Post on 08-Mar-2021
2015
2015 Global PID Controller Product Leadership Award
BEST PRACTICES RESEARCH
© Frost & Sullivan 2015 2 “We Accelerate Growth”
Contents
Background and Company Performance ........................................................................ 3
Industry Challenges .............................................................................................. 3
Product Family Attributes and Business Impact ........................................................ 3
Conclusion........................................................................................................... 5
Significance of Product Leadership ................................................................................ 6
Understanding Product Leadership ................................................................................ 6
Key Benchmarking Criteria .................................................................................... 7
Best Practice Award Analysis for Gefran ........................................................................ 7
Decision Support Scorecard ................................................................................... 7
Product Family Attributes ...................................................................................... 8
Business Impact ................................................................................................... 8
Decision Support Matrix ........................................................................................ 9
The Intersection between 360-Degree Research and Best Practices Awards ..................... 10
Research Methodology ........................................................................................ 10
Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices ................................................................................................................. 11
About Frost & Sullivan .............................................................................................. 12
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Background and Company Performance
Industry Challenges
Proportional integral derivative (PID) controllers should help plant operators swiftly
identify and correct process or machine errors. Yet to eliminate an error, the operator
must consult a manual and implement the recommended action. These trouble-shooting
activities often consume a lot of time, thereby creating both a safety problem and a loss in
productivity that spans the time between when an alarm is activated and when normal
operations resume.
At present, operators are required to use a PID controller as directed by the
manufacturing company, and it cannot be customized based on the needs of the operator.
So a controller that is able to display the complete error message along with the
corrective action customized to the user’s situation would be more user friendly and help
reduce the time needed to eliminate the error. Companies able to provide controllers with
these features can gain a competitive advantage in the market.
Product Family Attributes and Business Impact of Gefran
Gefran’s PID controller, the 1350, was launched in 2015. The other variants in the
medium-band thermos regulators family, the 650 and 1250, were launched in 2014.
Match to Needs
The 1350 detects machine error and recommends the action needed to correct it. Through
this feature, the user’s time is saved by avoiding the task of manually looking up the
problem, deciphering the possible cause, and then deciding on the action needed to
correct the error. When compared with its competitors, the 1350 PID controller has a
much larger display screen (area of 83 x 68 mm) which makes it easier for the user to
read the error clearly. Thus, end users gain advantages such as saving time and avoiding
safety risks and loss of productivity.
Product Reliability and Quality
With the new 1350, Gefran has increased the PID display area so the operator can more
easily read the settings, alarms, and messages. The controller has three displays: the first
shows the actual present value, the second shows the set point, and the third checks for
direct and immediate interaction during initial configuration and operation. Users also
benefit because the controllers can be configured easily with the GF_eXpress
programming tool for the computer. The 1350 is also password protected which ensures
that the data stored is secure and not vulnerable to misuse. With the energy monitor
function, the controller notifies the user in advance of a possible breakdown, and thus
prevents unexpected system shutdowns while offering operators amble time to schedule
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maintenance in advance.
Positioning
Gefran positions itself as one of the leaders in the PID controller market. The company is
one of the first to have developed a PID controller with message storage facilities and
customizability based on the users’ needs: for example, the operators can select the
language of the messages among three different languages stored in the instrument. In
addition, the 1350 model is the PID controller with the largest display in its market
category.
Gefran markets these products from its offices across the globe, which helps it increase
the customer base. The temperature on the controller is visible from a distance due to its
large numbers and a white-on-black contrast. They have also ensured that the controller
is a user-friendly human machine interface.
Design
In the 1350 model, the display consists of a large LCD screen that offers the operator a
clear view of the temperature from a distance. The 1350 enables the operator to
customize the controller based on specific needs, is compatible to the Latin alphabets, and
lets the operator copy/paste information even when the power is off. Operators can also
choose the display colors of the PID controller. 1350 allows the operator to store up to
300 messages. With the help of Zapper, a portable battery-powered configurator, the
operator can save up to four programs and can also save programs when the battery is
low. Gefran’s PID controllers can be connected to a communication network using the
MODBUS communication standard, which is one of the most widely adopted industrial
communication standards.
Growth Potential
Gefran’s target end users are from the plastic, packaging, food processing, and metal
industries that use PID controllers in heat treatment and chiller application. The 1350
apart from having a larger display when compared with its competitors also has a
maximum power consumption of 10W. If the programs created by the user needs
protection the 1350 does provide the password protection. Gefran’s PID controller services
rely on its distribution network which consists of 70 authorized distributors. With certain
banks and companies lining up to invest in the plastic and food processing industries in
the near future, Gefran could see a rise in sales of the 1350 PID controller due to these
anticipated investments.
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Financial Performance
In the second quarter of 2015, Gefran saw quarterly revenue drop by 8% for the overall
company when compared to the revenue during the same quarter in 2014. However, the
automation component division saw growth of 10% in its revenue for the same period.
One of the reasons for the rise in revenue for the automation division is the launch of the
company’s new 1350 PID controller in the second quarter of 2015.
Conclusion
Gefran has successfully managed to address user challenges by increasing the size of the
display screen and offering customization based on specific end-user needs. By increasing
the size of the display screen, Gefran has made it easier for the user to read the full
message clearly and in the preferred language, in cases of error. With its strong overall
performance, Gefran has earned Frost & Sullivan’s 2015 Product Leadership Award.
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Significance of Product Leadership
Ultimately, growth in any organization depends upon customers purchasing from your
company, and then making the decision to return time and again. A comprehensive
product line, filled with high-quality, value-driven options, is the key to building an
engaged customer base. To achieve and maintain product excellence, an organization
must strive to be best-in-class in three key areas: understanding demand, nurturing the
brand, and differentiating from the competition.
Understanding Product Leadership
Demand forecasting, branding, and differentiation all play a critical role in finding growth
opportunities for your product line. This three-fold focus, however, must be complemented
by an equally rigorous focus on pursuing those opportunities to a best-in-class standard.
Customer communications, customer feedback, pricing, and competitor actions must all be
managed and monitored for ongoing success. If an organization can successfully parlay
product excellence into positive business impact, increased market share will inevitably
follow over time.
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Key Benchmarking Criteria
For the Product Leadership Award, Frost & Sullivan analysts independently evaluated two
key factors—Product Family Attributes and Business Impact—according to the criteria
identified below.
Product Family Attributes
Criterion 1: Match to Needs
Criterion 2: Reliability and Quality
Criterion 3: Product/Service Value
Criterion 4: Positioning
Criterion 5: Design
Business Impact
Criterion 1: Financial Performance
Criterion 2: Customer Acquisition
Criterion 3: Operational Efficiency
Criterion 4: Growth Potential
Criterion 5: Human Capital
Best Practice Award Analysis for Gefran
Decision Support Scorecard
To support its evaluation of best practices across multiple business performance
categories, Frost & Sullivan employs a customized Decision Support Scorecard. This tool
allows our research and consulting teams to objectively analyze performance, according to
the key benchmarking criteria listed in the previous section, and to assign ratings on that
basis. The tool follows a 10-point scale that allows for nuances in performance evaluation;
ratings guidelines are illustrated below.
RATINGS GUIDELINES
The Decision Support Scorecard is organized by Product Family Attributes and Business
Impact (i.e., the overarching categories for all 10 benchmarking criteria; the definitions
for each criteria are provided beneath the scorecard). The research team confirms the
veracity of this weighted scorecard through sensitivity analysis, which confirms that small
changes to the ratings for a specific criterion do not lead to a significant change in the
overall relative rankings of the companies.
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The results of this analysis are shown below. To remain unbiased and to protect the
interests of all organizations reviewed, we have chosen to refer to the other key players
as Competitor 2 and Competitor 3.
DECISION SUPPORT SCORECARD FOR PRODUCT LEADERSHIP AWARD
Measurement of 1–10 (1 = poor; 10 = excellent)
Product Leadership
Product Family
Attributes
Business
Impact Average Rating
Gefran 9.5 9.0 9.25
Competitor 2 8.5 8.5 8.50
Competitor 3 8.0 7.5 7.25
Product Family Attributes
Criterion 1: Match to Needs
Requirement: Customer needs directly influence and inspire the design and positioning of
the product family
Criterion 2: Reliability and Quality
Requirement: Products consistently meet or exceed customer expectations for
performance and length of service
Criterion 3: Product/Service Value
Requirement: Products or services offer the best value for the price, compared to similar
offerings in the market
Criterion 4: Positioning
Requirement: Products or services unique, unmet need that competitors cannot easily
replicate or replace
Criterion 5: Design
Requirement: The product features an innovative design, enhancing both visual appeal
and ease of use
Business Impact
Criterion 1: Financial Performance
Requirement: Strong overall financial performance in terms of revenues, revenue growth,
operating margin and other key financial metrics
Criterion 2: Customer Acquisition
Requirement: Product strength enables acquisition of new customers, even as it enhances
retention of current customers
Criterion 3: Operational Efficiency
Requirement: Staff is able to perform assigned tasks productively, quickly, and to a high
quality standard
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Criterion 4: Growth Potential
Requirements: Product quality strengthens brand, reinforces customer loyalty and
enhances growth potential
Criterion 5: Human Capital
Requirement: Company culture is characterized by a strong commitment to product
quality and customer impact, which in turn enhances employee morale and retention
Decision Support Matrix
Once all companies have been evaluated according to the Decision Support Scorecard,
analysts can then position the candidates on the matrix shown below, enabling them to
visualize which companies are truly breakthrough and which ones are not yet operating at
best-in-class levels.
DECISION SUPPORT MATRIX FOR PRODUCT LEADERSHIP AWARD
High
Low
Low High
Business Impact
Product Family Attributes
Gefran
Competitor 2
Competitor 3
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The Intersection between 360-Degree Research and Best
Practices Awards
Research Methodology
Frost & Sullivan’s 360-degree research
methodology represents the analytical
rigor of our research process. It offers a
360-degree-view of industry challenges,
trends, and issues by integrating all 7 of
Frost & Sullivan's research methodologies.
Too often, companies make important
growth decisions based on a narrow
understanding of their environment,
leading to errors of both omission and
commission. Successful growth strategies
are founded on a thorough understanding
of market, technical, economic, financial,
customer, best practices, and demographic
analyses. The integration of these research
disciplines into the 360-degree research
methodology provides an evaluation
platform for benchmarking industry players and for identifying those performing at best-
in-class levels.
360-DEGREE RESEARCH: SEEING ORDER IN
THE CHAOS
Technology
Obsolescence
Disruptive
Technologies
New
Applications
CEO
Demographics
Needs
and
PerceptionsSegmentation
Buying
Behavior
Branding
and
Positioning
Competitive
Benchmarking
Emerging
Competition
Competitive
Strategy
Capital
Investments
Availability
of
Capital
Country
Risk
Economic
Trends
Crowd
Sourcing
Growth
Strategies
Career
Development
Growth
Implementation
Industry
Evolution
New Vertical
Markets
Industry
Expansion
Industry
Convergence
Emerging
Technologies
Smart Cities
Sustainability
New Business
Cultures
GeoPolitical
Stability
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Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices
Frost & Sullivan Awards follow a 10-step process to evaluate award candidates and assess
their fit with select best practice criteria. The reputation and integrity of the Awards are
based on close adherence to this process.
STEP OBJECTIVE KEY ACTIVITIES OUTPUT
1 Monitor, target, and screen
Identify award recipient candidates from around the globe
• Conduct in-depth industry research
• Identify emerging sectors • Scan multiple geographies
Pipeline of candidates who potentially meet all best-practice criteria
2 Perform 360-degree research
Perform comprehensive, 360-degree research on all candidates in the pipeline
• Interview thought leaders and industry practitioners
• Assess candidates’ fit with best-practice criteria
• Rank all candidates
Matrix positioning all candidates’ performance relative to one another
3
Invite thought leadership in best practices
Perform in-depth examination of all candidates
• Confirm best-practice criteria • Examine eligibility of all
candidates • Identify any information gaps
Detailed profiles of all ranked candidates
4
Initiate research director review
Conduct an unbiased evaluation of all candidate profiles
• Brainstorm ranking options • Invite multiple perspectives
on candidates’ performance • Update candidate profiles
Final prioritization of all eligible candidates and companion best-practice positioning paper
5
Assemble panel of industry experts
Present findings to an expert panel of industry thought leaders
• Share findings • Strengthen cases for
candidate eligibility • Prioritize candidates
Refined list of prioritized award candidates
6
Conduct global industry review
Build consensus on award candidates’ eligibility
• Hold global team meeting to review all candidates
• Pressure-test fit with criteria • Confirm inclusion of all
eligible candidates
Final list of eligible award candidates, representing success stories worldwide
7 Perform quality check
Develop official award consideration materials
• Perform final performance benchmarking activities
• Write nominations • Perform quality review
High-quality, accurate, and creative presentation of nominees’ successes
8
Reconnect with panel of industry experts
Finalize the selection of the best-practice award recipient
• Review analysis with panel • Build consensus • Select winner
Decision on which company performs best against all best-practice criteria
9 Communicate recognition
Inform award recipient of award recognition
• Present award to the CEO • Inspire the organization for
continued success • Celebrate the recipient’s
performance
Announcement of award and plan for how recipient can use the award to enhance the brand
10 Take strategic action
Upon licensing, company may share award news with stakeholders and customers
• Coordinate media outreach • Design a marketing plan • Assess award’s role in future
strategic planning
Widespread awareness of recipient’s award status among investors, media personnel, and employees
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About Frost & Sullivan
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