TAURUS is an IT Solutions company based out in the silicon valley of India, Bangalore. TAURUS
initially started as a Service Provider for Servicing of Computer & Computer Peripherals.
Simultaneously, was also in to System Integration of Computers and Computer add-ons.

TAURUS provides complete Hardware & Software solutions to leading Companies and R&D
Organizations; and also specializes in Software Development and Networking Infrastructure, Consulting
and Management. Today, TAURUS has professionals who have vast experience and in depth knowledge
on popular hardware/software platforms. TAURUS has an experienced team of both Hardware &
Software Engineers and has completed various projects for leading organizations involving complex
technologies.

OUR MISSION:

Our success, in large has been based on a business philosophy that values in innovation in technology,
adapting the same and passing to the employees, a long term customer relationship.

OUR VISION:

We at TAURUS believe, “The Quality is reflected in Customer Satisfaction” and to achieve this we
consistently work to improve our customer satisfaction level and promise that we will do everything we
can to keep our customer satisfaction as a Top Priority.

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PROMISE:

TAURUS promises to have a long and fruitful relationship with its Customers, and this is achieved by
providing our Customers with latest technology, which are cost-effective, innovative and delivered on
time

TEAM WORK:

We will leverage all the power of working together across functions and business around.

TAURUS IN BRIEF:

• A deemed Limited company

• Registered as a Small Scale Industry – SSI
• We are today IT Solutions Company, providing total solutions in hardware and software.
• We are a Genuine Intel Dealer (GID) and Intel Premier Provider (IPP)
• Migrated to Linux in 1996
• Started a Software Development Division in 1997
• Started a Network Division in 1998
• Started a HPC Division in 2002
• Started a Training Division in 2003
• ISO 9001-2000 Standards Certified during Aug., 2003

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PRODUCT LINING OF TAURUS:

TAURUS HARD SOFT

SOLUTIONS LTD

DYNALITH PRODUCT TAURUS PRODUCTS

iPROVE           CLUSTERS

iNTUITION SERVERS

              iNCITE          HARDWARE

OpenIDEA

   iTUTOR

            iNSPIRE

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6. DYNALITH PRODUCTS:

Dynalith is a KOREAN company which deals in FPGA (Field Programmable Gate Array) which
provides solution for CAD/CAM and Engineering.

Dynalith Systems develops and markets specialized hardware and CAD solutions that enable electronic
system designers to verify their algorithms in real hardware environments at an early design stage and,
thereby significantly reduce time-to-market.

ABOUT DYNALITH:

Dynalith Systems introduced industry’s first behavioral emulator toolkit called iSAVE (in-System
Algorithm Verification Engine) at the 37th Annual Design Automation Conference 2000, Los Angeles,
June 5-7, 2000. Dynalith Systems announced its first production model iSAVE-P3X2 at ICCAD-2000,
San Jose, Nov. 2000. The product roadmap for the Dynalith Systems addresses emerging markets with
innovative verification solutions which include functional verification with behavioral emulation of the
early ASIC model in C/C++, SystemC, and other dialects of C.

Dynalith is having Distributorship with Taurus Hard Soft Solution Ltd, for promoting its products in
India. Our main focus of positioning of its following Three (3) products;

• iNTUTION
• iNCITE
• iNSPIRE

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PRODUCT
T DESCRIIPTION:

PROD
DUCT DESCRIPT
TION IMAG
GE

Xilinnx Virtex-4 LX
L 20Millionn
USBB-based host--interface chaannel
Softwware-FPGA co-running
Builtt-in logic anaalyzer
Varioous memoriees supported::
DDR R2, SSRAM, Flash, MMC C
UITION
iNTU Seveeral peripheraal supported::
USBB-OTG, Etherrnet, RS-2322
ARMM11/ARM9/A ARM7
supported: Core Tile
T
Toucch-screen LC CD supportedd
Abouut 300 high-ddensity high--
profiile external IO
O supported
Xilinnx Spartan-3 1Million
USBB-based host-interrface
channnel
Built-in logic annalyzer
NCITE
iN Variious memoories suppoorted:
SSRRAM, SDRA AM, Flash
About 100 external IO
suppported
Addditional appplication bboard
suppported: iNCIITE-AVRE EM
Integgrated desiggn environm ment
for FPGA-based
F d systems
Userr design im mport: Verrilog,
EDIF F
NSPIRE
iN Expo ort simulation model
Expo ort synthesiis script
Expo ort emulattion projecct to
suppport variouus FPGA-bbased
boarrds

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7. DATA ANALYSIS AND INTERPRETATION:
A well planned new product launch strategy can result in a very successful business. However, often
people do not plan the product launch well enough to get enough publicity and generate enough interest
in the new product. The more initial buzz and interest you generate in your product the greater your
initial success will be and the more money you will have to market your products and create an even
bigger impact.

The very first part of your new product launch strategy should contain a well written press release. It is
very important to make your press release newsworthy. You can organize a product launch at a trade
show which will create additional buzz and interest. If you do this right you can generate substantial
interest and free media coverage which could be worth tens of thousands of dollars in advertising. 

The next step of your new product launch strategy is to announce the product launch to your list. Your
list already knows and trusts you. If it is something that interests them they will buy your product. You
can create a video which advertises the benefits and this will increase the interest level in the product.

The following step is to find suitable joint venture partners. They will announce your product to their
list. You have to offer them something in return. You can offer affiliate commissions or offer to send
your list an email announcing their product.

A well executed new product launch will result in an initial rush of new business helping you to
maintain a stable business with a lot of cash flow. The importance of this cannot be underestimated.

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PRODUCT LAUNCH:

Creating and launching your own digital product can be one of the most rewarding and challenging
things that a web entrepreneur can do. If executed correctly the rewards can be massive yet if put
together haphazardly the let down can be overwhelmingly devastating.

This sales network is the key to any successful product launch. The ones that have made all the contacts
and have everything set in place strike at once, and almost overnight news of their products spreads
across the internet. Emails are sent out, advertisements are posted, and press releases are published, all
this buzz results in massive sales and some marketers have seriously made over one million dollars in
one day.

Dynalith system’s has quality product which can give them long term success for launching their other
products also. Taurus has partnered with them for contracts negotiation, pricing strategies and product
placement.

PRODUCT POSITIONING:

Positioning is what the customer believes about your product’s value, features, and benefits; it is a
comparison to the other available alternatives offered by the competition. These beliefs tend to based on
customer experiences and evidence, rather than awareness created by advertising or promotion.

The segment in which dynalith systems deals is purely runs on word of mouth rather than advertising.
The company has decided cost cutting on advertising and focused more on personal relation building.

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Generally, there are six basic strategies used for product positioning:

1. By attribute or benefit- dynalith systems is using Xilinx FPGA which are one of the best
performance and cost effective chips that are used in global market.

2. By use or application- The users of dynalith FPGA can design and use their own design to test their
results. Moreover its compatibility with different Operating Systems makes its functionality more users
friendly.

3. By user- Most of the users of FPGA’s are having command on their design and most users are
scientist in many research labs.

4. By product or service class- ASIC designing can be an alternative for FPGA, though its functionality
is easier but the performance is less compared to FPGA.

5. By competitor- Digilent can be considered as one of the competitors for dynalith. As they are
offering high end product at reasonable prices.

6. By price or quality- Dynalith stands for its mark in FPGA, they are collaborated and using Xilinx
FPGA for their product which assures maximum performance at reasonable cost.

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8. FINDINGS AND SUGGESTIONS:

• FINDINGS:

From the research following points are drowned,

1. FPGA is must and should require for R&D institutes and in Engineering designing.
2. Product unveiling requires lot of planning and execution strategies
3. Convincing clients and customers requires lot of skills and patience.
4. In electronic industry FPGA simulation role has to be enhanced to the well established market.
5. The medium of communication for product unveiling totally depends on viral marketing.

• SUGGESTION:

From the research following suggestions are drowned;

1. Since Dynalith is new entrant to the Indian market, Dynalith marketing strategy has scope of
improvement.
2. Pricing strategies can be worked out in better way.
3. Decision making process can be improved with lot of meetings, discussions and feedback
from clients.
4. Collaborative strategies requires lot of co-ordination, global communication and effectiveness
5. Location is still a constraint since planning and decisions will be takes in Korea, compare to
ground realities in India.

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9. CONCLUSION:

The research method was conducted, based on the scientific research as described above. No
stumbling blocks were experienced in conducting the research, which indicated that the method was
suitable and sound.

Dynalith system is expanding its business very rapidly in global market, and looking to benchmark its
future plans. The company has lot of opportunities in India through innovation and proper product
placement strategies and positioning its brand.

In the segment of FPGA simulation product, dynalith has core competency in terms of, user friendly,
cost effective, compatibility and performance. This makes Dynalith as a major key player in this
segment.

The authors would finally conclude that, collaborative strategy requires lot of skills and knowledge and
various exposures to the product globally and promoting it locally needs planning and expertise
decision.

Also product unveiling happens with co-operation, crystal communication, and structured team plans,
extensive knowledge on product and its market essential.
 

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10. APPENDIX
ANNEXURE 1: QUESTITIONNAIRE

To evaluate the feedback from the client, initially the questionnaires are distributed, and responses are
collected to check, requirements of client. This helped in understanding scope of improvement in
product. The sample of questionnaire is as below;

1. Are you using FPGA for hardware prototyping and emulation?

1. Yes 2. No

2. Which FPGA are you currently using?

1. Xilinx

2. Altera

3. Are you comfortable with the FPGA you are using now?

1. Yes 2. No

4. What is LE/ Gate count (Logic Element or gate) of the FPGA you are currently using?

Mention: _________________________________________________________________

5. Which development board you are using for rapid prototyping and emulation?

Mention: _________________________________________________________________

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6. What are the features this board having?

Mention: ________________________________________________________________

____________________________________________________________________________

7. What is the technique used for the communication between this board and PC?

Please Mention: ______________________________________________________________

8. What are the extra features you expect or you demand from the product

a. Add-On features ___________________________________etc.

b. Compatibility with operating systems

c. Ease of Use

d. All of the above

9. Which HDL language are you using to develop RTL designs?

1. VHDL

2. Verilog

3. Other ___________________________________etc.

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10. Which are the HDL simulator and synthesizer you are using?

Mention: ______________________________________etc

11. Are you comfortable with current simulation speed?

1. Yes 2. No

12. Are you getting real time performance with the current simulation environment?

1. Yes 2. No

13. Does your current FPGA platform supports High Level Languages like C, C++, System C,
MATLAB, etc…

1. Yes 2. No

14. Would you like to change the existing product if another product is more effective in terms of result?

1. Yes 2. No

15. Are you interested in having demo of our products;

1. iNCITE: - 1M, 2M, 5M ---- SPARTAN3

2. iNTITUTION: - 10M, 20M ---- VIRTEX4

3. iPROVE: - 6M, 8M, 10M - 20M ---- VIRTEX2 & VIRTEX4

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ANNEXURE 2: ( Glossary for Terms)

Here is some more information on what exactly FPGA and all about it.

FPGA (Field Programmable Gate Array)

A field-programmable gate array is a semiconductor device containing programmable logic components

called "logic blocks", and programmable interconnects. Logic blocks can be programmed to perform the
function of basic logic gates such as AND, and XOR, or more complex combinational functions such as
decoders or mathematical functions.

The FPGA is an integrated circuit that contains many (64 to over 10,000) identical logic cells that can
be viewed as standard components. Each logic cell can independently take on any one of a limited set of
personalities. The individual cells are interconnected by a matrix of wires and programmable switches.
A user's design is implemented by specifying the simple logic function for each cell and selectively
closing the switches in the interconnect matrix. Field Programmable means that the FPGA's function is
defined by a user's program rather than by the manufacturer of the device.

In contrast, the FPGA's function is defined by a program written by someone other than the device
manufacturer. Depending on the particular device, the program is either 'burned' in permanently or
semi-permanently as part of a board assembly process, or is loaded from an external memory each time
the device is powered up.

Individually defining the many switch connections and cell logic functions would be a daunting task.
Fortunately, this task is handled by special software. The software translates a user's schematic
diagrams or textual hardware description language code then places and routes the translated design.
Libraries of more complex function macros (e.g. adders) further simplify the design process by
providing common circuits that are already optimized for speed or area.

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Applications of FPGAs include digital signal processing, software-defined radio, aerospace and defense
systems, ASIC prototyping, medical imaging, computer vision, speech recognition, cryptography,
bioinformatics, computer hardware emulation and a growing range of other areas.

FPGAs originally began as competitors to CPLDs and competed in a similar space, that of glue logic for
PCBs. As their size, capabilities, and speed increased, they began to take over larger and larger functions
to the state where some are now marketed as full systems on chips (SOC).

FPGA Architecture

Each FPGA vendor has its own FPGA architecture, but in general terms they are all a variation of that
shown in above Figure. The architecture consists of Configurable logic blocks, configurable I/O blocks,
and programmable Interconnect. Also, there will be clock circuitry for driving the clock signals to Each
logic block, and additional logic resources such as ALUs, memory, and Decoders may be available.

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11. BIBLOGRAPHY
1. Theodore Levitt, The Globalization of Markets, Harvard Business Review 61 (May-June1983),
page: 92-102

2. "The Concept of the Marketing Mix" from the Journal of Advertising Research, June 1964,
Page: 2-7

3. Gabriel Steinhardt (2008). "Concept of Marketing (http://www.blackblot.com/articles.shtml) "

(PDF). 2.0. Black blot.

4. Quick MBA Marketing plan based on consumer and competitor analyses

(http://www.quickmba.com/marketing/plan/)

5. Marketing plan basics Table of marketing targets, actions, means and results
(http://perso.orange.fr/pgreenfinch/mkting/mkting5.htm)

6. Kotler, Philip and Armstrong, Gary Principles of Marketing Pearson, Prentice Hall, New Jersey,
2007, page: 192-198

7. Business-to-Business Marketing- By Paul Hague, Nick Hague and Matt Harrison

(http://www.b2binternational.com/whitepapers4.html)

8. www.dynalith.com

9. http://www.xilinx.com/publications/xcellonline/xcell_61/index.htm

10. www.taurusonline.net
 

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