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Need Assessments
- Concurrent Software Development -- Joseph
Blackburn, Gary Scudder, andLuk N. Van Wassenhove
- the relationship between development speed
and the allocation of timeacross project stages: the faster
firms spend more time in the customerrequirements stage and
less in subsequent stages. the high-productivityfirms spend
more time and effort in the initial, customer requirements
stageand less in coding/implementation and testing/integration.
- Statistics from the more recent European
sample confirm these observations (detailsof the statistical
analysis may be found in [2]). Development speed and productivity
aresignificantly correlated with the amount of effort in the
customer requirements stage,but for all other stages, the
correlations are negative or insignificant.
- the largest positive correlationbetween
productivity and team size occurs in the customer requirements
stagePerhaps the critical importanceof gathering as much information
as possible about customers needs makes larger teamsbeneficial
in this stage.
- the solicitationof customer requirements
and conversion to product specifications is a criticalstep
that should not be rushed. Many voices need to be heard at
this stage: users, coders and testers, hardware designers,
and marketers. A key management responsibility is toensure
that all of this information (some of which comes from downstream
players)is front-loaded into the requirements process. This
activity should be managed concurrently,not sequentially,
and project management must maintain a free flow ofinformation,
or two-way high bandwidth flow, among the participants.
- ER Effect (Exponential Relationships) -- Unchained Value:
The New Logic of Digital Business -- Mary
J. Cronin.
- The power of exponential relationships means
that the more participation and exchanges that take place
within a value system, the more value there is available to
each individual participant, including the following:
-- a shift from passive to interactive to real-time product
experiences as customers take the initiative to personalize
and share information with other users and with the company
in a variety of integrated online and offline contexts; and
-- the ability to test ideas and products, get broad market
feedback, and move more quickly in response to new technology
and opportunities with a focus on serving customer communities
by bringing them inside the digital value system.Putting the
ER effect to work allows companies to do the following:
-- let customers take the initiative in building the business-to-consumer
relationship up to a level of trust and fulfillment that provides
both the business and the customer with optimal value;
-- expand the digital value system to provide a scan of the
broader marketplace for themselves and for their partners;
-- use real-time interaction to constantly test new offers
across a range of relationships and market segments;
-- improve and adjust offers in real time to keep up with
changes in demand; and
-- anticipate what is coming next in terms of potential customers
for different types of services and products.
- Through the ER effect, real-time interactions
with all online customers expand a company's market reach
to include the broader universe of potential customers who
are connected to the Internet.
- There are four stages of customer interaction
that combine simultaneously to broaden reach and expand individual
responsiveness and reward (personalization, Interactive Profiling,
Trusted Online Transactions and Decisions, Completed Fulfillment
Cycles). . . . At each stage, the customer becomes more directly
involved with setting the parameters of the relationship and
determining the level of personal disclosure. This, in turn,
creates a positive feedback loop and increases the value of
the next level of interactions.
- The Changing Rold of The User in Application Systems Development
-- Ilene V. Kanoff, Keith E. Ickes
- The Personal Touch -- How E-Businesses Are Using Customer
Relations Management to Thwart Competitors and Bolster Their Bottom
Lines -- Dennis Flower
- Creating Products -- Customers Demand --
Anthony F. Hutchings, Steve T. Knox
May 1995/Vol. 38, No. 5 COMMUNICATIONS OF THE ACM
- Spark Innovation through Empathic Design --
Dorothy Leonard, Jeffrey F. Rayport
- Note on Lead User Research -- Prof. Stefan Thomke, RA Ashok
Nimgade
- Innovation at 3M Corporation -- Prof. Stefan Thomke, RA Ashok
Nimgade (case study)
- Get Inside the Lives of Your Customers-- Patricia B. Seybold
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