VA L E N T I N A B E LT R A N

S t r a t e g i c I n t e r v e n t i o n Va l i d a t i o n a n d P l a n n i n g P r o j e c t

C U R R E N T B U S I N E S S M O D E L

C U R R E N T C O R P O R A T E P R O B L E M S

BELT is design and manufacturing firm delivering fine architectural metal works to the Ultra High-End Construction Market. With their manufacturing in Colombia and HQ Based in South Florida, U.S., Belt is currently active in the Florida and New York metropolitan area markets, where 90% of their sales are made.

By evaluating the current internal challenges and tackling one of the biggest challenges will leverage the current situation to address other consequential issues. The current long sales cycle (between four to twelve months), is the result of having custom project-based sales, which brings with it other fundamental problems that affect the over all business. Reducing the sales cycle Belt will be able to tackle the high costs due to custom design and sales service, scalability constraints due to customization and cash flow issues due to instability of sales.

Likewise externally customers and markets are changing, with a new rising wealthy generation within the new economies, new values, new needs and new architectural trends emerge. Creating for Belt big opportunities to play in these new markets and serve these costumers.

C U R R E N T C O R P O R A T E P R O B L E M S

• Family Business Issues — Organization • Lack of Alignment with the Culture — Shareholders • Employee Recruitment & Churn — 100+ • Long Sales Cycle — 4-12 Months

C U R R E N T C U S T O M E R PA I N S

• Final User—Owners Have no idea of what they want • Influencers—Architects & Designers Need Design Input • Market Contemporary Design—Trend Harder to Differentiate

K E Y P R O B L E M Corporate: Long Sales Cycle— 4-12 M

• High Cost Customer Design Service • Customization Constraints to Scale • Cash Flow Issues

H Y P O T H E S I S

What if … we can create a Premium Quality Standard Product Offer, that maintains the High Standards of Customization Customer Service?

50%30%

20%

Given Design1/2 Designed

Full Designed

L O N G S A L E S C Y C L E I S S U E

1 Y R +S t a r t 5 m 7 m

T H E S T R A T E G Y

Split the current ‘custom product offer’ into three different business lines and target broader customer segment, at a higher and lower level.

1.Premium Design Service — Ultra high-end one-of-a-kind products. 2.Custom Standard Projects — High-end custom standard products 3.Standard Architectural Metal Products — Standard products

Belt will diversify their offering creating a winning strategy that can generate upselling and cross-selling for the current customer segment and provide products and services to this new customer segment. Leaving aside the family owned business challenges and issues, which clearly need to be addressed from the organizational and corporate level; internal and external dynamics during the last 5 years had taken the company to re-think their business model to remain relevant, meaningful and profitable in the new economies.

OFFER 1

Premium Custom DesignOFFER 2

Custom Standard Product

CURRENT PRODUCT OFFERSCustom Architectural Finishes In Metal

O n l i n e P l a t f o r m - D a t a B a s e d t h a t n a r r o w s t h e d e s i g n c y c l e & o f f e r s s t a n d a r d p r o d u c t s

T H E S T R A T E G Y

FA S T E R S A L E S C Y C L E

1.IMPUT: Image Database Design Database User Desires Data

2.DEVELOP Identifies User Needs based data input, image selection and exiting design archetypes,

3.OUTPUT 1.design input 2.design options 3.Product selection

P R E M I U M D E S I G N S E R V I C E

P r o d u c t A r c h e t y p e s — S t a n d a r d i z e

N E W B U S I N E S S M O D E L

BELT New Business Model Strategy

IMPUT ACTIVITIES OUTPUTS OUTCOMES IMPACT

User Journey and What if? Hypothesis. Observation and Interviews interviews Market and Trend existing research. Competition Benchmark

1. Create and Validate the user journeys for each stakeholder.

2. Organize a focus group with influencers

3. Frame relations of the ‘digital design source platform’ with the integral digital strategy & the internal processes.

4. Digital strategies trend & State of the Art.

1. Prove and Adjustment of stakeholders needs

2. Identify other pain points and needs

3. Identify other industry trends

4. Identify digital strategy

1. Implementation Plan with clear MVP for each stage.

2. Input information to adjust the complementary digital strategy.

3. View risks and constraints panorama.

4. Prove or disprove strategy viability and required adjustments.

1. Create a real viable product that converts Belt in a leading company in the industry.

2.

Existing Designs Database 1. Images 2. Designs 3. Products Standards

1. Organize Image and Drawing Database.

2. Create filing system with easy accessibility.

1. Architectural Metal Works design source for internal and external use.

2. Structured and accessible Data base.

3. User design needs parameters.

1. Method to identify user, project & customer needs.

2. New design service for the Higher End Customer segment guidelines.

3. Consolidate the custom standard offering for the high-end market.

1. Faster sales cycle. 2. Increase Sales

Effectiveness. 3. Increase sells by creating

up-sales

1. Define & Create Design Archetypes for 2 product categories. (First Stage will include only railings and light fixtures)

1. Standard Designs based in this archetypes with customization capabilities.

1. Obtain product diversification with short a sales cycle.

2. Standard Product Affordable Luxury’ for current customer or new middle-end customer segment. ‘

1. Improve Business Sustainability.

2. Stabilize cash flow. 3. Increase sells by creating

cross-sales.

THEORY OF CHANGEPROJECT MANAGEMENT

�1

L O G I C M O D E L

D E S I G N B R I E F

P R O J E C T D E S C R I P T I O N

Split the current ‘custom product offer’ into three different business lines and target broader customer segment, at a higher and lower level. The initial scope is Diversify their offering by creating a digital strategy that can generate up-selling and cross-selling for the current customer segment and provide products and services to the new customer segment.

I N T E N T S C O P E The initial scope will focus on validate the strategy and develop a MVP based on the current project stage to test

E X P L O R AT I O N Q U E S T I O N S

What is the MPV le that will allow Belt to test the strategy using a digital tool? What are the minimum technical and physical requirements? What are the external users basic needs?

TA R G E T U S E R S

External: Project Owners, Architects, Interior Designers And Builders Currently Building Or Remodeling Either Single Family Projects Of More Than 3'000.000 Usd Or Boutique, Luxury Hotels Or Restaurants Over 25'000.000 Usd. Internal: Business Development Team, Sales Team And Design Team

R E S E A R C H P L A NCreate A Focus Group To Identify Needs And Test Current Idea, User Journey, Interviews, Observation

E X P E C T E D O U T C O M E S

1. Test and prove the hypothesis 2. Deliver and test MVP 3. Creare a stage 2 planning to develop the full strategy.

S U C C E S S M E T R I C S1. Did we discover a compelling reason to pursue with this strategy? 2. Did we Identify what would be the deliverable stages for the digital platform 3. Did we create a service blue print to identify the stages & deliverables?

P R O J E C T P L A N N I N G

1. 2-people full-time team and 1-person part-time team. 2. 12 week time fram

D E S I G N C R I T E R I A

D E S I G N G O A L

Develop a digital tool, data based, to create value to BELT stakeholders and address current pains points. 1. Validate efficiently the customer/user needs and desires. 2. Reduce sales cycle by giving the customer custom standard option that meet their

expectations. 3. Provide relevant design input for the design team for the the premium service.

U S E R P E R C E P T I O N S

1. Easy to understand and use 2. Perceived as a Design/Ideas Source for architects, builders and final users. 3. Perceived as an efficient tool for the internal stakeholders, Sales & Design team

P H Y S I C A L & F U N C T I O N A L AT T R I B U T E S

1. Outstanding user experience (for both sales people and customer). 2. Have a comprehensive interface for all users. 3. Be Responsive and compatible with both WIN and iOS, 4. Have a comprehensive interface to input information and correlated output information for

both client and design team.

C O N S T R A I N T S 1. High costs of software development. 2. Internal resource availability to create database and standardized offer 3. Interrelation with the integral digital strategy (marketing & business development)

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40%

40%

100%

100%

100%

100%

VALIDATION PROCESS

External Stakeholders

Journey Mapping

Architects

Designers

Builders

Owners

Observation & Intervew

Focus Groups

Internal Stakeholders -Users

Journey Mapping

Sales Reps

Sales Coordinator

Maestro (CCO)

Design Team

Processes Analysis

Sales

Design

Data Generation

Digital Strategy Trend

State of the Art Analysis

Revision on the current tool Uses to be rescued

Review Current Digital Strategy

Integration

Website & SEO

Community Management

E-mail Marketing

PLANNING PROCESS

Review Design Brief

Review Design Criteria

Frame the Stages & create deliverables

Allocate intenal Resources

Hire External resources

Based on Hypothesis to be adjusted with Validation

Process

Data Base Generation

Collect Info Available

Evaluate current Data base

Create a Filing plan

Identify need of internal or external resource

To be excecuted in paralle of all other processes

MVP LAUNCH

TBD bases on 1,2, 3 Deliverables and

Conlusions

W O R K B R E A K D O W N S C H E D U L E S TA G E 1

VA L I D AT I O N P R O C E S SSTRATEGY

20%

40%

40%

100%

100%

100%

100%

VALIDATION PROCESS

External Stakeholders

Journey Mapping

Architects

Designers

Builders

Owners

Observation & Intervew

Focus Groups

Internal Stakeholders -Users

Journey Mapping

Sales Reps

Sales Coordinator

Maestro (CCO)

Design Team

Processes Analysis

Sales

Design

Data Generation

Digital Strategy Trend

State of the Art Analysis

Revision on the current tool Uses to be rescued

Review Current Digital Strategy

Integration

Website & SEO

Community Management

E-mail Marketing

PLANNING PROCESS

Review Design Brief

Review Design Criteria

Frame the Stages & create deliverables

Allocate intenal Resources

Hire External resources

Based on Hypothesis to be adjusted with Validation

Process

Data Base Generation

Collect Info Available

Evaluate current Data base

Create a Filing plan

Identify need of internal or external resource

To be excecuted in paralle of all other processes

MVP LAUNCH

TBD bases on 1,2, 3 Deliverables and

Conlusions

W O R K B R E A K D O W N S C H E D U L E S TA G E 2

STRATEGYP L A N N I N G P R O C E S S

D ATA G E N E R AT I O N

M P V L A U N C H