The study relied on two teams—one focused on operations and the other on marketing. With members from Asia and North America, the teams worked independently across the globe and collaborated to develop their joint recommendations.
The operations team worked in the client’s corporate office and manufacturing plants in Asia. The team included specialists in R&D, purchasing, manufacturing, supply-chain management, and finance.
The marketing team concentrated on understanding the client’s biggest opportunity: North America. They also investigated two other important regions: Europe and Asia.
Leaders in McKinsey’s Marketing & Sales, High Tech, and Operations practices conducted the study. Overall, 11 partners from seven offices and consultants from another five offices participated. To coordinate our work, we met by conference call at least once a week and in person twice.
David C. was one of the partners in charge of the project. He helped manage the relationship with the client and helped the client’s leaders reach agreement to move forward with our recommendations. David K., head of McKinsey’s Operations Practice in Asia, was the engagement director and advised the team.
Seungheon served as engagement manager for the operations team based in Asia. It included specialists in all aspects of operations, from R&D to purchasing, manufacturing, and finance.
Josh was the engagement manager for the U.S.–based marketing team. Each team member became an expert in a particular appliance. Vivek, a partner based in Detroit, advised the team.