JONESO DESIGN STRATEGY & EXECUTION

Joneso is not a one product company. It is a design studio which designs and develops
solutions which enhance the bandwidth of customer experience, saves lives, streamline
business operations, improve business processes, reduce cost and increase productivity.

Joneso is trying to market Brijo utilizing a Product Strategy which is not informed by
a Corporate Strategy.

Joneso needs to make a decision relative to what businesses or industries should

make up its organization’s portfolio (strategy)
How will its resources be allocated across operating units given differences in competitive
conditions and growth possibilities across different platforms and verticals?

Joneso Corporate Strategy:

A design studio which develops solutions that enhance the bandwidth of customer
experience saves lives, streamline business operations, improve business
processes, reduce cost and increase productivity.

What organizational arrangement (corporate structure) will Joneso create in response to

the demands of its corporate strategy?

Joneso Corporate Structure:

a) Corporate Strategy Committee: This I imagine is the current team of advisors.

The role of the committee is to ensure that Joneso’s organizational ladder is
leaning against the right wall relative to strategy formulation/deployment,
business strategy/structure, integration, and operating objectives.
b) Business Strategy Committee: The current team of advisors also functions as a
business strategy team given their focus on industry analysis and external forces
as the Brijo business unit positions itself for competitive advantage. The strategic
committee must pay attention to Joneso’s internal resources and capabilities as
it tries to create skills and competencies that differentiate it from competitors.

Joneso’s primary skills and competencies are the design capabilities of JR. All
designs must be within corporate/business strategy context.

All the people that JR and Joneso have interacted with to date fall under the
category of resource mobilizers. They have resources (or can locate resources
within their personal and professional networks) to help close Joneso’s
skills/competency gaps while enhancing the company’s ability to differentiate
itself from competition.

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 There is an urgent need for Joneso to develop a clearly articulated market
argument for Brijo within the context of its benefits.

Issues to Consider:

 Law Enforcement Officer’s Interaction With A Patrol Vehicle

Phase I: Officer’s Interaction with the Present Generation of Patrol Vehicle.

Phase II: The Patrol Officer Interaction With New Generation of Patrol Vehicles(Future Desired)
Phase III: What Is Needed To Close The Gap between Phase I and Phase II

Phase I Phase II Phase III

What Is What it should be What is needed to close
(Investigate and (Vision- Future desired) gap
evaluate current reality)
Inputs: Things an officer Inputs: What are all the Inputs: The gap between
use in the Patrol things an officer will what is desired (phase II)
Vehicle: Specific to a want to use in a patrol and current reality (phase
Patrol Vehicle vehicle:
Core Processes: Core Processes: What Core Processes: The gap
Methods, means, should the methods, between what is desired
activities and protocol means, activities or (phase II) and current
an officer utilizes while protocol be? reality (phase I).
in a patrol vehicle.
Tools: What are the Tools: What should they Tools: The gap between
things an officer be relative to what is desired (phase II)
produce in a patrol performance, utility, and current reality (phase
vehicle by using the expected value, etc. I)
inputs and processes
together?
Outcomes: What are Outcomes: What Outcomes: The gap
the external improvements is the between what is
consequences Police Department desired(Phase II) and
contemplated by the contemplating relative current reality(Phase I)
Police Department while to its outcomes?
the officer is in a Patrol
Vehicle?

Phase III represents the key frustrations the officer is currently having with the current
generation of patrol vehicles. Each of these frustrations affects the officer and the
Police department negatively. Can you quantify each of this negativity relative to stress,
productivity, and increase in operational expenses?

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Could you put these in a Customer Frustration/Opportunity Matrix?

For each frustration, which is articulated in Phase III of inputs, core processes, tools and
outcomes, you have a negative impact to the officer and police department.
Phase II offers a solution to each of these frustrations. Brijo’s position is Brijo’s
response as a solution provider for each of these frustrations. These positions will be
the basis of Brijo’s value proposition statement.

Customer Frustration/Opportunity
Matrix

Frustration Impact Solution Brijo’s Position

Market Dynamics:

Automobile manufacturers do not constitute the market for Brijo. Law enforcement
organizations purchase fleet vehicles from car manufacturers. After the fleet cars are
purchased, the law enforcement organizations send the vehicles to one of 13 Up fitters.

What are the emerging technologies and innovations in the Up fitting sector? Have we
done a competitive analysis between the most innovative designs coming from this
sector and Brijo? What are Brijo’s differentiators? Do these differentiators constitute
a quantifiable market opportunity for Brijo?

Can some of these designs be integrated with Brijo in order to enhance the scalability of
Brijo?

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 Law enforcement organizations constitute the primary market for Brijo. What are the
processes and milestones involved in up fitting law enforcement vehicles?
  
What is the current stage of Brijo in the Design Process Flow?
  
What kind of patent do we have?
  
What is it going to cost to build a Prototype of Brijo?
  
Who are the major Up Fitters in The Country?
 
Could we get into a manufacturing arrangement with them?


c) Implementation Committee: The committee is responsible for the implementation of

the Brijo Unit Strategy. Most of the above will be answered by the strategy committee.
The implementation committee will function within the context of Joneso’s corporate
strategy. The committee is a tactical team whose primarily responsibility will be to
ensure the market positioning and penetration of Brijo.
The team will comprise the following skills set:
a) Design engineering
b) Automotive engineering with extensive experience in the automotive industry
c) Patent Law
d) Patrol vehicle up fitting procurement experience
e) UP Fitting Assembly and Marketing Experience.

I will like Joneso to consider becoming an Urban Ventures client in order to enable
me to utilize Urban Ventures resources in helping to accomplish Joneso’s
organizational objectives.

Urban Ventures was founded in 1999 as part of the urban economic development
agenda for the state of Rhode Island. We currently have 30 companies in our portfolio.
We hope to add at least 10 more companies by the end of the year.

We occupy a unique and distinctive position in Rhode Island's business development

environment. We are not a "technical assistance" organization. We are a business
development network that provides customized and integrated business development
services to select urban entrepreneurs for a period of between three to four years.

As our perception of the world shifts from a stable orderly model to a change driven
unpredictable one, many of us struggle with uncertainty and increased demands the
new world order brings. It is in the unpredictable that the truly new emerges.

At Urban Ventures, business development is about birthing of the truly

new. Fundamentally, we do not start with the development of a business but with
changing the behavior of the business owner.

It is about developing the skills set of the creative entrepreneur. We define creativity as
the ability to generate new ideas and alternatives A creative entrepreneur possesses
the capacity to identify opportunities as a result of these new ideas.

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Ours is not a cookie cutter/classroom approach. We look at each company
through the lenses of the individual entrepreneur relative to the future
that is contemplated. We assemble customized and integrated business
building resources to help to choreograph the future. Micro audiences and
micro markets are the new units of competitive advantage.

We have a Policy Paper "Building the Next Economy in Rhode Island

Cities" that drives what we do.

Per its last two paragraphs:

"The entrepreneurial support system must be coordinated with a fresh

approach. First, entrepreneurs need more connection to their place - the
city - so they feel the pulse of what is happening and become visible in its
evolution. Secondly, the support for urban entrepreneurs is less about
subsidizing space and more about subsidizing business building supports.
Third, urban entrepreneurs want sustainability and thus need
customized practice based support for the long term and not just a
course or a program.
Fourth, in a knowledge/creative economy, continuous learning and access
to best practices and tools are as vital a resource as cash. Fifth and
finally, the diverse array of entrepreneurial service providers can be organized
as a confederated network to more effectively surround the entrepreneur with
resources: less duplication and more targeted coordination.
Urban entrepreneurship requires a healthy policy conversation among
city leaders, policy makers and practitioners of developing entrepreneurs.
Urban Ventures stands ready to engage in the conversation"

Justin Aina is an educator, corporate trainer, serial entrepreneur, organizational,

business and economic development consultant with an extensive background in
international commerce.
Currently, he is the Chief Financial Officer of Thomas Macaulay Capital. He can
be reached at: j.aina@thomasmacaulaycapital.com

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