THIS Page could be focused on projects related to new product development
We could have overall info about Rva’s work in new product development here
Below, we would list various projects, a blurb about each of them, and an image. Pretend the items below are all “new product development.” We could have other portfolio pages focused on different categories (e.g. sales forecasting, business organization, etc)
SUPERSONIC BUSINESS JET
Project Attributes and Delivery Forecast
We created and globally fielded a customized web survey to determine purchase interest and to gather product attribute and price sensitivity feedback from prospective owners and operators of an in-development supersonic business jet. The project included a series of one-on-one meetings with key decision makers and high net worth individuals in North America, Europe, the Middle East and Asia Pacific.
CUSTOMER SERVICE
Customer Relations Strategy Development
We have conducted multiple studies on behalf of one of the world’s leading business and general aviation aircraft manufacturers to refine the company’s understanding of the competitive environment, to benchmark key competitors, and to create go-forward strategies in customer service and support. These studies included an assessment of in-house versus 3rd party-provided maintenance, repair and overhaul (MRO) approaches, with a focus on North American and European operations.
STRATEGIC PLANNING
Regional Aviation Development Plan
On behalf of a regional aviation association, we created a business aviation database, highlighting aircraft fleets, operators, suppliers, infrastructure, and the aviation legal and organizational framework. We assessed the region’s key successes, and identified and prioritized the primary challenges facing aircraft operators. We then crafted a strategic plan, outlining recommended steps and procedures to resolve or minimize the primary challenges facing regional aircraft operators through the year 2020.
PROFITABILITY
Assembly Plant Profitability Study
The general aviation and business aircraft manufacturer was interested in improving the performance of a business unit in which it had made a large capital investment in plant, facilities, tooling, and training, with government support linked to job creation in an underdeveloped region. This modern aircraft assembly plant was not achieving desired returns on investment, and product line margins were unacceptable. The consultant led a cross-functional team from strategy, business development, sales and marketing, supply chain management, finance, operations, and engineering over a 30-day period, ultimately leading to recommendations and a presentation to the CEO of the parent company.