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
This paper is a critical thinking case study about a fictitious company known as AcuScan, Inc., which makes IScanner, a retinal scanning security product.
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."
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
This paper offers an analysis for the expansion of a fictional product , including assumed arguments made by the relevant members of staff in the company.
1,350 words (approx. 5.4 pages), 1 source, 2005, $ 53.95
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."
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."
