1 / 61

Argument for Acceleration

Argument for Acceleration. Of the Global Overview for the SP1N Development Effort (by approximately 6-8 weeks). Key Assumptions. Both Fiori and Spinoza are dedicated to the fruitful development of the SP1N system Both companies wish to reduce risk as far as is practical in this effort

kanan
Download Presentation

Argument for Acceleration

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Argument for Acceleration Of the Global Overview for the SP1N Development Effort (by approximately 6-8 weeks)

  2. Key Assumptions • Both Fiori and Spinoza are dedicated to the fruitful development of the SP1N system • Both companies wish to reduce risk as far as is practical in this effort • The two main (and opposing) risks to this effort are: • Developing a system that does not meet the user’s needs; • Developing a system too late to meet a market window.

  3. Addressing Risk 1 Spinoza recognizes that Fiori’s phased approach to the SP1N system’s development and the time intervals specified for the completion of each phase will adequately mitigate the risk of developing a poor system.Therefore, Spinoza accepts both these phases and time intervals.

  4. Addressing Risk 2 Spinoza recognizes that the convergence technology space is rapidly being filled, and that reducing time to market is therefore critical to the success of the SP1N system. Spinoza further recognizes that eliminating or abbreviating either the phases or time intervals specified by Fiori is unacceptable.

  5. Addressing Risk 2, Cont. Spinoza believes that it has largely generated the deliverables specified by Fiori as those which are produced during Phase 0 and Phase 1 activities. Therefore, since the time intervals for these phases total approximately 6-8 weeks, Spinoza believes that our joint timeline can be reduced by this amount.

  6. To prove its case, Spinoza must: • Come to agreement with Fiori about which deliverables are generated by Phases 0 & 1; • Understand the particular information Fiori expects each deliverable to contain; • Furnish that information to Fiori; • Where necessary, document how this information was generated.

  7. Timeline and Deliverables

  8. Project Definition and Research Prior research, Vision, Technical Background Identify Key Gaps, Assumptions, and potential trouble areas Understand current value proposition

  9. Continued Detail Research Usage Models, applications, environments, user needs and benefits Define User Segments vs Demographic Profiles Competitors, Secondary User Competition (Portable Media Devices) Develop Product Line Strategies and Foundations Technology Trends, Product Culture, OEM Strategies

  10. Conceptualization Form Factor Exploration Ergonomics User Interface Conceptualization

  11. Prior Research • The commissioning of two white papers which dealt with wireless transmission of HTML and multimedia information. • a brainstorming session with a class of MBA students to create and market a SP1N-like device. • a cooperative program with several Seattle University students to explore the wireless capability of portable devices. • The development of (provisionally patented) IP which increases wireless RF bandwidth.

  12. Vision Spinoza Technology envisions a world of instant, intuitive, universal access to the information you need or want. Our mission is to design and develop “private labeled” convergence technologies for individual and enterprise applications, distributed through multiple channels including OEMs, service organizations and direct retailers. Spinoza defines convergence as the bringing together of technologies that have traditionally been considered discrete, by incorporating them into one system.

  13. Technical Background • The vision for Spinoza was fostered by: • the emergence of portable computing devices such as the Cassiopeia, Jornada, Ipaq, and Palm VII; • the continued development of IP-based telephony solutions; • the proliferation of portable devices used for communication and entertainment purposes; • the dearth of all-in-one solutions, due to form factor and revenue stream constraints by existing OEM’s.

  14. Key Gaps • Technical Expertise: in convergence space, we’ll stand up to anyone out there • Hardware/Software: aside from a few short delays, we have gained access to the latest • Market Research: an informed omission (Research Express for selected work) • Large Scale Project Management; Design and Integration; Manufacturing; Content Provision: TBD, soon.

  15. Assumptions • Working prototype window: 1st quarter 2001 • Must hit stores Christmas 2001—should be able to make Fall 2001 • We represent the market • Stable IP telephony will be available for wireline (B3) access within six months, wireless within 1 ½ years.

  16. Potential Trouble Spots • Potential partners wanting to revisit earlier decisions • Tasks not worked in parallel • Partners adopting either/or rather than both/and attitude • Inability for project to establish SP1N-centered paradigm within convergence space.

  17. Current Value Propositions • Spinoza Technology has identified three revenue models to actively cultivate: • Subscribers • OEM’s • Private Labelers

  18. Subscribers Characterized by: • Ubiquity • Large geographic/demographic area • Can reach every part of market • Monthly billing cycle in place • Back-office procedures already set up • User acceptance of billing model • Examples: utilities, financial services, ISPs, ASPs

  19. Subscribers • For Subscriber: • Enables co-branding • Faster time to market • Turn-key solution • For Spinoza: • Large customer base • Recurring revenue streams • Offsets development costs while accelerating market penetration Advantages of Partnering

  20. OEM’s Characterized by: • Existing device or PC manufacturers • New market entrants • Established form factor/price point constraints • Established manufacturing/distribution supply chain • Examples: JVC, Dell, Gateway

  21. OEM’s • For Them: • Quicker time to market • Customizable and flexible • Can retain control over form factor • For Spinoza: • Excellent market research already in place • Established sales and support infrastructure Advantages of Partnering

  22. Private Labelers Characterized by: • Devoted customer base • Strong brand identity • Mass distribution • Examples: Sharper Image, Brookstone

  23. Private Labelers • For Private Labeler: • Brand enhancement opportunity • Turn-key solution • Private labeled point of purchase interface • For Spinoza: • Access to sophisticated distribution channels • Relationship with expert marketers • Revenue stream from customization (NRE) (Eddie Bauer version or REI version) Advantages of Partnering

  24. Usage Models Using the SP1N System: a day in the life of an end user…

  25. Applications • Media: video and sound player, sound recorder • Telephony: phone, voice mail, rolodex • Web: full browser, Java console/games, email and messaging • PDA functions: notepad, draw, calculator, calendar, to-do list • Desktop apps: Web-based apps, pocket version for offline work, full version for online work with B3 and SP1Npherals.

  26. Environments • Office and Home—SP1N device plus B3 and wireline/wireless peripherals • Remote (on the road)—SP1N device plus accessories and SP1Npherals (Bluetooth-enabled peripherals)

  27. User Needs/Benefits Two end users are identified: Early Adopters Pragmatists

  28. Message to Early Adopter End Users: • For mobile communicators and information consumers who are dissatisfied with carrying multiple devices, • The SP1N is a broadband Internet “Swiss Army Knife” that offers wireless Internet access, multimedia capabilities, communications, and applications. • Unlike the many separate devices that provide parts of this offering, • The SP1N is a Personal Area Network/Wide Area Network-enabled single solution convergence technology that will give easier control, replacing many electronic devices and giving easier mobility inside and outside of the home and office.

  29. Message to Pragmatist End Users: • If you own a cell phone, pager, PDA, notebook, day planner, or remote control, • and desire a simpler life with fewer devices while not giving up any capabilities, • the SP1N is a broadband “Swiss Army Knife” that allows you to control wireless Internet access, multimedia capabilities, communications, and applications. • Unlike the many separate devices that currently weigh down and clutter, the SP1N is a single device that will give you easier mobility for your work and lifestyle.

  30. User Segments vs Demographic Profiles • ?

  31. Competitors • PDA manufacturers • Computer manufacturers • Cellular manufacturers

  32. PDA manufacturers • Palm, Casio, HP, Compaq • Adding more functions all the time • Constrained by existing form factors, price points, and/or revenue streams • Realistic TTM: 1-2 years

  33. Computer manufacturers • Dell, Gateway, IBM (HP, Compaq) • Have the resources and customer base • Constrained by customer expectations of computing power • Realistic TTM—2 years

  34. Cellular manufacturers • Nokia, Ericson, Motorola • Quickly adding functions; accepted subscriber revenue model allows for faster market penetration • Constrained by “size wars,” severely scaled-down processors, cellular rates • Realistic TTM—2-3 years

  35. Secondary Competition • Portable multimedia player manufacturers • Pager/instant messaging device manufacturers • Game console manufacturers

  36. Portable multimedia player manufacturers • Rio, MP3Man, MovieMan • Popular, impressive-looking, fun • Constrained by processor specialization and price wars; little interest in convergence • Realistic TTM—2-3 years if ever

  37. Pager/instant messaging device manufacturers • Blackberry, Nokia etc. • Convenient, inexpensive • Constrained by size and price wars; too weak to accommodate new functions • Realistic TTM--never

  38. Game console manufacturers • Nintendo, Sega, Sony • High buzz factor, strong processors, good graphics experience • Constrained by specialized processors, price point • Realistic TTM—dark horse: somewhere between tomorrow and never

  39. Product Line Strategies • Platform Roulette • Research Philosophy • Current Feature/Platform Progress

  40. Playing “Platform Roulette” The future of convergence technology is unknown. Today’s dominant platform may be gone tomorrow… Therefore, Spinoza Technology is working to identify and develop solutions for all major platforms.

  41. Our Research Philosophy: Simulate, Specify, Prototype Platforms F e a t u r e s Simulate Research

  42. Current Platform Features * 3rd Party + Available within 3 months • available

  43. Technology Trends • Much of Spinoza’s work has pushed the cutting edge of convergence technology. Therefore, the SP1N system largely constitutes a trend in and of itself. • Wireless broadband • PushHTML • Connection management

  44. Product Culture • ?

  45. OEM Strategies See value propositions for customer strategies

  46. Form Factor Exploration • Randy has purchased the “latest and greatest” in the portable device world in order to grow in-house form factor experts • Each member of Team Spinoza has moved into at least two PDA’s • Gable Design retained for initial form factor work.

  47. B3

  48. SP1N

  49. SP1N w/full keyboard

  50. SP1N w/flip keypad

More Related