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• 41. [Article] Mobile 3D- “3D Development Growth & Integration”

  Slides from a presentation that explores mobile 3D technology, its possible applications in mobile devices, and its future development.

  Citation × Citation Citation Abstract Copy Title: Mobile 3D- “3D Development Growth & Integration” Author: Noble, Stephen, Dwivedi, Akhilesh Year: 2010 Slides from a presentation that explores mobile 3D technology, its possible applications in mobile devices, and its future development. Title: Mobile 3D- “3D Development Growth & Integration” Author: Noble, Stephen, Dwivedi, Akhilesh Year: 2010 Slides from a presentation that explores mobile 3D technology, its possible applications in mobile devices, and its future development. Close

• 42. [Article] How Teams Overcome the Not-invented-here Syndrome

  The Not-Invented-Here (NIH)syndrome is the way people in organizations refuse external knowledge or technologies that may shorten development times and lower costs.NIH is a “negative attitude to knowledge ...

  Citation × Citation Citation Abstract Copy Title: How Teams Overcome the Not-invented-here Syndrome Author: Kongsansatean, Paweena, Danskin, Rodney, Limarta, Stanley Year: 2013 The Not-Invented-Here (NIH)syndrome is the way people in organizations refuse external knowledge or technologies that may shorten development times and lower costs.NIH is a “negative attitude to knowledge that originates from a source outside the one’s own institution”. This attitude can be observed on the individual level but can also be found in groups. A study by Katz and Allen found that groups can peak over time before falling into NIH. A literature review in 2006shows the antecedents and consequences of NIH. A real case of overcoming NIH syndrome is examined in this research. Based on the literature review and the case study an interrelationship diagram (ID) is created by team brain storm. ID allowsteams to systematically identify, analyzes, and classify causes and effects existing among critical issues, so key drivers or outcomes can become an effective solution.An ID is used to identify the causes and outcomes of the NIH syndrome and hence provided the count measurements. The countermeasuresinclude limiting the tenure period of team members to 2 to 4 years,regular communication with external knowledge sources, rewarding system taking the external R&D process into consideration and giving the employees the job security when external solution is adopted. At last, the research points out that the NIH is not a negative decision in several circumstances, such as, when the core competency of a company lies in the knowledge being developed internally, the revelation of trade secrets during cooperation with other partners is concerned, and the process or time control of external development could be lost. So the decision of internal or external development should be made not only to avoid NIH but also to avoid over emphasis of external development. Title: How Teams Overcome the Not-invented-here Syndrome Author: Kongsansatean, Paweena, Danskin, Rodney, Limarta, Stanley Year: 2013 The Not-Invented-Here (NIH)syndrome is the way people in organizations refuse external knowledge or technologies that may shorten development times and lower costs.NIH is a “negative attitude to knowledge that originates from a source outside the one’s own institution”. This attitude can be observed on the individual level but can also be found in groups. A study by Katz and Allen found that groups can peak over time before falling into NIH. A literature review in 2006shows the antecedents and consequences of NIH. A real case of overcoming NIH syndrome is examined in this research. Based on the literature review and the case study an interrelationship diagram (ID) is created by team brain storm. ID allowsteams to systematically identify, analyzes, and classify causes and effects existing among critical issues, so key drivers or outcomes can become an effective solution.An ID is used to identify the causes and outcomes of the NIH syndrome and hence provided the count measurements. The countermeasuresinclude limiting the tenure period of team members to 2 to 4 years,regular communication with external knowledge sources, rewarding system taking the external R&D process into consideration and giving the employees the job security when external solution is adopted. At last, the research points out that the NIH is not a negative decision in several circumstances, such as, when the core competency of a company lies in the knowledge being developed internally, the revelation of trade secrets during cooperation with other partners is concerned, and the process or time control of external development could be lost. So the decision of internal or external development should be made not only to avoid NIH but also to avoid over emphasis of external development. Close

• 43. [Article] Hydrogen Fuel Cells Vehicle Technology’s Strategy of Toyota Mirai

  In a progressively complicated economic and social environment, high technology companies are dealing with fast-track technological development and global technology-based competition. In view of the significant ...

  Citation × Citation Citation Abstract Copy Title: Hydrogen Fuel Cells Vehicle Technology’s Strategy of Toyota Mirai Author: Poocharat, Sudarat Year: 2015 In a progressively complicated economic and social environment, high technology companies are dealing with fast-track technological development and global technology-based competition. In view of the significant role of technology in a competitive environment, strategic technology management is critical for organizations. In order to achieve enduring success, companies should acquire and sustain their technological capabilities to generate internal and external effects within an uncertain socio-economic demand. The research is aimed to present in the context of new auto technology with a view to achieve understanding of strategic management of innovative technology. The chosen company and the model vehicle is Toyota Mirai HFC. Hydrogen fuel cell vehicles seem to be the substitute for more than one billion cars on the road. Once it is successfully launched in the commercial market. These vehicles work with the power generated as a result of a reaction between hydrogen and oxygen in the fuel cell, which produces the energy for the vehicle with water as the only residue. In light with the recent environmental issues challenging auto industry’s development, increases in price of traditional fuel (as gasoline, etc.), regulatory control in all developed or developing nations, the efforts are on the technology across industry around the globe. Once technology is conceived for creating potential business opportunity, the immediate challenge is to make the technologist conversant with the strategy, which is a key element to turn any development into commercially viable business. The overall objective of this paper is to explain strategy management of Toyota Mirai Hydrogen fuel cells vehicles covering analyses of the structure and competitive dynamics of the industry using Porter’s five-force Analysis, SWOT Analysis, PEST Analysis, Toyota’s Innovation Strategy for Environmental Technology, Competitive Strategy for competitive advantage, and international & global strategy Analysis for Hydrogen fuel cells technology. Title: Hydrogen Fuel Cells Vehicle Technology’s Strategy of Toyota Mirai Author: Poocharat, Sudarat Year: 2015 In a progressively complicated economic and social environment, high technology companies are dealing with fast-track technological development and global technology-based competition. In view of the significant role of technology in a competitive environment, strategic technology management is critical for organizations. In order to achieve enduring success, companies should acquire and sustain their technological capabilities to generate internal and external effects within an uncertain socio-economic demand. The research is aimed to present in the context of new auto technology with a view to achieve understanding of strategic management of innovative technology. The chosen company and the model vehicle is Toyota Mirai HFC. Hydrogen fuel cell vehicles seem to be the substitute for more than one billion cars on the road. Once it is successfully launched in the commercial market. These vehicles work with the power generated as a result of a reaction between hydrogen and oxygen in the fuel cell, which produces the energy for the vehicle with water as the only residue. In light with the recent environmental issues challenging auto industry’s development, increases in price of traditional fuel (as gasoline, etc.), regulatory control in all developed or developing nations, the efforts are on the technology across industry around the globe. Once technology is conceived for creating potential business opportunity, the immediate challenge is to make the technologist conversant with the strategy, which is a key element to turn any development into commercially viable business. The overall objective of this paper is to explain strategy management of Toyota Mirai Hydrogen fuel cells vehicles covering analyses of the structure and competitive dynamics of the industry using Porter’s five-force Analysis, SWOT Analysis, PEST Analysis, Toyota’s Innovation Strategy for Environmental Technology, Competitive Strategy for competitive advantage, and international & global strategy Analysis for Hydrogen fuel cells technology. Close

• 44. [Article] Innovation Through Technology Transfer: Comparative Study on China and India

  Technology Transfer (TT) has long been used as a means for transferring explicit knowledge as well as tacit knowledge to developing countries for industrial development. Most developing countries lag in ...

  Citation × Citation Citation Abstract Copy Title: Innovation Through Technology Transfer: Comparative Study on China and India Author: Khanam, Momtaj, Thabt, Sallam, Limarta, Standley Year: 2013 Technology Transfer (TT) has long been used as a means for transferring explicit knowledge as well as tacit knowledge to developing countries for industrial development. Most developing countries lag in ab-sorptive capacity in terms of human and technological capability. Hence, the path of TT was one way. In the past few years, however, TT to China and India has increased phenomenally. This has stemmed from Chinese and Indian economical growth with competent workforce that helped develop a low-cost environment to maximize company profit. Photovoltaic Cell (PV) industry is one sector where the two countries have assimilated and inndegined technology from transfer and developed innovation capability. Cases from these two countries confirm that both China and India has long been in the PV industry and they have acquired complementary technology through various means of TT. However, China is more towards ”Home based” outside-in TT while India embraces “Go global” active technology acquisition model. Although, Chinese firms are larger in terms of size, turnover and sales compared to India, both exports almost 90% of their sales. IP has not been a barrier in TT to these two countries. Both the coun-tries have now achieved innovation capability in PV technology. Title: Innovation Through Technology Transfer: Comparative Study on China and India Author: Khanam, Momtaj, Thabt, Sallam, Limarta, Standley Year: 2013 Technology Transfer (TT) has long been used as a means for transferring explicit knowledge as well as tacit knowledge to developing countries for industrial development. Most developing countries lag in ab-sorptive capacity in terms of human and technological capability. Hence, the path of TT was one way. In the past few years, however, TT to China and India has increased phenomenally. This has stemmed from Chinese and Indian economical growth with competent workforce that helped develop a low-cost environment to maximize company profit. Photovoltaic Cell (PV) industry is one sector where the two countries have assimilated and inndegined technology from transfer and developed innovation capability. Cases from these two countries confirm that both China and India has long been in the PV industry and they have acquired complementary technology through various means of TT. However, China is more towards ”Home based” outside-in TT while India embraces “Go global” active technology acquisition model. Although, Chinese firms are larger in terms of size, turnover and sales compared to India, both exports almost 90% of their sales. IP has not been a barrier in TT to these two countries. Both the coun-tries have now achieved innovation capability in PV technology. Close

• 45. [Article] Technology Assessment of Two Energy Portfolios Using with a Hierarchical Decision Model

  Nations take great interest in their energy policy as it ensures the quality of life for its people and also has a major impact on their economy. Within the context of the European Union, many benchmarks ...

  Citation × Citation Citation Abstract Copy Title: Technology Assessment of Two Energy Portfolios Using with a Hierarchical Decision Model Author: Lim, Donggyu, Carter, Lawrence, Third, Noah, Schweinfort, Willi, Tibbot, Paul Year: 2009 Nations take great interest in their energy policy as it ensures the quality of life for its people and also has a major impact on their economy. Within the context of the European Union, many benchmarks have been set in terms of increasing the use of renewable energy sources, but this alone is not adequate in providing base-load electricity supply. Member nations have chosen to go in different directions in addressing this issue based on factors such as political, economic and technological issues. Two nations that represent the vast extremes of national energy mix are France and Germany. France, due to low fossil fuel reserves, has chosen to develop and rely on nuclear energy as its primary source. Germany, on the other hand, has gone the way of renewable sources but still relies heavily on coal. The search for a technical assessment regarding these countries and their energy mix proved unsuccessful, but developing a Hierarchical Decision Model could prove to be beneficial for energy departments. It was thought a model could be built using the available information regarding the various energy mixes of the countries. Using the technologies as alternatives, and determining the criteria which each satisfied, a model was developed to show what each nation weighted as high importance. The study showed a couple results. First was that social/political factors were overwhelmingly low importance. It was also found to not completely reflect the countries’ portfolios, suggesting more research must be done to refine and extend the model. Also, experts need to be consulted and areas such as public opinion need to be quantified. Ultimately, the model developed could help nations around the globe assess their needs and develop an energy mix suited to those needs. Title: Technology Assessment of Two Energy Portfolios Using with a Hierarchical Decision Model Author: Lim, Donggyu, Carter, Lawrence, Third, Noah, Schweinfort, Willi, Tibbot, Paul Year: 2009 Nations take great interest in their energy policy as it ensures the quality of life for its people and also has a major impact on their economy. Within the context of the European Union, many benchmarks have been set in terms of increasing the use of renewable energy sources, but this alone is not adequate in providing base-load electricity supply. Member nations have chosen to go in different directions in addressing this issue based on factors such as political, economic and technological issues. Two nations that represent the vast extremes of national energy mix are France and Germany. France, due to low fossil fuel reserves, has chosen to develop and rely on nuclear energy as its primary source. Germany, on the other hand, has gone the way of renewable sources but still relies heavily on coal. The search for a technical assessment regarding these countries and their energy mix proved unsuccessful, but developing a Hierarchical Decision Model could prove to be beneficial for energy departments. It was thought a model could be built using the available information regarding the various energy mixes of the countries. Using the technologies as alternatives, and determining the criteria which each satisfied, a model was developed to show what each nation weighted as high importance. The study showed a couple results. First was that social/political factors were overwhelmingly low importance. It was also found to not completely reflect the countries’ portfolios, suggesting more research must be done to refine and extend the model. Also, experts need to be consulted and areas such as public opinion need to be quantified. Ultimately, the model developed could help nations around the globe assess their needs and develop an energy mix suited to those needs. Close

• 46. [Article] Hierarchy Decision Model for Managing Innovative R&D Product Development Projects

  Technological innovation is critical to any organization’s ability to survive and grow in today’s business environment. It is widely accepted that companies’ ability to effectively manage its Research ...

  Citation × Citation Citation Abstract Copy Title: Hierarchy Decision Model for Managing Innovative R&D Product Development Projects Author: Durairajan, Saranya, Ibarra, Maria M., Khormaee, Izad, Spatar, Daria Year: 2012 Technological innovation is critical to any organization’s ability to survive and grow in today’s business environment. It is widely accepted that companies’ ability to effectively manage its Research and Development (R&D) investments and portfolio in order to deliver value through technological innovation is a key determinant of its market success and competitive advantage [13]. With globalization, Companies’ have a broader access to information and markets which have resulted in amplifying the need for technological innovation in order to succeed over the long term [11]. Although companies have access to and use tools to measure quantitative aspect of the business especially on the input side of innovation, it has been proven much more challenge to measure the qualitative aspect of innovation. Technology managers and leaders need methodological assessment tools in order to decide among the active technologically innovative projects in their organization. This paper focuses on technologically innovative projects where R&D managers are not able to directly leverage knowledge from past project successes and failures. The objective of this project is to develop a decision model based on Mission, Objectives, Goals and Activities (MOGSA) model developed by Dr. Kocaoglu and his team [18] in order to enable the management to relatively rank various projects in their R&D Portfolio. Using the relative rank from the decision model, R&D managers are able to determine appropriate funding allocation; in some cases resulting in termination of one or more projects with lower future potential in order to provide additional funding for more promising projects. Title: Hierarchy Decision Model for Managing Innovative R&D Product Development Projects Author: Durairajan, Saranya, Ibarra, Maria M., Khormaee, Izad, Spatar, Daria Year: 2012 Technological innovation is critical to any organization’s ability to survive and grow in today’s business environment. It is widely accepted that companies’ ability to effectively manage its Research and Development (R&D) investments and portfolio in order to deliver value through technological innovation is a key determinant of its market success and competitive advantage [13]. With globalization, Companies’ have a broader access to information and markets which have resulted in amplifying the need for technological innovation in order to succeed over the long term [11]. Although companies have access to and use tools to measure quantitative aspect of the business especially on the input side of innovation, it has been proven much more challenge to measure the qualitative aspect of innovation. Technology managers and leaders need methodological assessment tools in order to decide among the active technologically innovative projects in their organization. This paper focuses on technologically innovative projects where R&D managers are not able to directly leverage knowledge from past project successes and failures. The objective of this project is to develop a decision model based on Mission, Objectives, Goals and Activities (MOGSA) model developed by Dr. Kocaoglu and his team [18] in order to enable the management to relatively rank various projects in their R&D Portfolio. Using the relative rank from the decision model, R&D managers are able to determine appropriate funding allocation; in some cases resulting in termination of one or more projects with lower future potential in order to provide additional funding for more promising projects. Close

• 47. [Article] Location Selection for Fabless Firms

  Site selection for a fabless firm has been a concern in high technology environment and economic development for global semiconductor companies. The process of site selection for firms that are involved ...

  Citation × Citation Citation Abstract Copy Title: Location Selection for Fabless Firms Author: Jeena, Niharika, Hagos, Meles, Tsai, Charles, Xu, Yuan, Khalifa, Zack Year: 2012 Site selection for a fabless firm has been a concern in high technology environment and economic development for global semiconductor companies. The process of site selection for firms that are involved in research and development is influenced by many criteria. The model developed highlights the most significant criteria that have an impact on the fabless site selection. Such important criteria are defined to be as: engineering talent, market development, policy, cost, and communication. Moreover, in this study, these criteria are fed into a Hierarchical Decision Model (HDM) along with their associated sub-criteria to select the most attractive site from several potential sites including San Jose, Portland, Hsinchu, Tokyo, Haifa, and Stockholm, for a fabless semiconductor company. A brief background on fabless firms worldwide with all the criteria and sub criteria is discussed. The pairwise comparison method is utilized to have the experts’ opinions from the semiconductor industry on the fabless site selection. Additionally, due to some factual and objective data existed in the literature such as those related to the engineering talent and marketing development, the researchers of this framework extracted information from various sources and normalized accordingly to be incorporated in the HDM model. The findings using pairwise comparison indicated that San Jose, Portland and Hsinchu are the most attractive locations for fabless firms. Title: Location Selection for Fabless Firms Author: Jeena, Niharika, Hagos, Meles, Tsai, Charles, Xu, Yuan, Khalifa, Zack Year: 2012 Site selection for a fabless firm has been a concern in high technology environment and economic development for global semiconductor companies. The process of site selection for firms that are involved in research and development is influenced by many criteria. The model developed highlights the most significant criteria that have an impact on the fabless site selection. Such important criteria are defined to be as: engineering talent, market development, policy, cost, and communication. Moreover, in this study, these criteria are fed into a Hierarchical Decision Model (HDM) along with their associated sub-criteria to select the most attractive site from several potential sites including San Jose, Portland, Hsinchu, Tokyo, Haifa, and Stockholm, for a fabless semiconductor company. A brief background on fabless firms worldwide with all the criteria and sub criteria is discussed. The pairwise comparison method is utilized to have the experts’ opinions from the semiconductor industry on the fabless site selection. Additionally, due to some factual and objective data existed in the literature such as those related to the engineering talent and marketing development, the researchers of this framework extracted information from various sources and normalized accordingly to be incorporated in the HDM model. The findings using pairwise comparison indicated that San Jose, Portland and Hsinchu are the most attractive locations for fabless firms. Close

• 48. [Article] EcoDistricts: Building Sustainable Cities Block by Block

  In the world today, people are increasingly paying more attention to our living environment and rapid resource depletion. How we live in cities is one of the greatest challenges of our time. This marketing ...

  Citation × Citation Citation Abstract Copy Title: EcoDistricts: Building Sustainable Cities Block by Block Author: Mudavadi, Caroline, Jeena, Niharika, Pai, Chun Fan, Hershberg, Karina, Wang, Xiaowen, Xu, Yuan Year: 2012 In the world today, people are increasingly paying more attention to our living environment and rapid resource depletion. How we live in cities is one of the greatest challenges of our time. This marketing plan introduces a way to deploy EcoDistricts, an innovation that will have potentially the greatest positive impact on green energy, water, construction, planning and transportation thus far. It can help to achieve the cost and resource savings required to serve the massive numbers of people migrating to cities. This marketing plan is intended to explore the potential market for EcoDistricts Projects and form a strategy to capture that market. The report analyzes the target market – cities concentrating on existing neighborhoods with projects based on private funding, and provides customer and competition analyses. The plan concludes with a strategy constituting pricing and partnership plans as well as a communication plan to build brand awareness for EcoDistricts projects. The Portland Sustainability Institute (PoSI) created EcoDistricts, a five phase approach for accelerating sustainable neighborhood development. EcoDistricts aims to create and implement a replicable, exportable, scalable, and economically viable framework for the resource-efficient regeneration of existing cities. This proposal will introduce and demonstrate how EcoDistricts will execute a plan to build and develop regenerative and resilient cities that are culturally thriving, energy and resource hyper-efficient, and economically sustainable [1]. This is a marketing plan for a new service named EcoDistricts. Market research data has been used to demonstrate an opportunity and how EcoDistricts can develop its marketing strategy. Title: EcoDistricts: Building Sustainable Cities Block by Block Author: Mudavadi, Caroline, Jeena, Niharika, Pai, Chun Fan, Hershberg, Karina, Wang, Xiaowen, Xu, Yuan Year: 2012 In the world today, people are increasingly paying more attention to our living environment and rapid resource depletion. How we live in cities is one of the greatest challenges of our time. This marketing plan introduces a way to deploy EcoDistricts, an innovation that will have potentially the greatest positive impact on green energy, water, construction, planning and transportation thus far. It can help to achieve the cost and resource savings required to serve the massive numbers of people migrating to cities. This marketing plan is intended to explore the potential market for EcoDistricts Projects and form a strategy to capture that market. The report analyzes the target market – cities concentrating on existing neighborhoods with projects based on private funding, and provides customer and competition analyses. The plan concludes with a strategy constituting pricing and partnership plans as well as a communication plan to build brand awareness for EcoDistricts projects. The Portland Sustainability Institute (PoSI) created EcoDistricts, a five phase approach for accelerating sustainable neighborhood development. EcoDistricts aims to create and implement a replicable, exportable, scalable, and economically viable framework for the resource-efficient regeneration of existing cities. This proposal will introduce and demonstrate how EcoDistricts will execute a plan to build and develop regenerative and resilient cities that are culturally thriving, energy and resource hyper-efficient, and economically sustainable [1]. This is a marketing plan for a new service named EcoDistricts. Market research data has been used to demonstrate an opportunity and how EcoDistricts can develop its marketing strategy. Close

• 49. [Article] Technology Roadmapping for Composite Technology in Saudi Arabia, Term Project

  This paper attempts to trace the developments of the composite technologies in Saudi Arabia. Composite materials are applied in a variety of industries. Started by the aerospace industry due to its superior ...

  Citation × Citation Citation Abstract Copy Title: Technology Roadmapping for Composite Technology in Saudi Arabia, Term Project Author: Razzaqi, Emad, Alharbi, Mousa, Khalifa, Zakariya, Borgan, Mohammed Year: 2012 This paper attempts to trace the developments of the composite technologies in Saudi Arabia. Composite materials are applied in a variety of industries. Started by the aerospace industry due to its superior strength to weight ratio, it was widely applied in other industries such as the automobile, marines, corrosive plants and others. Also, the composite materials have intrinsic properties that make them superior to other types of materials, thus more attractive market opportunities. For the Saudi case, they develop the petrochemical products, and export the raw materials as pellets and other sorts of base material shapes. Other developed countries with more advanced technologies use these derivatives to produce nonmetallic products. However, it is more advantageous for Saudi Arabia to acquire these technologies necessary to develop composite materials and market the composite products itself. This move can lead to creation of an economical wave that will result in diversification of the Saudi economy as well as creating more job opportunities. There are a lot of drivers within Saudi Arabia, and these drivers call for the development of composite materials locally. Such domestic drivers can help expedite the progress of the composite technology adoptions. All of the Saudi industries have needs that can be fulfilled with Composite materials, and such opportunities can attract foreign investors to invest in Saudi Arabia, which give them a market access opportunity not only to the Saudi markets, but also to the regional markets. The existing issues with the availability of technologies can be better strategized by the nation as a whole. The past success of the petrochemical technology transfer gives a good confidence that such move will have fruitful results and can lead an industrial boom that will help the country in so many areas such as the researches, educational institutions, small entrepreneurships and more technological alliances and activities in the region. Title: Technology Roadmapping for Composite Technology in Saudi Arabia, Term Project Author: Razzaqi, Emad, Alharbi, Mousa, Khalifa, Zakariya, Borgan, Mohammed Year: 2012 This paper attempts to trace the developments of the composite technologies in Saudi Arabia. Composite materials are applied in a variety of industries. Started by the aerospace industry due to its superior strength to weight ratio, it was widely applied in other industries such as the automobile, marines, corrosive plants and others. Also, the composite materials have intrinsic properties that make them superior to other types of materials, thus more attractive market opportunities. For the Saudi case, they develop the petrochemical products, and export the raw materials as pellets and other sorts of base material shapes. Other developed countries with more advanced technologies use these derivatives to produce nonmetallic products. However, it is more advantageous for Saudi Arabia to acquire these technologies necessary to develop composite materials and market the composite products itself. This move can lead to creation of an economical wave that will result in diversification of the Saudi economy as well as creating more job opportunities. There are a lot of drivers within Saudi Arabia, and these drivers call for the development of composite materials locally. Such domestic drivers can help expedite the progress of the composite technology adoptions. All of the Saudi industries have needs that can be fulfilled with Composite materials, and such opportunities can attract foreign investors to invest in Saudi Arabia, which give them a market access opportunity not only to the Saudi markets, but also to the regional markets. The existing issues with the availability of technologies can be better strategized by the nation as a whole. The past success of the petrochemical technology transfer gives a good confidence that such move will have fruitful results and can lead an industrial boom that will help the country in so many areas such as the researches, educational institutions, small entrepreneurships and more technological alliances and activities in the region. Close

• 50. [Article] Marketing Plan: Microsoft Surface Pro

  This paper attempts to develop a marketing plan for the new Microsoft Surface Pro to be introduced into the market by Microsoft in the first quarter of 2013. Microsoft first had introduced the Surface ...

  Citation × Citation Citation Abstract Copy Title: Marketing Plan: Microsoft Surface Pro Author: Bidasaria, Ritu, Bregaj, Tila, Gilliland, Garrett, Toobaei, Mehdi, Shetty, Namitha Year: 2013 This paper attempts to develop a marketing plan for the new Microsoft Surface Pro to be introduced into the market by Microsoft in the first quarter of 2013. Microsoft first had introduced the Surface RT in the 4th quarter of 2012, which had an ARM chip and did not contain Windows 8. Microsoft introduced the RT version so that they could have a product for the holidays. Now in the first quarter of 2013, Microsoft will introduce Surface Pro with Intel based processor and Windows 8. It is believed to be much more powerful and will be much more liked than the RT version. The paper introduces Microsoft in general and analyzes its strength and capabilities of developing such products. Afterwards, the study covers the market demographics by sizing the total market, and the segmentation of the available market. The analysts then drill down into the market needs and investigate the target customers who have pressing need for such product. Surveys and interviews were conducted to capture the customer’s voice and the success of this product. The analysts then developed a marketing plan of the Surface Pro—which involved value drivers, CRTA, TALC, competition analysis, 4P’s and sales forecasting. Title: Marketing Plan: Microsoft Surface Pro Author: Bidasaria, Ritu, Bregaj, Tila, Gilliland, Garrett, Toobaei, Mehdi, Shetty, Namitha Year: 2013 This paper attempts to develop a marketing plan for the new Microsoft Surface Pro to be introduced into the market by Microsoft in the first quarter of 2013. Microsoft first had introduced the Surface RT in the 4th quarter of 2012, which had an ARM chip and did not contain Windows 8. Microsoft introduced the RT version so that they could have a product for the holidays. Now in the first quarter of 2013, Microsoft will introduce Surface Pro with Intel based processor and Windows 8. It is believed to be much more powerful and will be much more liked than the RT version. The paper introduces Microsoft in general and analyzes its strength and capabilities of developing such products. Afterwards, the study covers the market demographics by sizing the total market, and the segmentation of the available market. The analysts then drill down into the market needs and investigate the target customers who have pressing need for such product. Surveys and interviews were conducted to capture the customer’s voice and the success of this product. The analysts then developed a marketing plan of the Surface Pro—which involved value drivers, CRTA, TALC, competition analysis, 4P’s and sales forecasting. Close