Danforth Manufacturing stands firmly in the forefront of the photovoltaic storage industry. DMC is expanding product expertise and market share, while enhancing performance and integration throughout four major market segments: aerospace, consumer, industrial, and medical products, all of which are influenced by a corporate Enterprise Architecture (EA).

Each product segment seeks to introduce and deploy increasingly competitive products while reducing costs and improving market penetration. In a geographic view of company operations, it becomes apparent there are opportunities for streamlining internal operations as well as opportunities to expand marketing presence in the US and abroad.

The concept of operations respective to each market segment is supplemented by a corporate concept of operations dealing with self governance, leadership, and control. Relationships between segments and the corporate concept are facilitated through the implementation of the EA program.

Performance to the EA program is documented, managed, and iteratively reviewed. Key initiative leaders find that working from a common model improves opportunity, analysis, cooperation and results. The EA program is easily adjusted, providing for the greatest agility in response to market, operating, and industry conditions.

Each of the main components of the business, in turn, perform iteratively with the EA program respective to their enterprise segment.

Collectively, the organization is able to expand in size (grow) while reducing costs, becoming more integrated, and increasing overall market share. Through the EA process, goals and initiatives (such as workforce planning, lean manufacturing, competitor acquisition, sales integration, product deployment) are detailed, managed, documented, and measured. All this information is captured within the artifacts of the EA repository. Consequently, strategy, goals and performance are recorded and consistently available during the ongoing business cycle.

A predictive extrapolation of the DMC CONOPS is reflected in the Future Operating scenario of the Management Plan, Section 3.

Strategic Goals

The DMC five year growth strategy will be accomplished through execution of the following 4 goals, each led by an Executive Sponsor:

Maintain Solid Financial Growth	Alan Rosenberg, VP Finance
Increase Market Share	Jeff Linder, VP Industrial Products
Increase Product Competitiveness	Eric Johansen, VP Consumer Products
Promote Organizational Excellence	Sara Jenkins, VP Administration

Strategic Initiatives

Corporate Headquarters

•  Implement corporate-wide integrated communications network ($4.6 million)
•  Remodel corporate headquarters building ($3.9 million)
•  Implement a new HR module as part of the WELLCO ERP in 2008 ($2.1M)
•  Expand new ERP system to meet demand in NE US ($1.7 million)

Consumer Products Division

•  Competitor Acquisition ($15-25 million)
•  Implement new product development center ($13 million)
•  Development of more powerful solar mini-cell ($1.3 million)
•  Re-tool manufacturing plant ($12.6 million)
•  Development of modified solar micro-cell ($800 thousand)

Industrial Products Division

•  Develop end-to-end industrial product development capability ($5.3 million)
•  Ship first DMC-brand solar-powered street lights ($3.8 million)
•  Ship first DMC-brand 911 call-box/street light products ($2.4 million)
•  Expand sales offices in Jacksonville and Los Angeles ($280 thousand)
•  Re-tool manufacturing plant ($18.6 million)
•  Open sales and distribution facilities in Boston ($2.7 million)

Aerospace Products Division

•  Development of new solar micro-cell by 2007 ($1.7 million)
•  Develop improved solar panel cell by 2008 ($3.1 million)
•  Implement new six sigma program by 2009 ($0.5 million)

Medical Products Division

•  Development of new emergency generator adaptor product line ($680 thousand)
•  Development of new surgical suite solar lighting product line ($1.9 million)
•  Development of new surgeon's lighting headband product line ($1.3 million)
•  Develop new solar-powered UPS for surgical suites ($2.2 million)

Strengths, Weaknesses, Opportunities, Threats

Initiative to Performance Measure to Strategic Goal Mapping