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• 1. [Article] Digital Luggage Weighing Machine Development Log

  Millions of people travel each year whether it is for business or pleasure. No matter what the purpose for their trip is, they have the same worry as they leave for the airport—will my luggage exceed the ...

  Citation × Citation Citation Abstract Copy Title: Digital Luggage Weighing Machine Development Log Author: Julien, Alex, Borgan, Mohammed, Rampalli, Phaneendra, Singla, Puniti, Bhendigeri, Sandeep Year: 2012 Millions of people travel each year whether it is for business or pleasure. No matter what the purpose for their trip is, they have the same worry as they leave for the airport—will my luggage exceed the maximum amount allowed? In the New Product Development course, the students in the class were required to team up and work on a project developing a new product. As our team was composed of international students, we decided to develop a digital luggage scale because it was something we could all relate to. This development log will explain in detail how we went from initial idea to the final product design. Additionally, this paper will describe the challenges that we faced, what we did well, the improvements that could be made and finally how we will learn from our mistakes and use this knowledge in future projects. Title: Digital Luggage Weighing Machine Development Log Author: Julien, Alex, Borgan, Mohammed, Rampalli, Phaneendra, Singla, Puniti, Bhendigeri, Sandeep Year: 2012 Millions of people travel each year whether it is for business or pleasure. No matter what the purpose for their trip is, they have the same worry as they leave for the airport—will my luggage exceed the maximum amount allowed? In the New Product Development course, the students in the class were required to team up and work on a project developing a new product. As our team was composed of international students, we decided to develop a digital luggage scale because it was something we could all relate to. This development log will explain in detail how we went from initial idea to the final product design. Additionally, this paper will describe the challenges that we faced, what we did well, the improvements that could be made and finally how we will learn from our mistakes and use this knowledge in future projects. Close

• 2. [Article] A Proposal for funding to The Maseeh College of Engineering and Computer Science Innovation Program at Portland State University, Innovation: Stroker Billiard Accessory

  The Stroker ™ is a pool shooting accessory that helps to improve accuracy by reducing the number of pivot points of the shooter’s support hand with an expandable, low friction guide that fits most standard ...

  Citation × Citation Citation Abstract Copy Title: A Proposal for funding to The Maseeh College of Engineering and Computer Science Innovation Program at Portland State University, Innovation: Stroker Billiard Accessory Author: Mudavadi, Caroline, White, Corey, Perrenoud, Christophe, Wang, Xiaowen, Cooper, Melvin Year: 2012 The Stroker ™ is a pool shooting accessory that helps to improve accuracy by reducing the number of pivot points of the shooter’s support hand with an expandable, low friction guide that fits most standard sized pool cues. The Stroker is made of a metal exterior, with Teflon coated interior to reduce friction, and clips or pins that provide expandability. Innovation – Prototype development offers several opportunities to find innovative design solutions to improve and address the goals of the product. Although a rudimentary prototype has been developed as part of the concept development process, it is not a functional prototype that can be tested to determine if indeed the design meets the standards developed by the product development team. Two major challenges have to be addressed. The prototype can help ensure that the design is the best method of expanding/contracting of the components rapidly that provides stability, limits friction to a minimum, and is durable enough for casual use. Secondly, developing a prototype will provide additional insight into the development of the most costs effective manufacturing process. Thirdly, this is a lifestyle product and as such, industrial design is critical to its success. What design elements will be most appealing to the greatest percentage of our target market? Will a simple metal exterior, with perhaps engraving or patterns meet our needs, or should we consider a wide range of designs with a variety of exteriors such as painting, colors, etc. Title: A Proposal for funding to The Maseeh College of Engineering and Computer Science Innovation Program at Portland State University, Innovation: Stroker Billiard Accessory Author: Mudavadi, Caroline, White, Corey, Perrenoud, Christophe, Wang, Xiaowen, Cooper, Melvin Year: 2012 The Stroker ™ is a pool shooting accessory that helps to improve accuracy by reducing the number of pivot points of the shooter’s support hand with an expandable, low friction guide that fits most standard sized pool cues. The Stroker is made of a metal exterior, with Teflon coated interior to reduce friction, and clips or pins that provide expandability. Innovation – Prototype development offers several opportunities to find innovative design solutions to improve and address the goals of the product. Although a rudimentary prototype has been developed as part of the concept development process, it is not a functional prototype that can be tested to determine if indeed the design meets the standards developed by the product development team. Two major challenges have to be addressed. The prototype can help ensure that the design is the best method of expanding/contracting of the components rapidly that provides stability, limits friction to a minimum, and is durable enough for casual use. Secondly, developing a prototype will provide additional insight into the development of the most costs effective manufacturing process. Thirdly, this is a lifestyle product and as such, industrial design is critical to its success. What design elements will be most appealing to the greatest percentage of our target market? Will a simple metal exterior, with perhaps engraving or patterns meet our needs, or should we consider a wide range of designs with a variety of exteriors such as painting, colors, etc. Close

• 3. [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

• 4. [Article] Development Log: Cool People Inc.

  The Development Log report will focus in a detailed description of the implementation process of the theory learnt in class in a real application for the product of Cool People Inc. There is an visible ...

  Citation × Citation Citation Abstract Copy Title: Development Log: Cool People Inc. Author: Upadhyay, Jubin, Alzamil, Ziyad, Charoensupyanan, Apisit, Pornsatit, Chakaphan, Soysa, Dinesh, Gomez, Fredy Year: 2012 The Development Log report will focus in a detailed description of the implementation process of the theory learnt in class in a real application for the product of Cool People Inc. There is an visible gap between theory and practice, so the team had to manage different situation where either different tools beyond the ones explained in class were used or some approaches were avoided because of lack of applicability. This report is broken down in different sections that match the flow of the book, and it explains the process and main barriers to implement the material learnt in class in the development of our new product. Title: Development Log: Cool People Inc. Author: Upadhyay, Jubin, Alzamil, Ziyad, Charoensupyanan, Apisit, Pornsatit, Chakaphan, Soysa, Dinesh, Gomez, Fredy Year: 2012 The Development Log report will focus in a detailed description of the implementation process of the theory learnt in class in a real application for the product of Cool People Inc. There is an visible gap between theory and practice, so the team had to manage different situation where either different tools beyond the ones explained in class were used or some approaches were avoided because of lack of applicability. This report is broken down in different sections that match the flow of the book, and it explains the process and main barriers to implement the material learnt in class in the development of our new product. Close

• 5. [Article] Team Journal Captivator

  As a newly formed team we began our process of developing a new product by identifying potential opportunities, or ideas for a new product. The types of opportunities generated were based on the team’s ...

  Citation × Citation Citation Abstract Copy Title: Team Journal Captivator Author: Thorsvik, Andrew, Penmetsa, Srujana, Weaver, Sharon Year: 2014 As a newly formed team we began our process of developing a new product by identifying potential opportunities, or ideas for a new product. The types of opportunities generated were based on the team’s familiarity with the possible solution and the team’s familiarity with the need the solution would address. To begin this opportunity identification process we created a scope statement that would guide our process. Based on the scope statement combined with the team’s previous knowledge and experiences we began to brainstorm possible opportunities. The opportunities brainstormed ranged from automotive tool improvements, travel accessories to innovative home products. We found that some opportunities presented needed more detailed explanation than others due to the lack of familiarity and the diversity of the team. By the end of the process we had a pile of scribbled drawings and notes that represented a vast number of ideas. As a team we were able to agree upon six products which showed promise of future success that meet the limitations of our scope statement. These six products were then presented to our “board of directors” who then voted on each one to further create a quick tournament structure to identify the potentially exceptional opportunities. The opportunities identified as exceptional ones were the drink carbonation cap and the suitcase customization kit. Both these opportunities met potential customer needs that were represented in our team. As a team after mentally developing both of these opportunities through discussion and more sketches we agreed that the drink carbonation cap was the opportunity to proceed with. Below is the documentation for the development of the drink container carbonation cap. Title: Team Journal Captivator Author: Thorsvik, Andrew, Penmetsa, Srujana, Weaver, Sharon Year: 2014 As a newly formed team we began our process of developing a new product by identifying potential opportunities, or ideas for a new product. The types of opportunities generated were based on the team’s familiarity with the possible solution and the team’s familiarity with the need the solution would address. To begin this opportunity identification process we created a scope statement that would guide our process. Based on the scope statement combined with the team’s previous knowledge and experiences we began to brainstorm possible opportunities. The opportunities brainstormed ranged from automotive tool improvements, travel accessories to innovative home products. We found that some opportunities presented needed more detailed explanation than others due to the lack of familiarity and the diversity of the team. By the end of the process we had a pile of scribbled drawings and notes that represented a vast number of ideas. As a team we were able to agree upon six products which showed promise of future success that meet the limitations of our scope statement. These six products were then presented to our “board of directors” who then voted on each one to further create a quick tournament structure to identify the potentially exceptional opportunities. The opportunities identified as exceptional ones were the drink carbonation cap and the suitcase customization kit. Both these opportunities met potential customer needs that were represented in our team. As a team after mentally developing both of these opportunities through discussion and more sketches we agreed that the drink carbonation cap was the opportunity to proceed with. Below is the documentation for the development of the drink container carbonation cap. Close

• 6. [Article] ecoATM Marketing Research Log

  This is the marketing research log that is a part of the class project for ETM 555: Technology Marketing. The report represents the development process of the marketing plan for ecoATM. The structure of ...

  Citation × Citation Citation Abstract Copy Title: ecoATM Marketing Research Log Author: Bohliqa, Ahmed, Nour, Alaa, Pizarro, Melinda, Wang, Zijian, Ball, Larry Year: 2012 This is the marketing research log that is a part of the class project for ETM 555: Technology Marketing. The report represents the development process of the marketing plan for ecoATM. The structure of the marketing research log starts from idea generation where the team collaboratively selected a product. Then we followed the steps shown on the syllabus. We conducted research on the technology product to determine the value propositions and expected target market. We conducted a customer survey to further determine the value drivers and compelling reason to act. After defining the target market we followed the marketing plan outline by William Luther, The Marketing Plan 3rd Edition. We also searched on the internet to find other alternative outlines for development for the following sections, marketing objective and strategies, marketing communication plan, research plan, and the internet plan. We have added key learning points in our market research log following each section Title: ecoATM Marketing Research Log Author: Bohliqa, Ahmed, Nour, Alaa, Pizarro, Melinda, Wang, Zijian, Ball, Larry Year: 2012 This is the marketing research log that is a part of the class project for ETM 555: Technology Marketing. The report represents the development process of the marketing plan for ecoATM. The structure of the marketing research log starts from idea generation where the team collaboratively selected a product. Then we followed the steps shown on the syllabus. We conducted research on the technology product to determine the value propositions and expected target market. We conducted a customer survey to further determine the value drivers and compelling reason to act. After defining the target market we followed the marketing plan outline by William Luther, The Marketing Plan 3rd Edition. We also searched on the internet to find other alternative outlines for development for the following sections, marketing objective and strategies, marketing communication plan, research plan, and the internet plan. We have added key learning points in our market research log following each section Close

• 7. [Article] The Intangible Factors of Design and New Product Development

  When thinking about product value it is important to realize that there are two main value classifications to take into account, tangible and intangible value. Although it may not seem obvious at first, ...

  Citation × Citation Citation Abstract Copy Title: The Intangible Factors of Design and New Product Development Author: Driskill, David L Year: 2015 When thinking about product value it is important to realize that there are two main value classifications to take into account, tangible and intangible value. Although it may not seem obvious at first, all values that the consumer receives through using a product, whether tangible or intangible, do not happen by accident. All aspects of a product are built in by design. This is possible because of the intangible factors of the design process and implementation itself that a design team can utilize. The intangible design process is defined by three major layers: the knowledge layer, the emotion layer, and the experience layer. Each has different aspects pertaining to them that not only make them important, but also connect them to each other in order to create the intangible value that the consumer realizes through consumption. The problem is that no one prior has created a model for intangible design, and thus unnecessary sales and market share were lost. Before, during and after consumption the consumer also develops brand loyalty, brand identity, and brand imagery. This happens for many different reasons answered by the descriptive and causal research presented to form a model for true intangible product design. A shift in focus to the intangible aspects of design has occurred amongst most corporations today because they are all waking up to the reality that intangible value dictates brand loyalty, higher sales and customer retention. The effects seen in real time this perspective is having on business today are remarkable to say the least. Title: The Intangible Factors of Design and New Product Development Author: Driskill, David L Year: 2015 When thinking about product value it is important to realize that there are two main value classifications to take into account, tangible and intangible value. Although it may not seem obvious at first, all values that the consumer receives through using a product, whether tangible or intangible, do not happen by accident. All aspects of a product are built in by design. This is possible because of the intangible factors of the design process and implementation itself that a design team can utilize. The intangible design process is defined by three major layers: the knowledge layer, the emotion layer, and the experience layer. Each has different aspects pertaining to them that not only make them important, but also connect them to each other in order to create the intangible value that the consumer realizes through consumption. The problem is that no one prior has created a model for intangible design, and thus unnecessary sales and market share were lost. Before, during and after consumption the consumer also develops brand loyalty, brand identity, and brand imagery. This happens for many different reasons answered by the descriptive and causal research presented to form a model for true intangible product design. A shift in focus to the intangible aspects of design has occurred amongst most corporations today because they are all waking up to the reality that intangible value dictates brand loyalty, higher sales and customer retention. The effects seen in real time this perspective is having on business today are remarkable to say the least. Close

• 8. [Article] Drivers of Consumers’ Emotional Engagement with Everyday Products: An Intensive Review of the Literature and an Attempt to Conceptualize the Consumer-Product Interactions Within the Emotional Design Process

  This research intensively reviews the literature on designing emotional-driven products and aims to identify the drivers of the consumers’ emotional engagement with everyday products. The research also ...

  Citation × Citation Citation Abstract Copy Title: Drivers of Consumers’ Emotional Engagement with Everyday Products: An Intensive Review of the Literature and an Attempt to Conceptualize the Consumer-Product Interactions Within the Emotional Design Process Author: Alibage, Ahmed, Jetter, Antonie Year: 2017 This research intensively reviews the literature on designing emotional-driven products and aims to identify the drivers of the consumers’ emotional engagement with everyday products. The research also aims to develop a conceptual framework based on the basic model of product emotions and the classical process control, by which the identified emotional drivers in consumer products, the basic concerns of consumers, the context of the consumer-product interactions, and the design approach(s) would be interrelated and modeled. Furthermore, this research will study the psychological and theoretical perspectives on the human phenomenon of emotion to understand what does an emotion means, and why and how a human experiences emotion when interacts with stimulus (e.g. product), and how important and rewarding to design for emotions. The research has identified four basic concerns of every consumers; personal, cultural, social, and organizational (societal), and it suggests four emotional drivers; seeing-drivers, feeling-drivers, using-drivers, and touching-drivers. Moreover, as a result of the consumer-product interactions, two more emotional drivers are developing overtime to represent conclusive factors in consumer’s decision making process; product and brand experiences. These two emotional drivers also play the role as becoming new consumer’s concerns (emotional references) each time the consumer decide to buy a product. Title: Drivers of Consumers’ Emotional Engagement with Everyday Products: An Intensive Review of the Literature and an Attempt to Conceptualize the Consumer-Product Interactions Within the Emotional Design Process Author: Alibage, Ahmed, Jetter, Antonie Year: 2017 This research intensively reviews the literature on designing emotional-driven products and aims to identify the drivers of the consumers’ emotional engagement with everyday products. The research also aims to develop a conceptual framework based on the basic model of product emotions and the classical process control, by which the identified emotional drivers in consumer products, the basic concerns of consumers, the context of the consumer-product interactions, and the design approach(s) would be interrelated and modeled. Furthermore, this research will study the psychological and theoretical perspectives on the human phenomenon of emotion to understand what does an emotion means, and why and how a human experiences emotion when interacts with stimulus (e.g. product), and how important and rewarding to design for emotions. The research has identified four basic concerns of every consumers; personal, cultural, social, and organizational (societal), and it suggests four emotional drivers; seeing-drivers, feeling-drivers, using-drivers, and touching-drivers. Moreover, as a result of the consumer-product interactions, two more emotional drivers are developing overtime to represent conclusive factors in consumer’s decision making process; product and brand experiences. These two emotional drivers also play the role as becoming new consumer’s concerns (emotional references) each time the consumer decide to buy a product. Close

• 9. [Article] Obstacles to Market for V2V and V2I Safety Technologies

  Connected vehicle technologies offer improvements in vehicular safety, mobility, sustainability and luxury. Two closely related technology types, Vehicle to Vehicle (V2V) and Vehicle to Infrastructure ...

  Citation × Citation Citation Abstract Copy Title: Obstacles to Market for V2V and V2I Safety Technologies Author: Mishra, Ashish, Hasler, Blair, Ha, Jejung, Narvekar, Kruti, Marino, Leopoldo, Pakdeekasem, Pinprapa Year: 2012 Connected vehicle technologies offer improvements in vehicular safety, mobility, sustainability and luxury. Two closely related technology types, Vehicle to Vehicle (V2V) and Vehicle to Infrastructure (V2I) offer functionality in safety applications (See Table 1 - V2V and V2I Safety ) that make them particularly interesting for the US Department of Transportation (USDOT). The Research and Innovative Technology Administration (RITA) estimates that “In 2009, there were 5.5 million crashes, resulting in 33,808 fatalities and 2.2 million injuries … motor vehicle crashes are the leading cause of death for ages 3 through 34” [1]. In order to investigate how connected vehicle technologies may improve roadside safety the USDOT is sponsoring institutional and manufacturing research into the functionality and effectiveness of various V2V and V2I devices and applications. This research aims to evaluate the effectiveness of current technologies and improve through development of next generation technologies. There is however another question that must be evaluated and addressed: What are the obstacles to adoption for the new technologies and what strategies may be developed to overcome them? In order to evaluate obstacles to adoption of connected vehicle safety technologies, both real and perceived, this article investigates the V2V and V2I technologies being researched by the USDOT and the University of Michigan Transportation Research Institute (UMTRI) Connected Vehicle Safety Pilot Program. The research team conducted an extensive literature review and also conducted an interview with Debby Bezzina, Senior Program Manager of the UMTRI Safety Pilot Model Deployment. For each obstacle identified, the team asked ‘How important is this obstacle to technology adoption and how can Engineering and Technology Management may be leveraged to mitigate the problem?’ Title: Obstacles to Market for V2V and V2I Safety Technologies Author: Mishra, Ashish, Hasler, Blair, Ha, Jejung, Narvekar, Kruti, Marino, Leopoldo, Pakdeekasem, Pinprapa Year: 2012 Connected vehicle technologies offer improvements in vehicular safety, mobility, sustainability and luxury. Two closely related technology types, Vehicle to Vehicle (V2V) and Vehicle to Infrastructure (V2I) offer functionality in safety applications (See Table 1 - V2V and V2I Safety ) that make them particularly interesting for the US Department of Transportation (USDOT). The Research and Innovative Technology Administration (RITA) estimates that “In 2009, there were 5.5 million crashes, resulting in 33,808 fatalities and 2.2 million injuries … motor vehicle crashes are the leading cause of death for ages 3 through 34” [1]. In order to investigate how connected vehicle technologies may improve roadside safety the USDOT is sponsoring institutional and manufacturing research into the functionality and effectiveness of various V2V and V2I devices and applications. This research aims to evaluate the effectiveness of current technologies and improve through development of next generation technologies. There is however another question that must be evaluated and addressed: What are the obstacles to adoption for the new technologies and what strategies may be developed to overcome them? In order to evaluate obstacles to adoption of connected vehicle safety technologies, both real and perceived, this article investigates the V2V and V2I technologies being researched by the USDOT and the University of Michigan Transportation Research Institute (UMTRI) Connected Vehicle Safety Pilot Program. The research team conducted an extensive literature review and also conducted an interview with Debby Bezzina, Senior Program Manager of the UMTRI Safety Pilot Model Deployment. For each obstacle identified, the team asked ‘How important is this obstacle to technology adoption and how can Engineering and Technology Management may be leveraged to mitigate the problem?’ Close

• 10. [Article] Research Paper: Strategic Management Analysis “iPad 2”

  The iPad, a tablet computer designed and developed by Apple Inc., was launched in April 2010. iPad has been a staggering success for Apple since its launch because most of the tablets that emerged before ...

  Citation × Citation Citation Abstract Copy Title: Research Paper: Strategic Management Analysis “iPad 2” Author: Neethirajan, Aarthi Year: 2012 The iPad, a tablet computer designed and developed by Apple Inc., was launched in April 2010. iPad has been a staggering success for Apple since its launch because most of the tablets that emerged before ipad were bulky and heavy. ‘iPad 2’ the second generation of the ipad was released in March 2011. The current generation ipad with a faster processor has been a trend setter, capturing major portion of the market share in tablet computer segment. This paper analyzes the strategies used by Apple to attract customers, and also to beat competitors such as Samsung and Amazon in order to remain the top player in the tablet industry. This paper discusses the Porter’s five-force model; SWOT analysis and Delta Model Framework as applied to Apple’s iPad2. The goal is to achieve a better understanding of iPad2’s strategic position and advantage over its competitors. Title: Research Paper: Strategic Management Analysis “iPad 2” Author: Neethirajan, Aarthi Year: 2012 The iPad, a tablet computer designed and developed by Apple Inc., was launched in April 2010. iPad has been a staggering success for Apple since its launch because most of the tablets that emerged before ipad were bulky and heavy. ‘iPad 2’ the second generation of the ipad was released in March 2011. The current generation ipad with a faster processor has been a trend setter, capturing major portion of the market share in tablet computer segment. This paper analyzes the strategies used by Apple to attract customers, and also to beat competitors such as Samsung and Amazon in order to remain the top player in the tablet industry. This paper discusses the Porter’s five-force model; SWOT analysis and Delta Model Framework as applied to Apple’s iPad2. The goal is to achieve a better understanding of iPad2’s strategic position and advantage over its competitors. Close