Keys to Changes in Market & Business Strategies: Keys to Changes in Market & Business Strategies Bus & Board Conference Chris Amenson


Slide2: Customer need---running Windows NT for brake testing application SBS solution: Intel processor board on VME


Customer need---connecting X-Ray inspection machine to workstation for viewing: Customer need---connecting X-Ray inspection machine to workstation for viewing SBS solution VME to PCI bus adapter


Customer need---developing and testing avionics and satellite computers : Customer need---developing and testing avionics and satellite computers SBS solution Mil-std 1553 interface boards and bus analyzers


“Embedded Computer Market”: “Embedded Computer Market” The market is composed of thousands of customers No customer buys an embedded board to own one The customer buys the board to use it in their product or business process Our is a “Derived Demand” market


Key #1--What drives our customers?: Key #1--What drives our customers? Technology innovation chip and system level innovation demand for phase shifts in technology Demographics < 1/2 of world population has made its first phone call 85% of internet traffic is in U.S., U.K, Japan World economic conditions state and change of mature and evolving economies world economic interdependence Changes in our customers’ competitive position many new entrants in telecommunications


Key #2--”Who you are, you are.”: Key #2--”Who you are, you are.” Realistic assessment of competitive “core competencies” sustainability leveragability Understand your true industry position “We are the leading blah, blah, blah…” Jack Welch -- “Me, too strategy yields me, too results” -- “One, two, or out” Whatever you think is true, ask “Could the opposite be true?”


Key # 3 --Don’t predict the future: Key # 3 --Don’t predict the future The future is not unknown---it’s unknowable Chaos and flux are the characteristics of our time Scenario building Europe---the effect of the European union and Euro? Russia---rich in resources and intellect---right or left? China---will it devalue and what will be the world effect if it does? When will the growth of infrastructure take-off? United States---continued growth or major recession in 1999? The Dow---are the next 1,000 points up or down?


Key #4---Forge the future: Key #4---Forge the future A leader’s job: Figure out what should be Make it so. A Strategy: a selected direction in which to take the enterprise with a chosen area of investment, and flexible plans.


SBS as an example---1994 sales mix: SBS as an example---1994 sales mix


1994 Business Condition Analysis: 1994 Business Condition Analysis Military simulation was a declining business no more Soviet Union Democrats controlling budget merging customer base SBS was a new competitor with little leverage Services was going “8A” SBS had profitable, growing board business The board industry was large, profitable, growing SBS had the leverage of being a public company


Forging the Future: Forging the Future Embedded computer industry was fragmented only one large company over 200 companies served the market Industry was ripe for consolidation could follow the pattern of other industries (autos, banking) advantages could accrue to size (leverage, knowledge) customers may want less vendors to deal with SBS decided to try and lead that consolidation


“When you come to a fork in the road, take it”---Yogi Berra: “When you come to a fork in the road, take it”---Yogi Berra Sold simulation and services at a loss of 1/3 of corporate equity in April 1995 Began acquiring profitable businesses in the board business 1995 GreenSpring Modular I/O 1996 Logical Design Group Intel VME 1996 Bit 3 Bus Adapters 1997 Micro Alliance Rugged PCI computers 1998 or Industrial Computers Intel/Europe 1998 VI Computer PowerPC boards


Product/Market Position: Product/Market Position Clear leader ‘1553 Interface Boards Telemetry Boards IndustryPack I/O Bus Adapters Working hard at it Intel Processor Boards PowerPC Processor Boards Rugged PCI Computers


Annual Sales (FY ended June 30): 1994 CAGR = 65% 1995 1996 10.2 16.2 31.3 ($ in millions) 52.8 1997 Annual Sales (FY ended June 30) 60 50 40 30 20 10 0 74.2 70 $80 1998


Income From Continuing Operations(FY ended June 30): 1994 1995 1996 0.2 0.9 1.8 3.6 EPS: $0.05 $0.30 $0.65 $0.97 $1.34** $1.64 1993 0 2.0 4.0 6.0 ($ in millions) * Excluding $11.0 million charge associated with Bit 3 acquisition **Including the $0.02 gain on the sale of assets. 8.0 1997 7.1* Income From Continuing Operations (FY ended June 30) 10.0 $12.0 10.1 1998


Financial Achievement: Financial Achievement


Growth Strategy---OneContinue to Expand our Product Line: Growth Strategy---One Continue to Expand our Product Line Invest 11% to 13% of sales in new product R&D Product line extensions to provide more solutions Products which provide new sources of revenue and earnings Strategic technology acquisitions Accelerate “complete solutions” systems business


Growth Strategy---TwoExpand Our Customer Relationships : Growth Strategy---Two Expand Our Customer Relationships Cross-sell our products to increase our customer penetration Use pre-engineered products to establish new customer relationships Build on these relationships by developing custom solutions Use all sales channels---salaried, reps, distributors


Growth Strategy---ThreeDevelop International Business: Growth Strategy---Three Develop International Business Fiscal 1998 16% of sales, with 4% from Asia Turn recently acquired German company into European customer development center Build European business using US products and multiple sales channels Initiate presence in China as long term market opportunity


Growth Strategy---FourContinue to Lead Industry Consolidation by Acquiring Businesses Which... : Growth Strategy---Four Continue to Lead Industry Consolidation by Acquiring Businesses Which... Expand our product offering Have developed to a profitable level of success Can be easily integrated into SBS Can be quickly accretive to earnings Can develop a strong market position


Running “SBS” as one company: Running “SBS” as one company Continuing separate entities (profit centers) for product/market focus Installed common business information system Embarked on “SBS” branding program Integration of outside sales function Coordinating marketing programs Consultative product development


Key #5 Three critical questions of strategy linkage: Key #5 Three critical questions of strategy linkage What are we doing we should do more of? What are we doing we should stop doing? What is it we are not doing that we should start doing?


Key #6 The “..and if not” proposition: Key #6 The “..and if not” proposition What is the risk to the enterprise if you are substantially wrong? What will you do if it turns out the assumptions or intended results don’t turn out the way you expect? How will you know if you are succeeding?


Key #7 Keep helpful paradigms in mind: Key #7 Keep helpful paradigms in mind “Spend half of your time on strategy.”...Andy Grove “Structure follows strategy”…Alfred Sloan “Luck follows speed” …Bear Bryant “What’s Important Now?” …Lou Holtz “Regrets, I have a few...I did it my way..” Frank Sinatra


“Hotel California”: “Hotel California”


Thank you : Thank you