Abstract
This paper is a response to the AcuScan case study, identifying where assumptions and fallacies took place and recommending alternatives. The paper includes an executive summary.

From the Paper
"The situation at AcuScan is exacerbated by the fact that the principals involved are all making unwarranted assumptions. The first assumption by Cliff O'Connor in the Scanner Weekly is that AcuScan will continue to take the market by storm in the coming year, a rather optimistic assumption considering that the budget cuts and layoffs have still not brought revenues in line with costs and sales and service are slipping. In his memo to department heads, Cliff states that he is confident the company will recapture..."

Tags:AcuScan, case study, communication, assumption

Abstract
The paper relates that Kelly is a key figure in AcuScan as the Chief Engineer, and as such he rightfully expresses reservations about some of the assumptions other staff members are making. The paper then identifies his own assumptions; when he says "Product development just doesn't work that way" he is actually making the assumption that there isn't another way; and, Kelly states first, "we can't come up with all those features just like that."

From the Paper
"Kelly is a key figure in AcuScan as the Chief Engineer. As such he rightfully expresses reservations about some of the assumptions other staff members are making; primarily Pat, but in so doing makes a few of his own: 1) on page 16 when Kelly says, "Product development just doesn't work that way" he is actually making the assumption that there isn't another way, 2) on page 17 Kelly states first, "we can't come up with all those features just like that," he is assuming that is the request when in reality that is not necessarily what's being asked of him, 3) also on page..."

Tags:acuscan, cliff, ethics

Abstract
This paper explains that the case problem is that AcuScan wants to make the transition into the retail market with a new product while maintaining its traditional product quality and excellent work environment. The author identifies the conflict among the company managers and the budgetary restraints. The paper concludes that the new project needs long range rather than the discussed short-term marketing goal; however, a better idea would be to try and find new markets for the existing product IScanner.

From the Paper
"The CEO Cliff made a logical decision based on AcuScan's current position in the market and present financial condition and future outlook. However, it seems a little optimistic to believe that it would be possible to launch and develop a new product on a small budget, when the company is facing a budget crunch. Pat's suggestion that the new product needed to be launched in a new market was sound. It is better to be the first to launch a new product in a new market than to be last to launch an old product in an old market."

Tags:budget, staff, conflict, market, goals

Abstract
AcuScan created history when they introduced the innovative iScanner, a highly successful item that seized market power; however, because AcuSan has not for decades introduced a new product or launched into a new market, the organization is struggling to survive and a new approach to the way they conduct operations is needed. The author of the paper examines various strategies proposed to research and develop new markets for the company and looks at some of the difficulties involved in developing and implementing them.

From the Paper
"The investment for this project would be slightly higher than $900,000, with a favorable future return on investment; the numbers are however unsustainable and the company can only allocate $400,000 for the new venture. Through compromises, the Marketing and Product Development managers could reach a final sum of $575,000, composed from software, repackaging, advertising and launching expenditures. Aside the financial implications, another problem is posed by competitor Secur-A Corp, which is already working on launching a similar product; from this particular instance, Acu-San cannot postpone launching to the end of the year, but must achieve it by August (the discussions take place in February)."

Tags:internet competitor business marketing innovations, product development, launch investment project retailers customers

Abstract
This paper presents a case study of AcuScan and its product iScanner. It involves an evaluation of the company's decision to try to launch a new, high tech product on a shoestring budget.

From the Paper
AcuScan Inc manufactures the iScanner a retinal scanner security product. It has become the security scanner of choice in airports around the United States. AcuScan introduced the original iScanner almost exactly ten yeas ago ..."

Tags:case study, iScanner, AcuData, product development, fallacious arguments

Abstract
This paper discusses in detail the case study entitled "Critical Thinking Case Study" regarding an organization called AcuScan. The paper examines the primary issues facing the organization with the inter-personal conflict between top executives being one of the worst. The paper develops a set of alternatives and concludes that a three part plan to remake the organization completely from the top down should be implemented immediately.

From the Paper
"This paper discusses in detail the case study entitled Critical Thinking Case Study regarding an organization called AcuScan. The primary issues facing the organization are examined in detail with the inter-personal conflict between top executives being one of the worst. After developing a set of alternatives it is decided that a three part plan to remake the organization completely from the top down should be implemented immediately."

Tags:critical, thinking, acuscan

Abstract
This paper is a case study of a potential expansion for a fictional product called iScanner from a company called AcuScan. It discusses the assumptions and arguments made by each of the key personnel in the study, as well as the fallacious arguments that are made and potential solutions for the problems between departments. An executive summary is also included in this article.

From the Paper
"Kelly Thomas: Kelly makes the assumption that this project is an entirely new one from first iScanner. He states that it is only possible to design one feature by August. However, he seems to feel that the entire product must be updated prior to initial release in order for it to function properly. He also makes the assumption that Pat has maliciously gone behind his back in order to speak to the programmers and `get them on her side.' Pat Lambert: Pat assumes that her "dream" project is translatable for use in real life. She also makes the assumption that Kelly's noncommittal responses to her questions about expanding iScanner's capabilities amount to a promise that it can and will be done. Pat assumes at first that Kelly wants to resolve the problem of putting the project into motion."

Tags:critical, thinking, acuscan

Abstract
This paper consists of two parts. The first part is an analysis of a case study, written in an outline form. The outline describes assumptions, arguments, soundness, and fallaciousness of the discussion between the individuals involved in a new product for a fictional company. The second part consists of an executive summary address to the fictional head of the company.

From the Paper
"Describe all assumptions seen in any of documents provided in the case study. For full credit, provide AT MINIMUM: four to six assumptions held by Kelly; six to nine assumptions held by Pat; two to three assumptions held by Cliff; two to three assumptions held by Chris. A. Kelly i) It is impossible to develop a working product in the time given. ii) Pat only wants to argue about the project instead of finding..."

Tags:argument, assumptions, acuscan

Abstract
In the paper, the relative merits of individual actions are reviewed and analyzed in relation to the business and ethical considerations. Further consideration and analysis is completed through concrete conclusions based on the earlier responses. Finally, a detailed Executive Summary is provided for leadership to review.

From the Paper
"Kelly is a key figure in AcuScan as the Chief Engineer. As such, he rightfully expresses reservations about some of the assumptions other staff members are making, primarily Pat, but in so doing makes a few of his own: 1) On page 16 when Kelly says, "Product development just doesn't work that way" he is actually making the assumption that there isn't another way, 2) On page 17 Kelly states first, "we can't come up with all those features just like that," he is assuming that is the request, when in reality that is not necessarily what's being asked of him, 3) Also on page 17 Kelly says that Pat may not be familiar with "QC" making the professional insult and assumption Pat doesn't understand quality control."

Tags:critical, thinking, acuscan