Jim Fallon, President
Intellitouch
Company Profile
Founded in 1988, Intellitouch offers a wide variety of innovative communications convergence products for business applications, from the small office to the largest enterprise. The company’s capabilities include everything from product design and engineering, to manufacturing, marketing, distribution and supply chain management.
Making the Call
The former president thought CRT might provide a welcome sounding board for Fallon’s new business model. “He was right,” Fallon said. “I was faced with so many opportunities. I wanted to be sure that the direction we took not only was a viable one, but also had the potential to potential to create lasting value.”
Can You Hear Me Now?
With multiple opportunities clouding the picture and stretching resources, the CRT helped Fallon rise above the noise. “The CRT mentors helped me look past the promise to achieve a realistic vision.
Clearly, we didn’t have the resources to pursue all of these paths, and each one held hidden risks that needed to be factored in. In the end, we chose a business model that presented acceptable risk, that we were capable of executing, and that offered a healthy return on investment.”
Where Do We Go From Here?
IntelliTouch has experienced a significant revenue increase and enhanced profitability with the build-on-demand model. This success is fueling the company’s expansion and growth. “As we build our business, we’re keeping a close eye on the opportunities in retail and VoIP,” said Fallon. “We recognize that we may need to take some calculated risks in order to broaden our market opportunities – and we are now in a much better position to weather those risks. In addition, we have a well-trained focus on demand, what drives it and how to fulfill it. I’m convinced this focus will prove to be a key factor in our continued success.”
- Need to assess the viability of the new business model
- Lack of long-term defensible position
- Evaluating retail opportunities and possibly hiring seasoned retail industry executive
- Determining how much to invest in the VoIP initiative
- Focus on demand-driven products/ customers
- Avoid risky growth opportunities
- Continue channel growth/expansion
- Understand hidden risks of retail
- Stay connected to VoIP industry shift, but enter carefully
- Staying the course of demand-driven model, achieved 100% growth in 2005 over 2004.
- Delaying entry into retail due to significant risks
- Planning to develop VoIP-specific solutions on a demand-driven basis until overall market adoption increases