Issue one :
Too many individual strategic product unit .
Although Moxa claim the total solution for customer ,but that is not customer want . Moxa 's individual product division is not easy to differentiate itself in the market .
That 's why that small SBU is still small after 5-7 years but growth engine is not grow as high as we expect .
Reduce the number of SBU and re-grouping can have the synergy in the new business group . Each new business group should have it own marketing and sales to rebuild the channel and promote it product line .
Issue two :
Put all resources in small rail and power market.
All distributors and resources are only focus on rail and power, but the revenue only contribute less than 10% .
There is no resource, product investment ,real solution and partner in FA, ITS …… .
Moxa loss the customers and market share.
Issue three:
No Industrial VM expert .Moxa has the BDM team but doesn't well develop the potential .They do everything like technical support, project manager , push sales performance , seminar speaker, demo kit assembly and demonstration but the value cannot be recognized compare to RSM and PM.
BDM should be united as one global team to study and share the global ITS,FA,Rail, Power,….market . They can rotate to be relocated in different region to help to cultivate the VM ,analysis the eco-system and guide global marketing team to branding Moxa in those VM without gap.
