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1. Integrated Technology, Product/Market, and Competitive

Strategy for Microsoft

Step 1: Define the Problem

Apply a systematic analytic framework in order to develop an integrated business, technology, product/market, and competitive strategy for the next three years (1996-1998) at Microsoft.

• What is your framework?

• Apply the framework to Microsoft’s existing strategies

• What should Microsoft focus on in the upcoming year?

• What has Microsoft focus on since then? How have the initiatives that Microsoft actually took relate to your recommendations above?

Step 2: Plan

1. Create a schedule for how this problem that includes time allocation for each sub problem

2. Define the framework

3. Write a written framework for Microsoft a) Read Microsoft case study

b) Stage 1: Company Analysis c) Stage 2: Industry Analysis

d) Stage 3: Assessment and Evolution of the company’s strategy within the relevant markets and industries

e) Aggregate Project Plan

4. Apply your framework to Microsoft’s existing and proposed technologies and products

5. Provide a clearly structured report that has 3-5 recommendations for what business, technology, and product/market strategic focus should be for the next year at Microsoft

6. Identify 3-5 initiatives that Microsoft actually took since then, and how the recommendations above level up to those

Resources:

• Microsoft Case Study

• Old Homework è My previous homework, those posted on class website

• Internet

• Class Lecture notes

Assumptions: I am the best in my field within the context of this problem; we are in the year 1995

Step 3: Execution

1. Create a schedule for how this problem that includes time allocation for each sub problem

Sub Problem

Time Allocated

1. Create a schedule for how this problem that includes time allocation for each sub problem

30 Minutes

2. Write a written framework for

Microsoft

30-45 Minutes

3. Apply your framework to Microsoft’s existing and proposed technologies and products

3 Hours

4. Provide a clearly structured report that has 3-5 recommendations for what business, technology, and product/market strategic focus should be for the next year at Microsoft

2.5 Hours

5. Identify 3-5 initiatives that Microsoft actually took since then, and how the recommendations above level up to those

3 Hours

6. Check Work

1 Hour

2. Define the framework

In order to analyze Microsoft’s strategy, I will analyze at the company by defining clear business goals, how the company has evolved over time with the use of functional maps, and how it compares to other companies within the same industry. I will specifically be looking at Microsoft in the OS industry, which I will analyze further in Stage 2 of my analysis, using Porter’s model. Lastly, I will use what I learned in Stage 1 and 2, and use that information to analyze the future evolution of Microsoft, and what is yet to come, based on what has already happened.

Will be using the ideas of Porter’s competitive strategy, Burgelman’s evolutionary organization framework, as well as the use of functional maps to visualize our content

Stage 1: Company Analysis

• Business Goals and Objectives of Microsoft

• Technology Strategy and Product Market Strategy

• Overall Development Goals and objectives to align business goals, technology, and market strategies

• Develop functional maps of the markets and industry that the Microsoft is associated with

Stage 2: Industry Analysis

• Structural analysis of the industry è Porter’s (six) Forces

• Existing competitive strategies of Microsoft within the industry

• Determine the relationships between Microsoft and other players in the industry

Stage 3: Assessment and Evolution of the company’s strategy within the relevant markets and industries

• Use functional maps of markets within the industry and maps specific to

Microsoft, assess the evolution of Microsoft’s competitive strategies

• Using all of the information you have, decide on what the Microsoft’s future competitive strategies should be

Stage 3: Assessment and Evolution of the company’s strategy within the relevant markets and industries

• Use functional maps of markets within the industry and maps specific to

Microsoft, assess the evolution of Microsoft’s competitive strategies

• Using all of the information you have, decide on what the Microsoft’s future competitive strategies should be

3. Apply your framework to Microsoft’s existing and proposed technologies and products

Stage 1: Company Analysis

• Business Goals and Objectives of Microsoft

Resources: Microsoft Case Study: Figure 7.1, Figure 7.3

Business Goal and/or Objective Value

Return on Investment (ROI)

= (net profit) % (total assets)

($1453) % ($7210) ≈ 20.15%

Market Share (%)

57%

Revenue

$5937 Million

Profit Margin

= (income) % (revenue)

($1453) % ($5937) ≈ 25.5%

Fig 1.1, Business Goals and Objectives of Microsoft in 1995

• Technology Strategy and Product Market Strategy

Technology Strategy

What are core technologies that give Microsoft a technological advantage over its competitors?

o Creating first OS with compressed form of BASIC

o Microsoft 95 is one of the most important software launches in history o Suite of applications: Excel, Word, Processing, PPT

What is the Microsoft’s approach to product and technology development?

o Pairing up with Tech Giants (IBM, Macintosh,)

o Using the success of MS-DOS as momentum for expansion into various, new markets

o Creating more advanced products in terms of technicality than

Competitors

Product Market Strategy

What differentiates the Microsoft products from its competitors?

o “User Friendly” Products→ Easy to use o Features that competition does not have o Focused on returning customers

o Investment in R&D

o Bundling up applications instead of selling them separately o A focus on marketing and sales

What markets does the Microsoft serve?

o Software applications o Networking

o GUI Interface

o Operating Systems

o Physical Hardware Components

● Keyboards

o PC

• Overall Development Goals and objectives to align business goals, technology, and market strategies

Developmental Goals

o Paying attention to customer needs, market trends and patterns, especially in terms of their customers

o Developing products before competitors can develop them o Being technically advanced than competitors

o “Bottoms Up” → hiring quality employees o Focus on being a “utility” company

o Gain revenue from connection as a service to PC industry

• Develop functional maps of the markets and industry that the

Microsoft is associated with

Year

Technology/Event

Product

Market

Business Goal

1980

Designed new OS

PC-DOS

“Make software that permits a computer on

every desk”

1984

Joint Development with IBM

OS/2

1984

Creation of word processor and spreadsheet with Mac

Word, Excel

Software

Applications

Gain momentum in application development,

as well as enter industry

1990

Word becomes preferred app for IBM computers

Made more revenue

($24

per machine)

1993

New release of updated products

Windows NT, MS Select

OS/Software

Compete with

Novell, make it easier for customers to

get their hands on

Microsoft products

1995

New release of

Updated products

Windows

95,

CD-ROM application titles

Software, reference

Giving more customer’s access to their products

1996

New release of updated products

Cairo- successor of Windows

96=5

Software

Competing with

Apple and IBM

~1990’s

Microsoft outsells

Lotus

Fig 1.2, Microsoft’s association to technologies and markets

Fig 1.3, Microsoft’s evolution of product releases

Resources: Figure 7.4

Fig 1.4, Microsoft’s Distribution of Market Share

Stage 2: Industry Analysis

• Structural analysis of the OS and Applications industry → Porter’s (six) Forces

Resources: Microsoft Case Study

Force

Analysis

Rivalry Between Competitors

● Apple had 8.5% of market share in the

OS industry 1995

● IBM had 5% of market share in 1995

● UNIX had 3-5% of market share in

1995

● Lotus

● Intuit

● Sierra On-Line

● Soft Key International

● Borland

● Broderbund Software Inc.

Barrier to Entry

● Lotus came out with WordPerfect, created enough demand to be called first “killer application”

● Novell in computer server industry

● Smaller ISV’s because they were so

many

Threat of Substitutes

● Novell’s DR-DOS was cheaper than

MS-DOS

● Apple System 7.5

● IBM OS/2

Buyer Power

● PC makers buying Window OS→ 50%

of Microsoft’s revenues

● Microsoft Office Suite was popular among

● PC buyers (end users)

Supplier Power

● 1980: Gates design new OS for IBM’s newest PC

● 1984: Joint collaboration

IBM/Microsoft on OS/2 created

$100M+ for Microsoft→ gained 85%

of market share

● 1990: $24 per unit sold

Complementors

● Microsoft acquired Softimage, an animation company that helped with Microsoft’s fonts

● PowerPoint was bought by Microsoft so the company could expand its product line

Fig 1.5.1, Porter’s Six Forces Analysis for Microsoft in the OS and Applications Industry

Fig 1.5.2, Porter’s Six Forces Analysis for Microsoft in the OS and Applications Industry

• Existing competitive strategies of Microsoft within the industry

Competitive Strategy

Use Fig 1.5 to determine Microsoft’s competitive strategy in terms of other

Companies

o Microsoft places heavy emphasis on a Differentiated Strategy

● By creating products that were not like those of its competitors, Microsoft aimed to boost revenue

● Meeting customer needs in products that don’t already exist is a strategy

Microsoft utilized

o Setting themselves apart from their competition to better satisfy customer needs and meet technical specifications

o It is important to come up with products that are better than existing ones, even if those existing ones are Microsoft’s own products

Focus on:

● Speed

● Stability

● Technical capabilities

o Make a product that is different from others in the market o Satisfy customer needs and expectations

• Determine the relationships between Microsoft and other players in the industry

Resources: Microsoft Case Study

Force

Key Determinants

Strength of

Force

Analysis

Recommendation

Rivalry Between Competitors

● Concentration

(size)

● Brand Identity

Medium

Apple, UNIX, IBM

are largest competition

Create a differentiated product

Barrier to Entry

● Economies of

Scale

● Brand Identity

● Capital

Requirements

Medium

It would be hard for a company to come up with products to compete, however it

is possible

(Louts)

Keep products more technically advance than others

Threat of Subs

● Price/Performa nce of Substitutes

● Switching

Costs

Medium-High

Novell’s

DR-ROC

→ had 10%

Market Share

Keep trying to grow as a company so substitutes don’t have reputation to compete

Buyer Power

● Buyer

Concentration

● Buyer Size

(volume)

High

Example: Companies like

IBM creating hardware only compatible with

Microsoft OS

Maintain market control and keep good relations with buyers

Supplier Power

● Supplier

Concentration

● Supplier Size

(volume)

● Switching

Costs

Low-Medium

There is not too

much power here

Keep good relations with suppliers

Complementors

● Complementor s size

● Brand Identity

Low-Medium

These products only help, stable

Keep doing research in Complementors

Fig 1.6, Relationships between Microsoft and other Players/Forces

Stage 3: Assessment and Evolution of the company’s strategy within the relevant markets and industries

Use the information and figures created above to assess how Microsoft has involved in terms of relevant markets and industries

o After a Cost Leadership Strategy failed, Microsoft turned to a Differentiation

Strategy

● Gain more market share

● Increase revenue

● Gain company reputation

o Listen to customer needs and demands

o Align Technology and Product Market strategies with customer needs/expectations

4. Provide a clearly structured report that has 3-5 recommendations for what business, technology, and product/market strategic focus should be for the next year at Microsoft

Here are some recommendations for business, technology, and product/market strategies for Microsoft, as well as what the focus should be for the next year (1996).

1. Expansion of Personal Computing

Microsoft has done a decent job of expanding its business into new markets (OS→ Software Application), but I believe the company should take that step further. Microsoft would further specialize in products. An example of this is complex consumer applications that make the lives of its users easier, all with the power of computing. This can be new application on a home computer such

as a map of all of the roads, directions on how to get there; a schedule maker, an interactive to do list; more email plugins. The goal of this is to further their

footprint in the application industry, and come up with complex products that meet needs of customers that the customers did not even know they had.

2. Microsoft Television

Microsoft is reputable for having technically advanced software and Operating Systems. I believe the company can take this one step further and incorporating their OS technology into a television of some sort. This would be a powerful TV, where a mouse can be used to browse through channels. The keyboard can be used to enter specific channels. The Television can also have games of all sorts. This product will take Bill Gate’s goal of a PC in every home, to a TV in every Home.

3. Improved OS

My final recommendation for Microsoft would be to incorporate a strategy that includes an “If it isn’t broken, don’t fix it” type of mentality. Microsoft has an incredibly strong reputation among competitors and customers due to its Operating System. I think the company should run with the momentum it has already built, and keep expanding on its OS, all the while improving it; much faster than its competitors. This may entail bug fixes, improve running time, make cheaper, etc.

5. Identify 3-5 initiatives that Microsoft actually took since then, and how the recommendations above level up to those

Initiatives Microsoft has took since 1995 -

1. Release of Windows 98

Resources:

https://winworldpc.com/product/windows-98

http://www.operating-system.org/betriebssystem/_english/bs-win98.htm https://en.wikipedia.org/wiki/Windows_98 http://toastytech.com/guis/win98.html

An improved Microsoft OS released in the late 1990s, allowing information to be more accessible both locally as well as on the World Wide Web (IE 4.01). This was the last MS-D0S, and included many software applications such as Outlook Express, Windows Address Book, FrontPage Express, and many more.

2. Windows 2000 Professional

Resources:

https://technet.microsoft.com/en-us/library/cc977059.aspx

https://en.wikipedia.org/wiki/Windows_2000

An Operating System released in 1999 for business computers. It combined the best features of Windows 98, and was also the last release to include Windows NT. This release also included increased visual aid to those with disabilities, as well as increased security and reliability.

3. Window ME

Resources:

http://www.operating-system.org/betriebssystem/_english/bs-winme.htm https://en.wikipedia.org/wiki/Windows_ME

A Software Application, more specifically a graphical operating system, released in 2000. This release included hardware support improvements, incorporated Digital Medial (Movie Maker, Media Player, DVD Player), and had networking technologies such as Dial-Up.

Assess how the recommendations listed above level up to what actually happened.

Microsoft did a solid job of following my recommendations. I suggested that the company keep their momentum running in order to maintain and build company reputation by improving their Operating Systems. Microsoft has done exactly that since 1995. Every release of their OS includes many different types of improvements such as hardware compatibility, applications, as well as network technology. All of these things keep products technically advanced over competitors. Microsoft also did a good job of diversifying their line of Software Applications, with all of the apps within Windows ME. This keeps a

differentiated portfolio, and meets customer expectations and needs. Lastly, I believe Microsoft did not take as many risks as I thought they would. The company stayed in the realm of their specialty, which can be both a good and bad thing.

Step 4: Check Your Work

My work is checked and supports my answers

Step 5: Learn and Generalize

After completing this problem, I have learned much more about

Microsoft as not only a company, but also as a player in so many different industries. The company started out as a small cost leadership company, however after

severely failing, switched over to a differentiated product strategy company. Microsoft used tactics like technical advantage, customer needs, as well as its growing reputation to become a massive industry leader. Since then Microsoft continues to improve its Operating System, and I believe the company will continue

to do so successfully. Microsoft will obviously stay relevant for many more years to come.

2. Aggregate Project Plan for Enterprise Software

Step 1: Define the Problem

How can a company maximize its time and efforts so that it makes the most revenue?

• How can the company stay inside of its allocated budget?

• How to decide which allocated projects get pursued?

• How much money can you save after an optimal decision of which projects to

Pursue

Step 2: Plan or Process

1. Create a schedule for how this problem that includes time allocation for each sub problem

2. Determine the best mix of projects to pursue when you have a budget of $90M

by posing the integer-programming problem to select this combination

3. Solve the integer-programming problem in order to determine the best group of projects to pursue

4. Determine the remaining capital budget left after we have made our project selections. What should management do with the cash?

Resources:

• Chart in Midterm Handout

• Old Homework & my previous homework, those posted on class website

• Internet

• Class Lecture notes

Assumptions: We have $90M in budget to use; the numbers and probabilities in the table are accurate

Step 3: Execution

1. Create a schedule for how this problem that includes time allocation for each sub problem

Sub Problem

Time Allocated

1. Create a schedule for how this

30 mins

problem that includes time allocation for each sub problem

2. Determine the best mix of projects to pursue when you have a budget of $90M by posing the integer-programming problem to select this combination

6 hours

3. Solve the integer-programming problem in order to determine the best group of projects to pursue

3 hours

4. Determine the remaining capital budget left after we have made our project selections. What should management do with the cash?

2.5 hours

2. Determine the best mix of projects to pursue when you have a budget of $90M

by posing the integer-programming problem to select this combination

In order to solve this sub problem, we will create an Aggregate Project Plan using the following steps FOR EACH PROJECT –

• Identify the Project

• Perform the 6-Step Decision Analysis that was discussed in class which will give you the payoff and Estimated Monetary Value (EMV) of the project

o List all the building blocks

o Create an Influence Diagram

o ID → DT by adding all of the branches

o Fold back the DT to get the payoff for each choice o Choose option with maximum payoff

o Perform a Sensitivity Analysis of 10%

• Cumulative Cost and Cumulative EMV for the project

• Introduce the selection decision variable

• Optimization problem

Identify the Project: E1

Perform the 6-Step Decision Analysis that was discussed in class which will give you the payoff and Estimated Monetary Value (EMV) of the project

o List all the building blocks

o Create an Influence Diagram

o ID → DT by adding all of the branches

o Fold back the DT to get the payoff for each choice

o Choose option with maximum payoff

In the fold back diagram we can see the option that maximizes payoff is when the EMV = $49.69M When the project is not feasible

o Sensitivity Analysis +/- 10%

10% Change – P(nominal)

Calculate Increases and Decreases

• +10%

= P(nominal) + .10P(nominal)

= (.15) + .1(.15)=.165

• -10%

= P(nominal) + .10P(nominal)

= (.85) - .1(.85)=.765

Not Feasible

Positive Change:

58.6(.165) + (-.75)(.835)

= $9.49M

Negative Change:

58.6(.765) + (-.75)(.235)

= $44.65M

Feasible

Positive Change:

60(.165) + (-10)(.835)

= $1.55M

Negative Change:

60(.765) + (-10)(.235)

= $43.55M

There is actually a large change in between +/- 10% for each of when the project is feasible or not. This means that this choice is very sensitive, and is not robust.

Identify the Project: E2

Perform the 6-Step Decision Analysis that was discussed in class which will give you the payoff and Estimated Monetary Value (EMV) of the project

o List all the building blocks

o Create an Influence Diagram

o ID → DT by adding all of the branches

o Fold back the DT to get the payoff for each choice

o Choose option with maximum payoff

As seen in the foldback the option that maximizes payoff is when the EMV = $59.925M

o Sensitivity Analysis+/- 10%

10% Change – P(nominal)

Calculate Increases and Decreases

• +10%

= P(nominal) + .10P(nominal)

= (.1) + .1(.1)=.111

• -10%

= P(nominal) + .10P(nominal)

= (.9) - .1(.9)=.81

Not Feasible

Positive Change:

66.5(.111) + (-.75)(.889)

= $6.715M Negative Change:

66.5(.81) + (-.75)(.19)

= $53.72M

Feasible

Positive Change:

75(.111) + (-10)(.8389)

= $-0.064M Negative Change:

75(.81) + (-10)(.19)

= $58.85M

There is actually a large change in between +/- 10% for each of when the project is feasible or not. This means that this choice is very sensitive, and is not robust.

Identify the Project: P1

Perform the 6-Step Decision Analysis that was discussed in class which will give you the payoff and Estimated Monetary Value (EMV) of the project

o List all the building blocks

o Create an Influence Diagram

o ID → DT by adding all of the branches

o Fold back the DT to get the payoff for each choice

o Choose option with maximum payoff

As seen in the foldback diagram the option that maximizes payoff is when the EMV = $191.06M

o Sensitivity Analysis+/- 10%

10% Change – P(nominal)

Calculate Increases and Decreases

• +10%

= P(nominal) + .10P(nominal)

= (.15) + .1(.15)=.165

• -10%

= P(nominal) + .10P(nominal)

= (.85) - .1(.85)=.765

Not Feasible

Positive Change:

225(.165) + (-1.25)(.835)

= $36.08M Negative Change:

225(.765) + (-1.25)(.235)

= $171.83M

Feasible

Positive Change:

250(.165) + (-25)(.835)

= $20.375

Negative Change:

250(.765) + (-25)(.235)

= $185.375M

There is actually a large change in between +/- 10% for each of when the project is feasible or not. This means that this choice is very sensitive, and is not robust.

Identify the Project: P2

Perform the 6-Step Decision Analysis that was discussed in class which will give you the payoff and Estimated Monetary Value (EMV) of the project

o List all the building blocks

o Create an Influence Diagram

o ID → DT by adding all of the branches

o Fold back the DT to get the payoff for each choice

o Choose option with maximum payoff

As seen in the foldback diagram the option that maximizes payoff is when the EMV = $265.625M

( o Sensitivity Analysis+/- 10% 10% Change – P(nominal) Calculate Increases and Decreases • +10% ) ( = P(nominal) + .10P(nominal) = (.30) + .1(.30)=.33 ) ( • -10% ) ( = P(nominal) + .10P(nominal) = (.70) - .1(.70)=.63 ) ( Not Feasible Positive Change: ) ( 380(.33) + (-1.25)(.67) ) ( = $124.56M )

Negative Change:

380(.63) + (-1.25)(.37)

= $238.94M

Feasible

Positive Change:

400(.33) + (-20)(.67)

= $118.6M Negative Change:

400(.63) + (-20)(.37)

= $244.6M

Although it may seem like the percent changes are creating a large difference between the different scenarios and payoffs, it does not effect the overall conclusion that when the project is feasible, it is optimal. This is the most robust decision.

Identify the Project: R&D

Perform the 6-Step Decision Analysis that was discussed in class which will give you the payoff and Estimated Monetary Value (EMV) of the project

o List all the building blocks

o Create an Influence Diagram

o ID → DT by adding all of the branches

o Fold back the DT to get the payoff for each choice

o Choose option with maximum payoff

As seen in the foldback diagram the option that maximizes payoff is when the EMV = $355.65M

Negative Change:

510(.63) + (-4.5)(.37)

= $319.64M

Feasible

Positive Change:

650(.33) + (-50)(.67)

= $181M

Negative Change:

650(.63) + (-50)(.37)

= $391M

Cumulative Cost and Cumulative EMV for the projects

With the diagrams above, I can now organize all of the

Cumulative Costs, and Expected Monetary Value for each Project.

Project

Cumulative Cost

EMV

$10M

$49.69

$10M

$59.93

$25M

$191.06

$20M

$265.63

R&D

$50M

$355.65

Introduce the selection decision variable

Here we will use all of the information we have gathered above, as well as previous class lecture notes to introduce selection decision variables

Variable

Definition

Value(if applicable)

Number of projects

N=5

2^N

Combinations

2^5=32 combos

Integer for Project

Cost

EMV

E1 → α1, C1, V1

E2 → α2, C2. V2

P1 → α3, C3, V3

P2 → α4, C4, V4

R&D → α5, C5, V5

TOTAL COST = (α1*C1) + (α2*C2)+ (α3*C3)+ (α4*C4)+ (α5*C5) TOTAL EMV = (α1*V1) +(α2*V2)+ (α3*V3)+ (α4*V4)+ (α5*V5)

Budget = $93M

→ Maximized TOTAL EMV in regards to TOTAL COST must be less than or equal to the budget

Optimization problem

Using the variables from above, we will execute the optimization problem.

1 = when we accept the project

0 = when we reject the project

3. Solve the integer-programming problem in order to determine the best group of projects to pursue

After solving the integer programming problem, as well as creating an aggregate project planning table, it is evident that the best combination of projects to pursue, while also staying within our budget of $93M is a combination of the

projects E2, P2, & R&D. This combination maximizes the cumulative expected payoff and ensures we are spending our money in the most optimal way possible

by staying underneath budget and still making profit.

4. Determine the remaining capital budget left after we have made our project selections. What should management do with the cash?

If we pursue these projects, we would spend $88M. Since our budget is $93M, we would have ($93-$88) $5M left. My recommendation to management would be

to use the extra money and give everyone involved a bonus. I believe one of the best ways to be successful as a company is to simply keep your employees happy. By giving employees the bonus, they will be reminded as to why they work hard, as well as be motivated to work even harder. In the end, it’s a win- win situation for the company, its employees, as well as the end users of the product/service.

Step 4: Check Your Work

My worked is checked and support my answers

Step 5: Learn and Generalize

After working out this problem for quite some time, I have come to the conclusion that every decision that a large company makes comes at the cost or advantage of something. Therefore it should be extremely well thought out, and a thorough decision analysis should be done, in order for the company to make the most optimal decision. I also learned how complicated this problem gets when even more projects are added, and it is necessary to decide which project would be the most optimal for the company to pursue.

3. House of Quality for Video Game Consoles

Step 1: Definition of the Problem

Create a report that will ultimately allow your company to successfully enter the gaming industry with a product tentatively called “Exbox”

• Who are your competitors and what are their associated technologies?

• How do you successfully develop a game console?

• How do you measure customer needs and expectations?

Step 2: Plan or Process

1. Create a schedule for how this problem that includes time allocation for each sub problem

2. Identify the competitors and their respective products in the video game console market in the late 1990s. Pick one and dissect it further by using a FAST diagram

3. Using your FAST Diagram and additional research, make a list of key consumer needs and product specifications

4. Create a Process for developing an HOQ

5. Implement the process in #4 for your “Exbox”

6. Benchmark “Exbox” against two competing products in respect to both customer needs and technical metrics

7. Develop a list of target specifications for customer needs for “Exbox”

8. Develop a list of target technical specifications for “Exbox”

Resources:

• My previous homework

• Internet

• Class Lecture notes

• HOQ/FAST Diagram Handout

Assumptions: We are in the late 1990s; the company has not yet entered the gaming industry/market

Step 3: Execution

1. Create a schedule for how this problem that includes time allocation for each sub problem

Sub Problem

Time Allocated

1. Identify the competitors and their

30 mins

respective products in the video game console market in the late

1990s. Pick one and dissect it further by using a FAST diagram

2. Identify the competitors and their respective products in the video game console market in the late

1990s. Pick one and dissect it further by using a FAST diagram

3 hours

3. Using your FAST Diagram and additional research, make a list of key consumer needs and product specifications

1 hour

4. Create a Process for developing an

HOQ

1 hour

5. Implement the process in #5 for your

“Exbox”

3 hours

6. Benchmark “Exbox” against two competing products in respect to both customer needs and technical metrics

1 hour

7. Develop a list of target specifications for customer needs for “Exbox”

1 hour

8. Develop a list of target technical specifications for “Exbox”

1 hour

2. Identify the competitors and their respective products in the video game console market in the late 1990s. Pick one and dissect it further by using a FAST diagram

Resources:

http://venturebeat.com/community/2013/12/30/a-brief-history-of-video-game- consoles-from-the-early-1970s-to-the-late-1990s/ https://en.wikipedia.org/wiki/List_of_home_video_game_consoles#Sixth_generatio n_.281998.E2.80.932005.29

Company	Product	Release Year