OIM test 1

• how your product works in the real
• world, or how a person feels about using your product which then is
• incorporated into your design thinking of a product

• the essential ability to combine
• empathy, creativity and rationality to meet user needs and drive business
• success

• How design can 1) change business
• 2) design more than pretty pictures 3) talks benefits not features 4) don’t
• make users think 5) how do you become a business designer

• its more than pretty pictures: puts
• focus on surface, skeleton, structure, scope and strategy

• surface-brings everything together
• visually, what will the finished product look like?

• Skeleton-makes structure concrete,
• what components will make people see site?

Structure-gives shape to scope

• Scope- transforms strategy into
• requirement

Strategy-where it all begins

its how your customers feel about you

??????

•     
• -The Is Strategy Triangle illustrates that
• business strategy being the very top center tip, drives all other strategies
• where then the organizational and information strategy are then dependent upon
• the business strategy.
• -IS Strategy is affected by the other strategies
• a firm uses and always has consequences.

• define the way in which a company plans to
• gain/sustain competitive advantage

• 1) Overall Low Cost Leadership
• Strategy

• Offer best prices in the industry
• or product/service category (the upper left hand corner of the graph above)

Ex. Walmart

 

2) Focused Low Cost Strategy

• Offer best prices in the industry
• or product/service category (the bottom left corner of the graph above)

Ex. Southwest Airlines

 

3) Broad Differentiation Strategy

• Offer better products/services than
• competitors (the top right corner of graph above)

Ex. Saks Fifth Avenue

 

4) Focused Differentiation Strategy

• Offer better products/services than
• competitors (the bottom right corner of graph above)

Ex. Apple

 

5) Best-Cost Provider Strategy

• Provide products of reasonably good
• quality at competitive prices

Ex. Target

• Framework used to analyze
• competition within an industry
• 

• Brings a difference value proposition to the
• markets. Initially under performas established mainstream markets (changes to
• objects’ features and move on after meeting demand)-low end customers, moves
• past customer trajectory

Ex. Blockbuster, Apple and Redbox

• - Improves the performance of established
• products for mainstream customers in major markets (gained from customer
• opinions, choices on selection)-high end customers

• ·     
• Hardware

• ·     
• Human Resources

• ·     
• Software

• ·     
• Data and Knowledge

• ·     
• Facilities

Communication and Collaboration Networks

• 1970s by Dr.
• Gordon Moore (Intel)

• Hypothesized that
• processing performance would double every 18 months

• -Reduction of
• size

• -20 microns in
• 1960

• -.032 microns
• today

• 1.    
• Enables businesses to run software with little
• or no hardware

• 2.    
• Moves the “brains” of the software to the server
• farms

• 3.    
• Might create latency

• Ex.
• Workday

 

• 1.    
• Dealing with fluctuating computing needs

• 2.    
• Available resources allocated based on user
• needs

• 3.    
• Utility computing

• a.    
• Rented from external provider

• b.    
• Paid on as needed basis

• c.     
• Storage service provider