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1 – 3 of 3Mohanbir Sawhney and Pallavi Goodman
PageWell, an e-reading platform provider, was preparing to launch PageWell 2.0 to the larger full-time MBA student market after a successful trial of PageWell 1.0 in Executive MBA…
Abstract
PageWell, an e-reading platform provider, was preparing to launch PageWell 2.0 to the larger full-time MBA student market after a successful trial of PageWell 1.0 in Executive MBA (EMBA) classes at the Kellogg School of Management. Research had shown that full-time MBA students would be very interested in using products that allowed electronic access to course materials everywhere and across many platforms and that allowed electronic note-taking and storage. To better understand this user group, PageWell conducted a market research survey of students, faculty, and administrators to gauge their needs, preferences, and potential interest in the PageWell product. The study revealed that MBA student usage patterns, scenarios, and behavior varied significantly from EMBA student needs and perceptions. PageWell now had the task of prioritizing the product requirements and recalibrating the market requirements document to more accurately reflect student needs and thus create a viable product
After students have analyzed the case, they will be able to:
Use customer feedback to help define requirements for a new product
Understand the role of personas and scenarios in defining requirements
Understand how to use scenarios and scenario templates to derive scenario implementation requirements
Understand how to prioritize scenarios based on customer, company, and competitive criteria
Write a market requirements document for a next-version technology produc
Use customer feedback to help define requirements for a new product
Understand the role of personas and scenarios in defining requirements
Understand how to use scenarios and scenario templates to derive scenario implementation requirements
Understand how to prioritize scenarios based on customer, company, and competitive criteria
Write a market requirements document for a next-version technology produc
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Mohanbir Sawhney, Joseph R. Owens and Pallavi Goodman
This case is intended to illustrate to readers the challenges faced in 2011–2013 by Amazon's CEO, Jeff Bezos, as he guided his company into the exploding tablet market. Faced with…
Abstract
This case is intended to illustrate to readers the challenges faced in 2011–2013 by Amazon's CEO, Jeff Bezos, as he guided his company into the exploding tablet market. Faced with the tough decision between focusing on the e-reader market—which Amazon had come to dominate with its Kindle product line—and making a foray into tablets—for which it had no expertise—Bezos chose the latter. Amazon sought to combine platform assets to create an end-to-end experience that would let users find a “sweet spot” in the mix of features and services. This strategy involved critical decisions such as selecting a customer segment to target and a positioning for the new product, dubbed the Kindle Fire, as the tablet market rapidly evolved. The Kindle Fire was designed to put the full Amazon experience right into the laps of customers, and Bezos was betting that his customers would see the Kindle Fire as the physical manifestation of all things Amazon. To achieve this, Amazon was willing to heavily subsidize the Kindle Fire hardware device. The key assumption was that the superior end-to-end experience Amazon had carefully created would lead to incremental purchases of content as well as physical products and services, and the margins thus gained would outweigh the hardware subsidy.
Position and define target segments for a new product relative to competition as well as to a company's own products
Articulate a competitor's strategy and how to compete against an incumbent with a disruptive business model and a differentiated position
Discuss selling an experience (as opposed to a product or device) and how to create a differentiated service experience
Determine pricing, analyze business model, and calculate revenue/profit for a technology product
Position and define target segments for a new product relative to competition as well as to a company's own products
Articulate a competitor's strategy and how to compete against an incumbent with a disruptive business model and a differentiated position
Discuss selling an experience (as opposed to a product or device) and how to create a differentiated service experience
Determine pricing, analyze business model, and calculate revenue/profit for a technology product
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Yeoh Khar Kheng, Sethela June and Shaik Dawood Raja Mohamed
Family business
Abstract
Subject area
Family business
Study level/applicability
This case study is relevant for undergraduate and post-graduate degrees, specifically in the field of entrepreneurship. This case can be applied in the family business and entrepreneurship module.
Case overview
This case highlights the issue of succession planning in a family business. It describes the problem faced by the founder of a security service company, Kurniawan Security Services Sdn Bhd., in handing over his business to his sons. The case depicts the occurrence of conflicts as one of the common problems in running a family business which, in the end, may affect the perpetuity of the business concerns.
Expected learning outcomes
Upon completion of the case analysis, students should be able to explain the concept of entrepreneurship in the context of a family business, discuss the issue of succession planning commonly associated with running a family business, analyse critically the nature of conflicts that may occur in a family business and suggest how the problem(s) can be attempted to be solved from within the business management perspectives.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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