1. OPIM 5894 ADVANCED PROJECT MANAGEMENT CORNING: EARLY-STAGE OPPORTUNITY IDENTIFICATION Team 3 Richard Buskey Jonathan Koenig Jonathan Weiss Prashant Mishra Daniel Mahzonni Vijay Gadigeppa http://users.business.uconn.edu/snair/opim5894.html

2. Corning Inc: Early-Stage Opportunity Identification 2 Smart Bullet  Heat signature for guidance  Adaptable to any gun  Variety of bullet calibers  RFID activation  Smokeless  Transmits location data upon successful hit via GPS tracking  Stage 0 approximation: 1 year Work will be done in parallel Prof. Suresh Nair, University of Connecticut

3. Corning Inc: Early-Stage Opportunity Identification 3 What are the key megatrends driving the opportunity? – 1 week  Increase in world conflict (e.g., wars)  Necessity to compensate for lack of troops with technological advantages  Conflict over resources (oil, water, rare earth metals)  Efficient warfare Prof. Suresh Nair, University of Connecticut

4. Corning Inc: Early-Stage Opportunity Identification 4 Is the opportunity large? – 3 weeks  Market would be US government to start, potentially sales to any US allies (Israel, England, etc.)  Demand would be significant from all sources (allies and enemies) Prof. Suresh Nair, University of Connecticut

5. Corning Inc: Early-Stage Opportunity Identification 5 Is the problem significant? – 8 weeks  Diminishing number of troops  Less close-quarters combat  Next logical step in modern warfare  Applicable technology does not currently exist Prof. Suresh Nair, University of Connecticut

6. Corning Inc: Early-Stage Opportunity Identification 6 What is the hypothetical value proposition? – 4 weeks  Save lives  less attacks, less casualties, less collateral damage  More tactical strikes as opposed to invasions  Deterrent for combat Prof. Suresh Nair, University of Connecticut

7. Corning Inc: Early-Stage Opportunity Identification 7 Is this approach unique? Is there a possibility for significant differentiation? – 12 weeks  First to market  Universal to any weapon  Smokeless trail  RFID activated  GPS tracking Prof. Suresh Nair, University of Connecticut

8. Corning Inc: Early-Stage Opportunity Identification 8 Does it fit the firm’s materials and process expertise? – 4 weeks  Core competence industry (weapons)  Investment required for technological process expertise Prof. Suresh Nair, University of Connecticut

9. Corning Inc: Early-Stage Opportunity Identification 9 Are the required resources available? – 20 weeks  Capital  Market requirement  Subject matter experts  Interested personnel  Process specifications  Supply chain Prof. Suresh Nair, University of Connecticut

10. Corning Inc: Early-Stage Opportunity Identification 10 Data required  Causes of casualties civilian and military  Collateral damage costs from bombings  Market size information  Number of military personnel  Current and upcoming legislation on weapons  Development costs  Cost-benefit analysis  Prototype cost  Opportunity cost compared to other ongoing projects within the firm Prof. Suresh Nair, University of Connecticut

11. Corning Inc: Early-Stage Opportunity Identification 11 Resources required  Money  Funding for market and technological research  Labs  Computing power for simulations  Software  Data analysis  Raw materials / metals  Small scale experimentation Prof. Suresh Nair, University of Connecticut

12. Corning Inc: Early-Stage Opportunity Identification 12 Staffing required  Scientists (chemists, biologists, physicists)  Mechanical and electrical design engineers  Military personnel (supervisors, consultants, etc.)  Marketing personnel  Financial analysts  Research and development personnel Prof. Suresh Nair, University of Connecticut

13. Corning Inc: Early-Stage Opportunity Identification 13 Research and techniques required  Data mining of military combat statistics for the last 100 years  Military budgets and spending  Current and proposed legislation will be  Existing guidance technology and its applicability to project  Workshops and brainstorming sessions with internal SMEs and military personnel  Survey military personnel for product specifications (distance, caliber, maximum mass, etc.) Prof. Suresh Nair, University of Connecticut