Post on 03-Apr-2018
transcript
7/28/2019 Peter Tien - Portfolio
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I am a recent MBA graduate and an aspiring strategist. I bring withme an international point-of-view, having worked in Canada, South
Korea and the United Kingdom.
My goal is to provide meaningful insights and solutions through thelens of the end-user.
As a natural collaborator, I like to share my knowledge with others,
especially my moms pho recipe.
Here is a sample of my work.
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7/28/2019 Peter Tien - Portfolio
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For: Loblaw Companies Ltd.Where: Toronto, ONat The Rotman School of ManagementGroup Members: Christy, Jaime, Raj, Suthan and myself
Details:
Loblaw (grocery retailer) ran into a real-world dilemma: Should they focuson their core segment of Moms or target baby boomers?
Our group came up with a solution that revolved around the insight thatsome goods need to be touched, while others do not. Our three key points:
1. Change store layout to accommodate baby boomers - makes shoppingpleasant for everyone
2. Place touch-and-feel items (produce) on shelves, with an emphasis on
the health conscious consumer
3. Non-touch items (toilet paper) can be placed in a stockroom at theback of store; cart-mounted tablets display the items where consumercan purchase these items; upon purchase the items are bagged;consumer then picks up items in front of stockroom at back of store
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Group 33
Exploring Causal Relationships
Our analysis questions the conventional grocery store model where customer needs drive products and
services which determines store layout.
Why do customers come toa grocery store?
What do they value in a
shopping experience?
Customer Needs and Store Layout should drive Product & Service Selection
Customer Needs
Which customers do youcater to?
How to deliver desired
shopping experience?
What needs to be displayed?
What needs to be stocked?
Store Layout
Products & Services
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Group 33
Proposed Integrative Solution Part 1
The store layout is completely geared towards accommodating the needs of baby boomers which has the
benefit of making shopping pleasant for everyone.
Double Down Integration for Store Layout
Expanded Accessibility
Parking & automatic doors
Carry-out services
Redesigned Aisles
Wider
Waist & chest-height shelves
Designing store for baby boomers makes shopping more pleasant for everyone
Additional Ancillary Space
Seating area for socializing
Expanded tasting area
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Group 33
Proposed Integrative Solution Part 2
Valuable shelf space is now devoted entirely to food and beverages with an emphasis on produce, food
and drinks targeting health-conscious customers.
Hidden Gem Integration for Products & Services
Produce, food and beverages are the hidden gem for product and service needs
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Group 33
Proposed Integrative Solution Part 3
Creating a new shopping experience for customers will allow Loblaws to still sell items that do not require
the touch & feel and expedite the experience.
Double Down Integration for Convenience
Card readerattached to charging
dock for
check-out
Cart-mounted tablet
for purchasing non-
food items
Convenience for all shoppers; faster check-out times for Loblaws
Items purchased are
bagged in a stockroomand ready for pick-up
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7/28/2019 Peter Tien - Portfolio
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For: Innovation, Foresight, and Business Design classWhere: Rotman School of Management, Toronto, ON
Summary:
The professor tasked our groups to evaluate global behaviour shifts and in turn identify white-spaces of business opportunity.
Our business opportunity was to satisfy our need to emotionally connect with one anothermore efficiently through the uploading and downloading of memories.
Here are the steps we took to accomplish this project:
1. We researched potential disruptive behaviours2. Gathered insights to come up with potential what-if questions
3. Mapped the consumers motivations4. Identified a new disruptive behaviour5. Teased this behaviour into future consumer scenarios6. Finally, we came up with a business model to capitalize on the opportunity space
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WHAT IF OUR MEMORIES COULD BE DOWNLOADED?
WHAT IF OUR DREAMS COULD BE SHARED?WHAT IF OUR THOUGHTS COULD BE SOLD?
WHAT IF WE COULD RELIVE ANYONES LIFE?
WHAT IF WE DIDNT HAVE TO LEARN?
WHAT IF WE COULD EXPERIENCE ALL OUR DESIRES?
WHAT IF WE COULD CHANGE OUR MEMORIES?
WHAT IF OUR MEMORIES HAD NO BOUNDARIES?
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WHAT WERE THE DREAMS ANDMOTIVATIONS OF OUR ANCIENTRELATIVES?
THE DAILY LIVES AND THOUGHTS OFOUR ANCESTORS FROM A TIME LONGAGO SPARK OUR CURIOSITIES.
THE PROOF:IN OCTOBER OF 2012, ANCESTRY.COMWAS ACQUIRED FOR $1.6 BILLION.
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BUSINESS MODEL
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-Universities-App Developers
-Retailers
-Maintenance-R&D
-Advertisers
-Brand-Installed base
-Technology
-Research
-Maintenance-Distribution
-R&D
-Marketing
-Privacy-Recommender
systems-Privacy controls
-Legacy preservers
-Exhibitionists-Government
-Online-Subscription
-Selling of data
Language of thought
technology
OurselvesUniversal adoption to
platform
Platform for sharing
memories
We will retain rights to
memories
Partner Network Key Activities CRM Customers
Key Resources Cost Structure Distribution Revenue Flows
Creator Distributor Results Broker Landlord
To allow users to form deep relationships across
time and space through the accuracy and speed ofthought transfer
Value Proposition
BUSINESS MODEL
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For: Chinese car companies Geely and CheryWhere: Manchester Business School, Manchester, UK
Details:
This project was part of my Branding class. The professor tasked individuals to come up with areport and presentation that required us to launch a Chinese brand globally.
After extensive research I decided to find a market (Brazil) that would be most likely to
embrace a Chinese brand and use that opportunity for a global launch pad. I completed astrategic plan, complete with a Redefine Made in China priority, and identified metrics tomeasure the results.
Heres a sample of 2 slides from the presentation.
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Take the path of least resistance
Awareness of Chinese brands highest of emerging countries53%
78% of Brazil consumers willing to try a Chinese brand
Chinese brands Geely and Chery haveextensive experience at producing compactcars
Focus on becoming product specialists and
build up a reputation
Brazil seems very China-ready
60%hatchback
26%sedan
7%SUV 4%
MPV
3%
Other
BrazilCar
preference
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Attack made in china perception head on
Chinese brands are now given a chance
32%
Ford addressed their reputation of poor quality and outdated technology with their GoFurther campaign and similar Further Proof campaign in Canada
95%
Increase in favourable impressions
Positive reaction from ads
3.4 Million ad views
Geely and Chery can take the same approach as Ford by attacking the issue head on
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7/28/2019 Peter Tien - Portfolio
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For: International Rugby BoardWhere: Manchester, United KingdomatManchester Business School
Details:
In my Internet Marketing Strategy class, I was tasked with evaluating theonline marketing strategy for the International Rugby Board (IRB).
One of the key recommendations:
I proposed that the IRB build an integrated strategy to build deeper reciprocalrelationships with external partners. For example, if a fan wanted to learnmore about 2011 IRB Player of the Year, Thierry Dusautoir, IRBs social mediaplatforms could redirect fans to MasterCards platforms to get informationabout him.
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1. Develops Brand
Awareness
2. Understands
Federations Goals
3. Awareness of
Event
5. Enhanced
Digital Experience
4. Ticket Purchase
Decision
6. Ties with Individuals
and Fan Networks
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Share social media
best practices with
sponsors
IRB can direct fans to
sponsor site to learnmore and interact with
athletes
Build integrated
strategy with external
partners
Current Interactions
New Interactions
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If the IRB wishes to further promote rugby in China for example, the use of Chinese
social media platforms such as Weibo (the Chinese equivalent of Twitter) and
Renren (Facebook) need to be utilized.
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Forrester Research has found that:
of consumers trust the
recommendations of friends
AND
trust online recommendations
from complete strangers
SO THE IRB CAN
Identify influencers, such as therugbyblog.co.uk, to
help promote the IRB and its events
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THANK YOUContact:
peter.tien13@rotman.utoronto.caor
ca.linkedin.com/in/petertien/
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