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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
• The two main (and opposing) risks to this effort are:
1. Developing a system that does not meet the user’s needs;
2. Developing a system too late to meet a market window.
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.
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.
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.
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.
Timeline and Deliverables
Project Definition and Research
Prior research, Vision, Technical BackgroundIdentify Key Gaps, Assumptions, and potential trouble areasUnderstand current value proposition
Continued Detail Research
Usage Models, applications, environments, user needs and benefitsDefine User Segments vs Demographic ProfilesCompetitors, Secondary User Competition (Portable Media Devices)Develop Product Line Strategies and FoundationsTechnology Trends, Product Culture, OEM Strategies
Conceptualization
Form Factor ExplorationErgonomicsUser Interface Conceptualization
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.
VisionSpinoza 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.
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.
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.
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.
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.
Current Value Propositions
Spinoza Technology has identified three revenue models to actively cultivate:
•Subscribers
•OEM’s
•Private Labelers
SubscribersCharacterized 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
SubscribersAdvantages of Partnering
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
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
OEM’sAdvantages of Partnering
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
Private Labelers
Characterized by:
•Devoted customer base•Strong brand identity•Mass distribution
Examples: Sharper Image, Brookstone
Private LabelersAdvantages of Partnering
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)
Usage Models
Using the SP1N System: a day in the life of an end user…
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.
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)
User Needs/Benefits
Two end users are identified:
Early Adopters
Pragmatists
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.
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.
User Segments vs Demographic Profiles
• ?
Competitors
• PDA manufacturers
• Computer manufacturers
• Cellular manufacturers
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
Computer manufacturers
• Dell, Gateway, IBM (HP, Compaq)
• Have the resources and customer base
• Constrained by customer expectations of computing power
• Realistic TTM—2 years
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
Secondary Competition
• Portable multimedia player manufacturers
• Pager/instant messaging device manufacturers
• Game console manufacturers
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
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
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
Product Line Strategies
• Platform Roulette
• Research Philosophy
• Current Feature/Platform Progress
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.
Features
Research
Our Research Philosophy: Simulate, Specify, Prototype
Sim
ulate
Platforms
Current Platform Features Platform
Feature(assuming high
BW Internet Connection )
PocketPC Palm JWorks QuartzEPOC32 BeIA
Telephony * * * • +Full Browsing • • • •
Streaming Media • • + *Web Apps * + • • •
Instant Messaging * * •
* 3rd Party+ Available within 3 months • available
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
Product Culture
• ?
OEM Strategies
See value propositions for customer strategies
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.
B3
SP1N
SP1N w/full keyboard
SP1N w/flip keypad
Ergonomics
User Interface Conceptualization
Robert enjoys Full-Featured Web Browsing, Streaming & E-Commerce from his SP1N on
his way to work.
He gets a head start on his day by catching up on office E-Mail &
reviewing documents for an early morning meeting.
Robert hears a song on the radio and uses SP1N to find and purchase it.
At the office, he uses the SP1N System to access a web-based Application
Server.
He notices some discrepancies in a spreadsheet and uses the SP1N System’s
Telephony to discuss the numbers.
Later that day, Robert uses the SP1N System’s Video Conferencing to talk
with a client.
Going home, Robert uses the SP1N’s MP3 player to relax. He gets an instant
message from his wife.
At home, Robert uses the SP1N System’s Web Browsing & Interactive Game Play to
keep the kids entertained.
After dinner, Robert and his wife use the SP1N System to stream a webcast of one of
their favorite bands.