1. Evaluate the market attractiveness for EMR Innovations in terms of market factors, competitive factors, and innovative factors if any.

2. Identify potential target markets for the Lock-Awn Anti-Billowing Device, using the following factors (1) needs; (2) attractiveness; and (3) positioning.

Eric Reynolds stood inside the door to his RV repair shop and surveyed the activities. He and his wife Mary were avid RVers and had combined their love of RVing with business by starting an RV repair business out of their home in 1995. In 1999, the business was large enough to allow them to open their own shop in Amana, Iowa. By 2002 , the business had steadily grown, but he and Mary wanted more-they wanted to be "the" supplier of innovative RV products. To that end, they had developed their first product, the Lock-Awn antibillow device for RV patio awnings. In fact, Eric mused, he and Mary had invested about $10,000 of their own money to develop a prototype product. They had even sought assistance from an industry research center located at a nearby university with respect to developing the prototype. Now, in late fall 2003, Eric and Mary had a working prototype, and preliminary feedback from some of their RV repair customers who had seen the product was very positive. However, even though potential customers seemed to like it, Eric and Mary were unsure about whether or not the Lock-Awn product would be successful. In the last several months, they had become aware of a potential competitor selling a similar product. While Eric and Mary believed the Lock-Awn was superior to the competitor's product, they were uncertain if potential customers would feel the same way. Money was too tight for the Reynolds to risk market entry without a better grasp of the Lock-Awn's market viability. Mary, who did the bookkeeping for the RV repair shop in between caring for their three children, looked up from her desk and saw Eric. She walked over to him and placed her hand on his shoulder. "What are you thinking about?" she asked. Eric turned and said, "I just wish I knew for certain if investing more money in the Lock-Awn is the right thing to do. I think we need to know more about how we would actually market it before we can seek additional funding. That manufacturing consultant we've talked with said the next step was to decide on a marketing strategy." Mary" nodded her agreement, stating, "I've been thinking the same thing. I know you've got your hands full with the shop right now, so I'll start reviewing the information we have about customers and competitors and start thinking about how we would market the Lock-Awn. Hopefully, in a few weeks we can make sense of it all and decide on a marketing strategy