technology presentation - avigilon
TRANSCRIPT
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Avigilon – Presentation
The Best Evidence™
York University, Technology Management Course Group 2 – Fall 2014
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Agenda
Introduction of the company and founder
Technology strategy
Innovation performance
Competitive dynamics
Issues and recommendations
Conclusion
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Introduction
Canadian company founded by Alexander Fernandes in 2004.
Designs and manufactures high-definition surveillance solution systems
Hardware and software designed in Canada Some manufacturing facilities in Canada
Intro. video
http://www.youtube.com/watch?v=MKYz6cJw61U
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About the Founder
Fernandes: Founder, President, CEO, and Chairman
20+ years of experience; very successful Avigilon IPO
Previously founded Q-Imaging, and sold it
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Business model• Airports• Casinos• Schools• Prisons• Banking• Public
venues
Marketing of global HD and megapixel (“MP”) digital video surveillance systems, video analytics and access control equipment
HD video surveillance solutions & complementary
products
• Digital surveillance systems and/or complementary products
• Customizable end-to-end video solutions
Superior protection for customers through innovation
2000+ integrators supported by inside sales
Delivering high customer ROI
• R&D • Technical and software engineers • Sales and marketing
• Skilled personnel• Financial
resources• Patents
Open Platform: • Sony, Samsung, Panasonic,
Sanyo, and others • Network alliances
Business Model
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Dominant Design
HD micro dome cameras
• Smallest dome camera in the industry
• Unparalleled image detail
• 30 images per second at full resolution
Image Megapixels
• Industry innovation: Architectural innovation from VGA cameras to Pro HD cameras.
• Internal innovation: Incremental innovation – successively improved innovations; increasing megapixels
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Industry Architecture
Industry Architecture -
Loosely coupled
Appropriability regime
Weak Strong
Industry Architecture -
Tightly coupled
Appropriability Regime
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Technology Strategy
https://www.youtube.com/watch?v=QAqh8JXqqoE&list=UUH1g3jEVqwdpK-zF6GG_OQg&index=28
Dome Camera Video:
• Competes on a dominant design basis; an end-to-end surveillance system
• Also supplies complementary products
• Sold through a network of “integrators.”
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Technology Strategy –
Collaboration
Key alliances for compatibility and reduced R&D:Less market confusionSynergistic “best effects”
1. Joined Lenel Open Access Alliance Program
2. Became member of global Open Network Video Interface Forum (ONVIF)
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Technology Strategy –
Collaboration cont’d.
Pros: Cons:Building relationships with experts in their field
Private benefits to alliance partners
Value-added interactions Possible appropriation
Co-opting other competitors One-way knowledge transfer
All-In-One System
PTZ Dome Camera
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Technology Strategy - Integration
Their ACC system easily adapts to conventional ones:
Attract customers with legacy systemsMore scope of product diversificationLeads to a larger installed base
4-Port Analog Encoder
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Technology Strategy –
Acquisitions
Limited resources + need for speed to market, lower costs, less risky
Three key acquisitions recently:
S2 Netbox: integrates access control with alarm & temperature monitoring;
RedCloud Security: patented access control systems;
Video IQ: patented real-time analytics – the future.
Rialto Analytics
Access Control
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Technology Strategy – Network
Externalities
Alliances & acquisitions increases the installed base.
Less compatibility issuesComplementary product demand – self reinforcing
Complement Products: cameras, lenses & enclosures; recorders; access controls; video analytics software; encoders; joystick keyboards; Ethernet accessories.
Joystick Keyboard
Recording Device
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Technology Strategy –
Patent Policy
Uses proprietary design & technology patents:
Technological Trade Secrets for ‘special’ inventionsOpen platform integration; maximum compatibilityAcquired companies with solid patents
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2010 2011 2012 2013 2014 (9 months)
0
2000000
4000000
6000000
8000000
10000000
12000000
14000000
16000000
18000000
3,003,0004,043,000
6,410,000
11,770,000
17,905,000Yearly R&D Costs
Rounded Totals
Cost
s
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Technology Strategy –
S-curves
Video Analytics
Digital ACC System
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Innovation Performance
Input measurement:1. Skill level of the labour pool2. Investment in machinery & equipment3. R&D development
Output measurement:1. Patents 2. New products 3. Speed to the market
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Labour Pool
Skill Level
• Labour pool education• Increase in employee
related payables• Increase in G&A
company expenses
R&D Development
• R&D expenses: • Increased by 81% from
2012 to 2013
• R&D plans:• Continue to increase
investment in R&D • Main thrust for fueling
growth
Equipment Investment
Input Measurements
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Output Measurements
Patents
• IP Patents achievement
• 25 issued and 109 pending
• HDMS• Video analytics
New Products
• New product sentiment
• HD digital Cameras
• Analog video encoders
• Avigilon Control Centre
• LPR/NPR Model
• Customized accessories
Speed/Market
• Easy Installation
• Fewer cameras needed with ACC
• Access to sales channels
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Competition
Market expanding rapidly
Highly fragmented market• Low barriers to entry• Low market concentration (small to medium
sized players)• Compete on differentiation (niche market) &
economies of scale
Analog HD digital Surveillance systems are major catalyst for growth
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Major Competitors
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Competition cont’d
Bosch & Axis both have bigger R&D Budgets
Avigilon lacks a razor blade business model
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Industry Acquisitions
Industry Acquisitions
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Current Issues
1. Management issues:• CEO conflicting with management staff• Departure of key executive members• CFO Bradley Bardua’s resignation sent shock
waves
2. Stock Market performance:• No dividends to shareholders• Majority of revenues ‘plowed back’ into R&D
innovation• Fluctuating stock prices
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Low $14.85High $34
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Recommendations
Ambidextrous (Explore & Exploit)
1. Explore:• New markets, APAC (Asia Pacific),
LATAM (Latin America)• Expand business development
2. Exploit:• Speed, control and cost• Further potential alliances
Increase Brand Awareness: Trade shows, marketing and strategic advertising
Razor blade business model
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