Ada satu yang terlewat, offline klas 111106 rada terlambat untuk ditayangkan, mohon maaf. “Class at a Glance” kali ini saya gabung saja untuk dua sessi kemarin.
Seperti direncanakan semula, sessi 111106 dominan dipergunakan untuk open book quiz yang sekali lagi maaf, belum bisa saya report kan. Sisa waktu sempat disisipkan sebagian kecil materi (kalau nggak salah) dari Dahan & Hauser.
Untuk sessi 221106, sebagai pengganti 181106 lebih banyak dipergunakan untuk membahas bagian dari bab 13 nya Dieter tentang Economic Decision Making. Meski rada kikuk dengan istilah keuangan yang rada-rada un-familiar, namun materi ini cukup relevan dengan Pengembangan Produk, meski tidak semua bab diulas. Sebagai tambahan untuk materi yang pernah saya upload sebelumnya, di SINI dapat di download bagian kedua dari bab 13 Dieter tersebut.
Materi kedua di sessi 221106, sedikit diulas tentang pendahuluan Marketing, yang hand-outnya bisa di download di SINI.
Sessi besok pagi, masih saya pikirkan (saat ini saya sedang di Jakarta), moga-moga ada sesuatu yang menarik untuk disajikan.
Friday, November 24, 2006
Monday, November 20, 2006
Kuliah Pengganti
Berikut saya informasikan mengenai kuliah pengganti hari Sabtu tanggal 18 November 2006 untuk mata kuliah SK-425 Pengembangan Produk Industri Digital dan EL-419 Pengembangan Produk Telematika pada :
Hari, tanggal : Rabu, 22 November 2006
Waktu : pk. 18.00-20.00
Ruang : R-202 (Lantai 2)
terima kasih atas perhatiannya.
Hari, tanggal : Rabu, 22 November 2006
Waktu : pk. 18.00-20.00
Ruang : R-202 (Lantai 2)
terima kasih atas perhatiannya.
Wednesday, November 15, 2006
Stop Press !!
Diberitakan untuk kuliah minggu ini, tanggal 18 November 2006, ditiadakan.
Penggantian akan dijadwalkan setelah ada keputusan dari Institusi.
Demikian, Terima kasih
Penggantian akan dijadwalkan setelah ada keputusan dari Institusi.
Demikian, Terima kasih
Apakah Zune bakalan menggantikan iPod?
Setelah Microsoft menggoyang Playstation Sony lewat XBox, sekarang iPod nya Apple mulai direcoki lewat produk baru Microsoft yang serupa bernama Zune. CEO Steve Ballmer sendiri yakin bisa mendobrak dominasi iPod meski saat ini iPod sudah menguasai 75% pangsa pasar di US. Sementara sejak dipasarkan tahun 2001, iPod sudah terjual hampir 70 juta unit di seluruh dunia.
Dengan harga yang relatif sama ditambah fitur radio FM dan kemampuan pemindahan lagu antara piranti, Zune yang direlease September lalu mulai dipasarkan minggu ini. Penjualan ini cukup meningkatkan harga saham Microsoft di Nasdaq (+ 11%)
Video dibawah ini mungkin bisa menggambarkan product Zune yang belum masuk ke Indonesia.
Dengan harga yang relatif sama ditambah fitur radio FM dan kemampuan pemindahan lagu antara piranti, Zune yang direlease September lalu mulai dipasarkan minggu ini. Penjualan ini cukup meningkatkan harga saham Microsoft di Nasdaq (+ 11%)
Video dibawah ini mungkin bisa menggambarkan product Zune yang belum masuk ke Indonesia.
Tuesday, November 14, 2006
Trafik Klasmaya November 2006
Di tahun 2005, saya pernah ulas trafik Klasmaya bulan Oktober 2005. Sekarang sudah lebih dari satu tahun, saya coba update untuk melihat kira-kira perubahan apa yang terjadi.
Distribution of visits during a week
Dibanding setahun lalu, relatif perubahan terjadi pada hari Senin sampai Rabu. Jika tahun lalu trafik tinggi hanya terjadi pada hari Kamis dan Jum'at sebagai persiapan kelas di hari Sabtu, untuk tahun ini, ada kecenderungan visit terjadi cukup merata dengan kisaran angka dari 18,1% di hari Senin sampai 14,9% di hari Kamis. Seperti biasa, hari Jum'at selalu menjadi hari favorit yang merepresentasikan "last check out".
Yang menarik, hari Sabtu yang setahun lalu tidak significant, tahun ini turut berkontribusi sebesar 7,8% disusul oleh hari Minggu di angka 5,2% yang sebelumnya 0%.
Page Views and Visits Chart
Meski demikian, trafik tahun 2006 yang diukur bulan ini sebagai sampling, relatif di drive oleh peningkatan pada minggu kedua November 2006 yang kemungkinan dipengaruhi issue Quiz semi UTS, seperti yang tampak pada tabel kedua.
Monday, November 06, 2006
041106 Class at a Glance (+ e-book of Dahan & Hauser)
Perkiraan kelar libur panjang akan dibahas tugas terkait “suara pelanggan” ternyata hasilnya mengecewakan, walhasil sessi minggu lalu “just an ordinary class” membahas materi dari bab-5 nya Dieter tentang “Concept Generation and Evaluation”.
Materi kuliah bisa di download di SINI.
Seperti yang sudah diinformasikan kemarin, minggu depan mohon dipersiapkan sessi Quiz yang mirip UTS. Bahan semua yang sudah di beri dari awal termasuk artikel di klasmaya ini.
Satu lagi terkait dengan materi Dahan and Hauser yang belum ngopy. Akhirnya alamat situsnya sempet ketemu (itu juga ga’ sengaja) di CIPD.
Ciao
Materi kuliah bisa di download di SINI.
Seperti yang sudah diinformasikan kemarin, minggu depan mohon dipersiapkan sessi Quiz yang mirip UTS. Bahan semua yang sudah di beri dari awal termasuk artikel di klasmaya ini.
Satu lagi terkait dengan materi Dahan and Hauser yang belum ngopy. Akhirnya alamat situsnya sempet ketemu (itu juga ga’ sengaja) di CIPD.
Ciao
Friday, November 03, 2006
Upload e-Book, part-1 Dieter Chap-13
Tadinya mau saya kasih judul Notes for next session 041006, tapi saya ragu untuk bisa dibahas besok, mungkin seperti rencana semula, pembahasan masih di materi Dahan Hauser yang sudah di share melalui salah satu flash disk partisipan.
Materi ini mungkin akan dibahas sekilas, toh menurut informasi, ada mata kuliah yang membahas konten ini secara khusus. Tapi karena terkait dengan evaluasi bisnis dalam Pengembangan Produk saya sengaja menyertakan file ini untuk disimak bersama. Aslinya satu file bab-13 ini berbobot kurang lebih 2 MB, untuk mempercepat akses saya bagi dua saja file tersebut. Bagian pertama bisa disimak di SINI.
Materi ini mungkin akan dibahas sekilas, toh menurut informasi, ada mata kuliah yang membahas konten ini secara khusus. Tapi karena terkait dengan evaluasi bisnis dalam Pengembangan Produk saya sengaja menyertakan file ini untuk disimak bersama. Aslinya satu file bab-13 ini berbobot kurang lebih 2 MB, untuk mempercepat akses saya bagi dua saja file tersebut. Bagian pertama bisa disimak di SINI.
Camp Samsung
Artikel Business Week ini cukup punya kaitan dengan materi Pengembangan Produk, khususnya untuk membayangkan bagaimana proses NPD di suatu perusahaan elektronik dunia.
To develop winning products, the Korean giant isolates artists and techies for months on end
By Moon Ihlwan
Business Week Online
JULY 3, 2006
Last June a group of 11 Samsung Electronics Co. employees pledged to do the last thing. most people desire just as spring bursts into summer: stay inside a drab room with small, curtained windows for the bulk of the next six weeks. The product planners, designers, programmers, and engineers had recently entered Samsung's so-called Value Innovation Program (VIP) Center, just south of Seoul. They were asked to outline the features and design of the company's mainstay flat-screen TV, code-named Bordeaux. And their bosses had vowed to keep them posted there until they had completed the assignment.
After an introductory ceremony attended by senior executives of Samsung's video division, the team joined a dozen or so similar groups at the VIP Center and got down to work. The facility is a sort of boiler room where people from across the company brainstorm day after day -- and often through the night. Guided by one of 50 "value innovation specialists," they study what rivals are offering, examine endless data on suppliers, components, and costs, and argue over designs and technologies. The Bordeaux team hammered out the basic look, feel, and features of the model by mid-August. Then over the next five months designers and engineers worked out the details, and by February the sets were rolling off Samsung assembly lines. They hit stores in the U.S. and South Korea this April, starting at about $1,300 for a 26-inch set. "For the first time in our company, we developed a TV appealing to customers' lifestyles," says Kim Min Suk, an official at Samsung's LCD TV Product Planning Group.
It's all part of a new mantra at Samsung: "market-driven change." In the past decade Samsung has radically improved the quality and design of its products. Yun Jong Yong, Samsung's 62-year-old chief executive, now wants the company to rival the likes of Microsoft Corp. (MSFT ) and IBM (IBM ) as a key shaper of information technology. By 2010 he aims to double sales, from $85 billion last year to $170 billion. The Korean giant, however, still isn't an innovation leader on the order of Apple Computer Inc. (AAPL ) or Sony Corp. (SNE ) in its heyday. Yun says Samsung has become "a good company," but "we still have a lot of things to do before we're a great company."
Yun insists that when it comes to manufacturing, his company is second to none. Yet in the Digital Age, when mechanical parts are replaced by chips, Samsung's well-run factories are no longer enough to make it stand out. He points to MP3 players as an example. Samsung rolled out its first players two years before Apple did. But Apple gave consumers the ultimate player -- the iPod -- and, with the iTunes software and Web site, an easy way to fill it with music. It's time for Samsung to start developing similar products, Yun says, that better serve customers. So far, "we don't have the power to deliver total solutions."
INCUBATION STAGE
How to make Samsung more innovative? One key initiative is the VIP Center. Yun set up the program in 1998 after concluding that as much as 80% of cost and quality is determined in the initial stages of product development. By bringing together everyone at the very beginning to thrash out differences, he believed, the company could streamline its operations and make better gadgets. In the past two years, though, the center's primary aim has shifted to "creating new value for customers," says Vice-President Lee Dong Jin, who heads the facility. Translation: Find that perfect balance of cost, innovation, and technology that makes a product great.
If it weren't such hard work, it might almost be fun. The center, at Suwon, Samsung's main manufacturing site, 20 miles from Seoul, is open 24 hours a day. Housed in a five-story former dormitory, it has 20 project rooms, 38 bedrooms for those who need to spend the night, a kitchen, a gym, traditional baths, and Ping-Pong and pool tables. Last year some 2,000 employees cycled through, completing 90 projects with names such as Rainbow, Rapido, and Rocky. Other products that have come out of the center include a notebook computer that doubles as a mobile TV, yet is thin and light enough to be carried in a handbag, and the CLP-500, a color laser printer that was built at the same cost as a black-and-white model. While some teams wrap up their work within weeks, other projects drag on for months, and all division leaders sign a pledge that participants won't return to their regular jobs until they have finished the project.
The Bordeaux team shows how the VIP Center works. The goal was to create a flat-screen TV that would sell at least 1 million units. But the team members quickly discovered that they had strongly differing opinions about what consumers want in a TV. The designers proposed a sleek, heavily sculpted model. Engineers wanted to pack in plenty of functions and the best picture and sound quality. Product planners were concerned primarily with creating something that would beat the offerings of Sharp Corp. (SHCAY ), then the leader in LCD TVs.
Every step of the way, team members drew what Samsung calls "value curves." These are graphs that rank various attributes such as picture quality and design on a scale of 1 to 5, from outright bad to excellent. The graphs compared the proposed model with those of rival products and Samsung's existing TVs. The VIP Center specialists also guided the team in discussions exploring ideas and concepts from entirely different industries, picking up hints about the importance of the emotional appeal in the offerings of furniture makers and Hollywood. "We wanted a curve resembling a wine glass, and a glossy back to make the TV fit in with other furniture," says designer Lee Seung Ho, who worked on the Bordeaux project.
One challenge the team faced: Surveys showed that shoppers buy a flat-screen TV as much for its look as a piece of furniture as for its technological muscle. Some members went to furniture stores to figure out what made buyers tick, and discovered that the design of the set trumps most other considerations. So the group started shedding function in favor of form, cutting corners on high-tech features to spend more to make a TV that looks good even when it's turned off. The control buttons were placed out of sight on the side, while the speakers were tucked under the screen to create a sleek, minimalist front underlined by a flat, curving V in blue or burgundy. The back and stand got the same high-gloss coating as the front. To keep costs down (part of that quest for value), Samsung removed a sensor that automatically adjusts the brightness to the light in the room and decided not to boost resolution to accommodate the latest high-definition standards. And with the speakers under the screen, the sound quality was lowered even as the TV's silhouette improved. "We tried to make sure consumers get maximum value for an affordable price," says Kim Dong Joon, one of several senior managers at the VIP center.
The initial response is encouraging. In the last week of May, Samsung inched ahead of Sony to become the No. 1 LCD TV brand in the U.S., garnering market share (in terms of value) of 26.4%, compared with Sony's 24.6% and Sharp's 8.2%, according to researcher NPD Group. In January, Samsung was No. 3, with just 12.1%. Yun now says he wants to become the top maker of digital TVs, including those using plasma and rear-projection technologies, in the U.S. this year.
Pretty grand ambitions. But Yun has a strong record of setting stretch goals and achieving them. Under hisstewardship, Samsung has transformed itself from an industry also-ran into the richest electronics maker in Asia. Now it could also become the coolest if Yun can reinvent Samsung one more time and get his engineers, designers, and marketers to dream up products such as the Bordeaux and really fire consumers' imaginations. It just might mean spending the summer inside.
To develop winning products, the Korean giant isolates artists and techies for months on end
By Moon Ihlwan
Business Week Online
JULY 3, 2006
Last June a group of 11 Samsung Electronics Co. employees pledged to do the last thing. most people desire just as spring bursts into summer: stay inside a drab room with small, curtained windows for the bulk of the next six weeks. The product planners, designers, programmers, and engineers had recently entered Samsung's so-called Value Innovation Program (VIP) Center, just south of Seoul. They were asked to outline the features and design of the company's mainstay flat-screen TV, code-named Bordeaux. And their bosses had vowed to keep them posted there until they had completed the assignment.
After an introductory ceremony attended by senior executives of Samsung's video division, the team joined a dozen or so similar groups at the VIP Center and got down to work. The facility is a sort of boiler room where people from across the company brainstorm day after day -- and often through the night. Guided by one of 50 "value innovation specialists," they study what rivals are offering, examine endless data on suppliers, components, and costs, and argue over designs and technologies. The Bordeaux team hammered out the basic look, feel, and features of the model by mid-August. Then over the next five months designers and engineers worked out the details, and by February the sets were rolling off Samsung assembly lines. They hit stores in the U.S. and South Korea this April, starting at about $1,300 for a 26-inch set. "For the first time in our company, we developed a TV appealing to customers' lifestyles," says Kim Min Suk, an official at Samsung's LCD TV Product Planning Group.
It's all part of a new mantra at Samsung: "market-driven change." In the past decade Samsung has radically improved the quality and design of its products. Yun Jong Yong, Samsung's 62-year-old chief executive, now wants the company to rival the likes of Microsoft Corp. (MSFT ) and IBM (IBM ) as a key shaper of information technology. By 2010 he aims to double sales, from $85 billion last year to $170 billion. The Korean giant, however, still isn't an innovation leader on the order of Apple Computer Inc. (AAPL ) or Sony Corp. (SNE ) in its heyday. Yun says Samsung has become "a good company," but "we still have a lot of things to do before we're a great company."
Yun insists that when it comes to manufacturing, his company is second to none. Yet in the Digital Age, when mechanical parts are replaced by chips, Samsung's well-run factories are no longer enough to make it stand out. He points to MP3 players as an example. Samsung rolled out its first players two years before Apple did. But Apple gave consumers the ultimate player -- the iPod -- and, with the iTunes software and Web site, an easy way to fill it with music. It's time for Samsung to start developing similar products, Yun says, that better serve customers. So far, "we don't have the power to deliver total solutions."
INCUBATION STAGE
How to make Samsung more innovative? One key initiative is the VIP Center. Yun set up the program in 1998 after concluding that as much as 80% of cost and quality is determined in the initial stages of product development. By bringing together everyone at the very beginning to thrash out differences, he believed, the company could streamline its operations and make better gadgets. In the past two years, though, the center's primary aim has shifted to "creating new value for customers," says Vice-President Lee Dong Jin, who heads the facility. Translation: Find that perfect balance of cost, innovation, and technology that makes a product great.
If it weren't such hard work, it might almost be fun. The center, at Suwon, Samsung's main manufacturing site, 20 miles from Seoul, is open 24 hours a day. Housed in a five-story former dormitory, it has 20 project rooms, 38 bedrooms for those who need to spend the night, a kitchen, a gym, traditional baths, and Ping-Pong and pool tables. Last year some 2,000 employees cycled through, completing 90 projects with names such as Rainbow, Rapido, and Rocky. Other products that have come out of the center include a notebook computer that doubles as a mobile TV, yet is thin and light enough to be carried in a handbag, and the CLP-500, a color laser printer that was built at the same cost as a black-and-white model. While some teams wrap up their work within weeks, other projects drag on for months, and all division leaders sign a pledge that participants won't return to their regular jobs until they have finished the project.
The Bordeaux team shows how the VIP Center works. The goal was to create a flat-screen TV that would sell at least 1 million units. But the team members quickly discovered that they had strongly differing opinions about what consumers want in a TV. The designers proposed a sleek, heavily sculpted model. Engineers wanted to pack in plenty of functions and the best picture and sound quality. Product planners were concerned primarily with creating something that would beat the offerings of Sharp Corp. (SHCAY ), then the leader in LCD TVs.
Every step of the way, team members drew what Samsung calls "value curves." These are graphs that rank various attributes such as picture quality and design on a scale of 1 to 5, from outright bad to excellent. The graphs compared the proposed model with those of rival products and Samsung's existing TVs. The VIP Center specialists also guided the team in discussions exploring ideas and concepts from entirely different industries, picking up hints about the importance of the emotional appeal in the offerings of furniture makers and Hollywood. "We wanted a curve resembling a wine glass, and a glossy back to make the TV fit in with other furniture," says designer Lee Seung Ho, who worked on the Bordeaux project.
One challenge the team faced: Surveys showed that shoppers buy a flat-screen TV as much for its look as a piece of furniture as for its technological muscle. Some members went to furniture stores to figure out what made buyers tick, and discovered that the design of the set trumps most other considerations. So the group started shedding function in favor of form, cutting corners on high-tech features to spend more to make a TV that looks good even when it's turned off. The control buttons were placed out of sight on the side, while the speakers were tucked under the screen to create a sleek, minimalist front underlined by a flat, curving V in blue or burgundy. The back and stand got the same high-gloss coating as the front. To keep costs down (part of that quest for value), Samsung removed a sensor that automatically adjusts the brightness to the light in the room and decided not to boost resolution to accommodate the latest high-definition standards. And with the speakers under the screen, the sound quality was lowered even as the TV's silhouette improved. "We tried to make sure consumers get maximum value for an affordable price," says Kim Dong Joon, one of several senior managers at the VIP center.
The initial response is encouraging. In the last week of May, Samsung inched ahead of Sony to become the No. 1 LCD TV brand in the U.S., garnering market share (in terms of value) of 26.4%, compared with Sony's 24.6% and Sharp's 8.2%, according to researcher NPD Group. In January, Samsung was No. 3, with just 12.1%. Yun now says he wants to become the top maker of digital TVs, including those using plasma and rear-projection technologies, in the U.S. this year.
Pretty grand ambitions. But Yun has a strong record of setting stretch goals and achieving them. Under hisstewardship, Samsung has transformed itself from an industry also-ran into the richest electronics maker in Asia. Now it could also become the coolest if Yun can reinvent Samsung one more time and get his engineers, designers, and marketers to dream up products such as the Bordeaux and really fire consumers' imaginations. It just might mean spending the summer inside.
Wednesday, November 01, 2006
WiFi Gadget-nya Sony, sebuah perbandingan
Selepas presentation day sessi-1 saya pernah mengulas tentang gadget assignment dengan apa yang sedang di develop oleh perusahaan elektronik raksasa Sony. Untung artikel ini masih kesimpan di HD saya yang ada bagusnya disajikan disini sebagai perbandingan dengan apa yang sudah dipaparkan tempo hari lalu.
Sekilas tidak banyak berbeda dengan apa yang kalian bayangkan, ada fitur Instant Messaging Internet browser, atau media player dan storage-nya, meski fitur VoIP yang jadi salah satu andalan malah kelewat. Tapi yang menarik, fitur game yang dominan dibenak partisipan justru malah tidak muncul dalam produk ini.
Sony To Launch a New Kind of Wireless Handheld for IM, Other Internet-Based Communications
By Associated Press
SAN FRANCISCO (AP) -- Hoping to tap into the growth of wireless networks across college campuses, other public spaces and within homes, Sony Corp. will announce Tuesday a new pocket-sized gadget for instant messaging and other Internet-based communications.
The Sony mylo, slated for availability in September at a retail price of about $350 (euro270), is a first-of-its-kind product that uses Wi-Fi networks, analysts say. It is not a cellular phone and thus does not carry monthly service fees. And though it could handle Web-based e-mail services, it does not support corporate e-mail programs.
Instead, the slim, oblong-shaped gizmo that has a 2.4-inch (6-centimeter) display and slides open to expose a thumb keyboard is specifically geared toward young, mainstream consumers for messaging and Internet-based calls, commonly known as VoIP (Voice over Internet Protocol) calls.
As long as a Wi-Fi network is accessible, a mylo user could chat away or browse the Web.
The mylo -- which stands for ''my life online,'' -- will be marketed toward 18- to 24-year-olds, the multitasking generation that relies heavily on instant messaging and is already viewing e-mail as passe, Sony said.
The consumer electronics giant has partnered with Yahoo Inc. and Google Inc. to integrate their instant-messaging services, and is looking to expand mylo's support to other services as well, most notably the leading messaging provider, Time Warner Inc.'s America Online.
Sony has also teamed with eBay Inc.'s Skype VoIP service, which offers free voice chats for its registered users.
The so-called personal communicator doubles as a portable media player. It can play music, photos and videos that are stored on its internal 1 gigabyte of flash memory or optional Memory Stick card. It also can stream songs between mylo users within the same network, as long as the users grant permission to share their music files.
Sony is betting that mylo will draw great interest not just among college students but also among households where youngsters might be fighting over the use of a computer just for chatting or Web surfing.
''Our mylo personal communicator lets you have the fun parts of a computer in the palm of your hand,'' said John Kodera, a director of product marketing at Sony.
Sekilas tidak banyak berbeda dengan apa yang kalian bayangkan, ada fitur Instant Messaging Internet browser, atau media player dan storage-nya, meski fitur VoIP yang jadi salah satu andalan malah kelewat. Tapi yang menarik, fitur game yang dominan dibenak partisipan justru malah tidak muncul dalam produk ini.
Sony To Launch a New Kind of Wireless Handheld for IM, Other Internet-Based Communications
By Associated Press
SAN FRANCISCO (AP) -- Hoping to tap into the growth of wireless networks across college campuses, other public spaces and within homes, Sony Corp. will announce Tuesday a new pocket-sized gadget for instant messaging and other Internet-based communications.
The Sony mylo, slated for availability in September at a retail price of about $350 (euro270), is a first-of-its-kind product that uses Wi-Fi networks, analysts say. It is not a cellular phone and thus does not carry monthly service fees. And though it could handle Web-based e-mail services, it does not support corporate e-mail programs.
Instead, the slim, oblong-shaped gizmo that has a 2.4-inch (6-centimeter) display and slides open to expose a thumb keyboard is specifically geared toward young, mainstream consumers for messaging and Internet-based calls, commonly known as VoIP (Voice over Internet Protocol) calls.
As long as a Wi-Fi network is accessible, a mylo user could chat away or browse the Web.
The mylo -- which stands for ''my life online,'' -- will be marketed toward 18- to 24-year-olds, the multitasking generation that relies heavily on instant messaging and is already viewing e-mail as passe, Sony said.
The consumer electronics giant has partnered with Yahoo Inc. and Google Inc. to integrate their instant-messaging services, and is looking to expand mylo's support to other services as well, most notably the leading messaging provider, Time Warner Inc.'s America Online.
Sony has also teamed with eBay Inc.'s Skype VoIP service, which offers free voice chats for its registered users.
The so-called personal communicator doubles as a portable media player. It can play music, photos and videos that are stored on its internal 1 gigabyte of flash memory or optional Memory Stick card. It also can stream songs between mylo users within the same network, as long as the users grant permission to share their music files.
Sony is betting that mylo will draw great interest not just among college students but also among households where youngsters might be fighting over the use of a computer just for chatting or Web surfing.
''Our mylo personal communicator lets you have the fun parts of a computer in the palm of your hand,'' said John Kodera, a director of product marketing at Sony.
Wednesday, October 25, 2006
Concept Generation and Evaluation
(Dieter: Chapter 5)
A design concept is an idea that is sufficiently developed that it can be evaluated in terms of physical realizability.
Creativity Methods
The most common method for creating idea is brainstorming. Others techniques for creative thinking is Synectics which draws on analogical thinking; Force-fitting method; and Mind Map that draw factors, idea or concepts directly related to the problem.
Conceptual Decomposition
In solving any complex problem, a common tactic is to decompose the problem into smaller parts that are easier to manage (Decomposition in the physical domain and Functional Decomposition).
Generating Design Concept
Design Concepts are the means for providing function (The Hows). The exploration for idea for concepts can take from external resources and within the design team. The subject also describe about Concept Development, Morphological Chart, and Combining Concept.
Evaluation Methods
To choose which concept to develop into finished designs, we need evaluation methods that can be applied during relatively unstructured process of concept development. Evaluation involves comparison (absolute and relative), followed by decision making. The Pugh concept selection process compares each concept relative to a reference or datum concept and for each criterion. Another evaluation method is Analytical Hierarchy Process (AHP) that well suited for evaluating problems whose objectives have hierarchical structure.
A design concept is an idea that is sufficiently developed that it can be evaluated in terms of physical realizability.
Creativity Methods
The most common method for creating idea is brainstorming. Others techniques for creative thinking is Synectics which draws on analogical thinking; Force-fitting method; and Mind Map that draw factors, idea or concepts directly related to the problem.
Conceptual Decomposition
In solving any complex problem, a common tactic is to decompose the problem into smaller parts that are easier to manage (Decomposition in the physical domain and Functional Decomposition).
Generating Design Concept
Design Concepts are the means for providing function (The Hows). The exploration for idea for concepts can take from external resources and within the design team. The subject also describe about Concept Development, Morphological Chart, and Combining Concept.
Evaluation Methods
To choose which concept to develop into finished designs, we need evaluation methods that can be applied during relatively unstructured process of concept development. Evaluation involves comparison (absolute and relative), followed by decision making. The Pugh concept selection process compares each concept relative to a reference or datum concept and for each criterion. Another evaluation method is Analytical Hierarchy Process (AHP) that well suited for evaluating problems whose objectives have hierarchical structure.
Monday, October 23, 2006
List of new innovator (WiFi Gadget Assignment)
Sesuai janji sebelumnya, posting kali ini mengulas tentang resume dari paparan lomba kreatifitas terkait dengan tugas “WiFi Gadget”. Materi disarikan dari tugas yang sudah di submit minimal dari presentasi di kelas.
Di posting ini, kita juga akan lakukan polling untuk penentuan “best idea” untuk tambahan nilai. Polling dilakukan melalui fasilitas comment di klasmaya ini dengan menyebutkan pilihan partisipan. Maybe it’s unlikely fair, but this has something to do with marketing stuff, so check them out.
Di posting ini, kita juga akan lakukan polling untuk penentuan “best idea” untuk tambahan nilai. Polling dilakukan melalui fasilitas comment di klasmaya ini dengan menyebutkan pilihan partisipan. Maybe it’s unlikely fair, but this has something to do with marketing stuff, so check them out.
Chat++ (Ditya)
Fungsi: Chatting, game, game download with accelerator. Dengan melihat kebutuhan pengguna untuk : Koneksi ke internet yang tidak mudah terputus; Kemudahan dalam mengakses jaringan; Download yang cepat; Tampilan grafis yang tidak terlalu jelek; Interface alat yang menarik; Harga terjangkau
Segmen: Mahasiswa, ABG.
Spesifikasi Teknis :
Dimensi : P x L x T = 12cm x 13cm x 1.25cm (kondisi flip terbuka)
Processor Ekivalen PIV 2 Ghz
Memory 512 MB
HD 20 GB
VGA Setara GF4 MX 440 64 MB
Modem Up to 2 Mbp
Memory 512 MB
HD 20 GB
VGA Setara GF4 MX 440 64 MB
Modem Up to 2 Mbp
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Mini DM (Nathanael)
Fungsi: Mendengarkan music, videao clip/trailer (streaming) melalui koneksi langsung dari website khusus (direct subscription); game online&offline
Segmen: Anak muda yang cenderung / maniak dengan update lagu, trailer dan game baru.
Spesifikasi:
Seukuran N-Gage, no I/O (propriatery format) unless headphone
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Digital Cart (Johannes)
Fungsi: mencatat daftar barang yang akan dibeli oleh pelanggan toko dengan menginput ke database sever, sehingga pelanggan tinggal menunjukkan gadget untuk mengambil belanjaan yang telah dipesan.
Segmen Pengguna: No specific segment.
Device specification
Dimension : 150 x 80 x 20 mm
LCD display : 200 x220 Pixel, white LCD backlight
Power : 5V Li-Ion Battery
Battery Life : 6 – 10 hours
Langguage support : English, Indonesian, Simplified Chiinese
Built in memory : 32MB
Data Transfer rate : 100Mbps
Operating system : Built-in OS
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G-Mob (Devandy)
Fungsi: Online Game; download game untuk online dan register; MP3 dengan input dari flash disk; Radio FM;
segmen: remaja dan kaum muda yang sangat mobile
Spesifikasi :
Touch screen
Processor 1GHz
VGA card 128MB
High Speed USB Port 2.0
Fungsi: Online Game; download game untuk online dan register; MP3 dengan input dari flash disk; Radio FM;
segmen: remaja dan kaum muda yang sangat mobile
Spesifikasi :
Touch screen
Processor 1GHz
VGA card 128MB
High Speed USB Port 2.0
WiFi Access
Dimensi alat (20 cm X 15 cm X 5 cm) Dimension layar (15 cm X 12 cm)
Dimensi alat (20 cm X 15 cm X 5 cm) Dimension layar (15 cm X 12 cm)
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No tittle (Eric)
Fungsi: Download siaran (streaming) TV, kamera, dan Internet browser.
Segmen: Executive muda (he really mentioned it).
Spesifikasi:
Resolusi layar 640x480, 65K color TFT LCD
Memory 1 Gb
Prosessor 2 GHZ
Wi-Fi 802.11b/g
Bluetooth
Kamera 6.0 M PixelBattery lithium Ion 1500 mAh
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Mini WiFi (Sanny)
Fungsi: Fungsi utama internet akses dengan ukuran mini (browsing internet, chatting, dan download game & program kecil)
Segmen: Anak kuliah dan perkantoran.
Dimensi : P x L x T = 15cm x 5cm x 5cm (kondisi alat terbuka); 15cm x 5cm x 2cm(kondisi terlipat)
spesifikasi dari alat :
Processor Ekivalen 2,2 Ghz
Memory 512 MB
HD 40 GB
VGA GF4 MX 128 MB
Modem Up to 2 Mbps
Resolusi layar 600-800 pixel
Memory 512 MB
HD 40 GB
VGA GF4 MX 128 MB
Modem Up to 2 Mbps
Resolusi layar 600-800 pixel
Kualitas warna highest 32bit
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RT/RW-Net (Derly)
Fungsi : Internet akses (browser internet, download) .
Segmen: all
Peralatan:
1. PC yang akan difungsikan sebagai router/gateway
2. Card Wireless LAN (WiFi)
3. Kabel Coax
4. Antenna Luar
5. Hub UTP untuk LAN
(*red: No picture available and unfortunately this is not a gadget design)
X-Lock (Andi)
Fungsi: Media penyimpanan data (koneksi ke internet); Internet browsing; Player movie & MP3
Segmen: Anak kuliah dan orang bisnis
Dimensi: 15x12 with headphone
Fungsi : Internet akses (browser internet, download) .
Segmen: all
Peralatan:
1. PC yang akan difungsikan sebagai router/gateway
2. Card Wireless LAN (WiFi)
3. Kabel Coax
4. Antenna Luar
5. Hub UTP untuk LAN
(*red: No picture available and unfortunately this is not a gadget design)
X-Lock (Andi)
Fungsi: Media penyimpanan data (koneksi ke internet); Internet browsing; Player movie & MP3
Segmen: Anak kuliah dan orang bisnis
Dimensi: 15x12 with headphone
(*red: no picture available, only a sketch on the whiteboard; no formal & submitted information)
141006 Class at a Glance
Ekspekstasi di klas 141006 sebenarnya akan banyak mendengarkan paparan dari peserta “lomba inovasi” yang di minggu sebelumnya belum tampil. Bahkan sampai optimist-nya (melihat suasana sebelumnya) saya tidak mempersiapkan bahan untuk disampaikan.
Nyatanya dari 7 kandidat yang belum tampil, minggu lalu hanya tampil 2 peserta saja. Walhasil dari 13 kandidat, baru 6(071006) + 2(141006) yang tampil sebelum dead line, atau baru sedikit dibawah 2/3 saja yang lolos.
Lepas “presentation session”, sisa slot klas diisi dengan pembahasan per kelompok untuk tugas yang masih terkait dengan “idea & concept generation” namun dilakukan secara berkelompok. Karena partisipan klas minggu lalu tidak semuanya hadir, sehingga hanya dibagi 2 kelompok saja yang merupakan kelompok campur sari dari EL&SK.
Tugas terkait dengan pengembangan produk seluler / HandPhone yang dikaitkan dengan fitur inovatif untuk memenuhi kebutuhan pengguna. Berbeda dengan tugas sebelumnya (WiFi Gadget), disini partisipan diharapkan melakukan brainstorming untuk penetapan ide dan konsep tersebut. Tugas kedua yang juga masih terkait, adalah penetapan segmen pengguna yang menggabungkan aspek gender, marital status, edukasi, dan pekerjaan. Pengelompokkan akan menjadi reference untuk survey (nah looh).
Jadi buat partisipan yang minggu lalu absen di klas offline, ada tugas survey dari dua kelompok tersebut. Caranya tinggal gabung dengan salah satu dari dua kelompok tersebut, bahas ulang untuk kesepakatan final, selanjutnya lakukan survey. Survey bisa dilakukan waktu liburan (menyebar ke segala penjuru) atau week-end, sekalian jalan-jalan di mall atau tempat khusus lainnya.
“No excuse” buat yang merasa tidak tahu, karena posting klasmaya ini seharusnya sudah menginformasikan tugas tersebut. So enjoy it.
Nyatanya dari 7 kandidat yang belum tampil, minggu lalu hanya tampil 2 peserta saja. Walhasil dari 13 kandidat, baru 6(071006) + 2(141006) yang tampil sebelum dead line, atau baru sedikit dibawah 2/3 saja yang lolos.
Lepas “presentation session”, sisa slot klas diisi dengan pembahasan per kelompok untuk tugas yang masih terkait dengan “idea & concept generation” namun dilakukan secara berkelompok. Karena partisipan klas minggu lalu tidak semuanya hadir, sehingga hanya dibagi 2 kelompok saja yang merupakan kelompok campur sari dari EL&SK.
Tugas terkait dengan pengembangan produk seluler / HandPhone yang dikaitkan dengan fitur inovatif untuk memenuhi kebutuhan pengguna. Berbeda dengan tugas sebelumnya (WiFi Gadget), disini partisipan diharapkan melakukan brainstorming untuk penetapan ide dan konsep tersebut. Tugas kedua yang juga masih terkait, adalah penetapan segmen pengguna yang menggabungkan aspek gender, marital status, edukasi, dan pekerjaan. Pengelompokkan akan menjadi reference untuk survey (nah looh).
Jadi buat partisipan yang minggu lalu absen di klas offline, ada tugas survey dari dua kelompok tersebut. Caranya tinggal gabung dengan salah satu dari dua kelompok tersebut, bahas ulang untuk kesepakatan final, selanjutnya lakukan survey. Survey bisa dilakukan waktu liburan (menyebar ke segala penjuru) atau week-end, sekalian jalan-jalan di mall atau tempat khusus lainnya.
“No excuse” buat yang merasa tidak tahu, karena posting klasmaya ini seharusnya sudah menginformasikan tugas tersebut. So enjoy it.
Sunday, October 15, 2006
15 CSF in Product Innovation
Daftar 15 CSF ini diambil dari “Winning at New Product” nya Coopers, yang sekira 75% bisa diperkirakan juga oleh peserta klasmaya di klas 071006 minggu lalu.
- The number one success factor is a unique superior product: a differentiated product that delivers unique benefits and superior value to the customer.
- A strong market orientation – a market driven and customer-focused new product process – is critical to success.
- Look to the world product: An international orientation in product design, development, and target marketing provides the edge in product innovation.
- More predevelopment work – the homework – must be done before product development get under way.
- Sharp and early product and project definition is one of the key differences between winning and losing at new products.
- A well-conceived, properly executed launch is central to new product success and a solid marketing plan is at the heart of the launch.
- The right organizational structure, design, and climate are key factors in success.
- Top management support doesn’t guarantee success, but it sure helps. But many senior managers get it wrong.
- Leveraging core competencies is vital to success – “step-out” projects tend to fail.
- Products aimed at attractive markets do better: market attractiveness is a key project-selection criterion.
- Successful business build tough Go/Kill decision points into their new product process, where projects really get killed: better focus is the result.
- New product success is controllable: More emphasis is needed on completeness, consistency, and quality of execution of key tasks from beginning to end of project.
- The resources must be in place – there is no free lunch in product innovation.
- Speed is everything, but not all the expense of quality of execution.
- Companies that follow a multistage, disciplined new product process – a Stage-Gate process – fare much better.
071006 Class at a Glance
Minggu lalu acaranya cukup menarik, atau bahkan sangat menarik (untuk membiasakan diri mengapresiasi kejadian). Kelas lebih didominasi presentasi dan paparan konsep produk yang ditawarkan oleh 6 inovator terkait dengan tugas gadget berbasis WiFi. Seharusnya hari itu ada 8 peserta lomba inovasi namun untuk saat ini belum semua bisa menyajikan paparannya. Moga-moga kita bisa sajikan ide-ide inovatif tadi di klasmaya.
Waktu yang tersisa dipergunakan untuk agenda CSF (critical success factor) dari buku “Winning at New Product” nya Coopers. Pembahasan diawali dengan brainstorming CSF versi peserta yang dilanjut dengan membandingkan dan mendiskusikan CSF Cooper secara sekilas. Konten lebih banyak teoritis dan bisa dibaca lebih seksama di luar kelas dengan mengakses hands-out CSF di SINI.
Minggu depan, kita akan lihat lanjutan dari peserta inovasi lainnya, yang semoga tidak kalah menarik dibandingkan minggu lalu.
Waktu yang tersisa dipergunakan untuk agenda CSF (critical success factor) dari buku “Winning at New Product” nya Coopers. Pembahasan diawali dengan brainstorming CSF versi peserta yang dilanjut dengan membandingkan dan mendiskusikan CSF Cooper secara sekilas. Konten lebih banyak teoritis dan bisa dibaca lebih seksama di luar kelas dengan mengakses hands-out CSF di SINI.
Minggu depan, kita akan lihat lanjutan dari peserta inovasi lainnya, yang semoga tidak kalah menarik dibandingkan minggu lalu.
Monday, October 09, 2006
The Beauty of Simplicity
by Linda Tischler
FastCompany Magazine (November 2005)
Read the original article
Meski sudah di publish hampir setahun lalu, artikel ini terkait dengan NPD dan cukup bagus buat disimak. Bahasan mengenai disain dengan studi kasus Google menunjukkan aspek kesederhanaan dalam disain produk. Tulisan ini sudah di ringkas dari artikel asli (7 ke 2), jadi kalau mau baca lebih seru lengkapnya bisa ditengok artikel orisinilnya.
It is innovation's biggest paradox: We demand more and more from the stuff in our lives--more features, more function, more power--and yet we also increasingly demand that it be easy to use. And the technology that's simplest to use is also, often, the most difficult to create.
Marissa Mayer: Google's director of consumer Web products, also Google's high priestess of simplicity though the technology that powers Google's search engine is, of course, anything but simple. In a fraction of a second, the software solves an equation of more than 500 million variables to rank 8 billion Web pages by importance. But the actual experience of those fancy algorithms is something that would satisfy a Shaker: a clean, white home page, typically featuring no more than 30 lean words; a cheery, six-character, primary-colored logo; and a capacious search box. It couldn't be friendlier or easier to use.
Complexity of function and simplicity of design: "Google has the functionality of a really complicated Swiss Army knife, but the home page is our way of approaching it closed. It's simple, it's elegant, you can slip it in your pocket, but it's got the great doodad when you need it. A lot of our competitors are like a Swiss Army knife open--and that can be intimidating and occasionally harmful."
The original home-page design itself was dumb luck. But according to Hitwise, Google controls 59.2% of the search market, up from 45% a year ago; MSN's share is down to 5.5% and Yahoo's is 28.8% (after Nov 2005).
The stratospheric success of Apple's iPod also a marvel of simplicity, with 20 million units sold. In a 2002 poll, the Consumer Electronics Association discovered that 87% of people said ease of use is the most important thing when it comes to new technologies. It's often that --between the desire to cram in cool new features and the desire to make a product easy to use-- makes delivering on the simplicity promise so hard.
Google's research shows that users remember just 7 to 10 services on rival sites. So Google offers a miserly six services on its home page. By contrast, MSN promotes more than 50, and Yahoo, over 60. And both sell advertising off their home pages; Google's is a commercial-free zone. (MSN says more than half its customers are happy with its home page-but it's experimenting with a sleeker version called "start.com."). Google understands that simplicity is both sacred and central to its competitive advantage. Mayer is a specialist in artificial intelligence, not design, but she hits on the secret to her home page's success: "It gives you what you want, when you want it, rather than everything you could ever want, even when you don't."
John Maeda (the Media Lab's Simplicity Consortium): On one level, the problem is simply one of scale. Before computer technology, small things were simple; big things were more likely complex. But the microchip changed that. Now small things can be complex, too. But small objects have less room for instruction--so we get cell phones with tip calculators buried deep in submenus and user manuals the size of the Oxford English Dictionary to help us figure it all out.
Aaron Oppenheimer (Design Continuum): for each feature clients want to include they're trading off a degree of ease of use. It's a never-ending battle. "I spend a lot of time talking clients out of adding features, every new feature makes things more complicated , even if you never use them". In the past, adding features usually meant adding costs. Put a sound system or power windows into a car, and you've upped the price, so you better make sure consumers really want what you're peddling. But in the digital world, that cost-benefit calculus has gone awry. "The incremental cost to add 10 features instead of one feature is just nothing, Technology is this huge blessing because we can do anything with it, and this huge curse because we can do anything with it."
We also want our devices to talk to each other--cell phone to the Web, digital camera to printer. That requires a level of interoperability that would be difficult to attain in a perfect world, but is well nigh impossible in one where incompatibility is a competitive strategy.
Maeda hopes to right the balance between man and machine. That could lead to bespoke products--a cell phone, for example, with 30 features for Junior, 3 for Gran. "You can't make the world simpler unless you can get in touch with design, and the only way you can do that is to get in touch with designers". Start by simplifying company to make products simpler.
FastCompany Magazine (November 2005)
Read the original article
Meski sudah di publish hampir setahun lalu, artikel ini terkait dengan NPD dan cukup bagus buat disimak. Bahasan mengenai disain dengan studi kasus Google menunjukkan aspek kesederhanaan dalam disain produk. Tulisan ini sudah di ringkas dari artikel asli (7 ke 2), jadi kalau mau baca lebih seru lengkapnya bisa ditengok artikel orisinilnya.
It is innovation's biggest paradox: We demand more and more from the stuff in our lives--more features, more function, more power--and yet we also increasingly demand that it be easy to use. And the technology that's simplest to use is also, often, the most difficult to create.Marissa Mayer: Google's director of consumer Web products, also Google's high priestess of simplicity though the technology that powers Google's search engine is, of course, anything but simple. In a fraction of a second, the software solves an equation of more than 500 million variables to rank 8 billion Web pages by importance. But the actual experience of those fancy algorithms is something that would satisfy a Shaker: a clean, white home page, typically featuring no more than 30 lean words; a cheery, six-character, primary-colored logo; and a capacious search box. It couldn't be friendlier or easier to use.
Complexity of function and simplicity of design: "Google has the functionality of a really complicated Swiss Army knife, but the home page is our way of approaching it closed. It's simple, it's elegant, you can slip it in your pocket, but it's got the great doodad when you need it. A lot of our competitors are like a Swiss Army knife open--and that can be intimidating and occasionally harmful."
The original home-page design itself was dumb luck. But according to Hitwise, Google controls 59.2% of the search market, up from 45% a year ago; MSN's share is down to 5.5% and Yahoo's is 28.8% (after Nov 2005).
The stratospheric success of Apple's iPod also a marvel of simplicity, with 20 million units sold. In a 2002 poll, the Consumer Electronics Association discovered that 87% of people said ease of use is the most important thing when it comes to new technologies. It's often that --between the desire to cram in cool new features and the desire to make a product easy to use-- makes delivering on the simplicity promise so hard.
Google's research shows that users remember just 7 to 10 services on rival sites. So Google offers a miserly six services on its home page. By contrast, MSN promotes more than 50, and Yahoo, over 60. And both sell advertising off their home pages; Google's is a commercial-free zone. (MSN says more than half its customers are happy with its home page-but it's experimenting with a sleeker version called "start.com."). Google understands that simplicity is both sacred and central to its competitive advantage. Mayer is a specialist in artificial intelligence, not design, but she hits on the secret to her home page's success: "It gives you what you want, when you want it, rather than everything you could ever want, even when you don't."
John Maeda (the Media Lab's Simplicity Consortium): On one level, the problem is simply one of scale. Before computer technology, small things were simple; big things were more likely complex. But the microchip changed that. Now small things can be complex, too. But small objects have less room for instruction--so we get cell phones with tip calculators buried deep in submenus and user manuals the size of the Oxford English Dictionary to help us figure it all out.
Aaron Oppenheimer (Design Continuum): for each feature clients want to include they're trading off a degree of ease of use. It's a never-ending battle. "I spend a lot of time talking clients out of adding features, every new feature makes things more complicated , even if you never use them". In the past, adding features usually meant adding costs. Put a sound system or power windows into a car, and you've upped the price, so you better make sure consumers really want what you're peddling. But in the digital world, that cost-benefit calculus has gone awry. "The incremental cost to add 10 features instead of one feature is just nothing, Technology is this huge blessing because we can do anything with it, and this huge curse because we can do anything with it."
We also want our devices to talk to each other--cell phone to the Web, digital camera to printer. That requires a level of interoperability that would be difficult to attain in a perfect world, but is well nigh impossible in one where incompatibility is a competitive strategy.
Maeda hopes to right the balance between man and machine. That could lead to bespoke products--a cell phone, for example, with 30 features for Junior, 3 for Gran. "You can't make the world simpler unless you can get in touch with design, and the only way you can do that is to get in touch with designers". Start by simplifying company to make products simpler.
Tuesday, October 03, 2006
290906 Class at a Glance (+ New Assignment)
Minggu lalu, meski terlambat lebih dari seperempat jam, namun sessi off-line tetap berlangsung. Pembahasan menuntaskan materi dari HO-3 tentang QFD dari Buku Dieter dan artikel yang membahas penggabungan QFD dengan Use-Case dengan contoh Mega Motor. Hanya saja sangat disayangkan meski artikel sudah di share lewat klasmaya lebih dari seminggu sebelumnya, tetap saja pemirsa tidak mempersiapkan materi itu.
Tugas minggu ini terkait dengan proses kreativitas dan inovasi untuk men’generate idea dan product concept. Tugas terkait dengan perancangan product yang bisa diklasifikasikan gadget yang memanfaatkan jaringan W-LAN atau WiFi.
Seperti contoh penerapan QFD dan Market (Customer) Based Product Development, tugas harus didahului dengan pemilihan segment pengguna (meski bukan berarti segmen yang lain tidak diperhatikan) dan kebiasaan & kebutuhan dari segment tersebut yang disolusikan dengan fungsi dan penggunaan konsep produk yang di propose. Mekanisme dan metode yang pernah disajikan dari materi kelas sebelumnya bisa diterapkan dalam tugas ini, kalau pun ada metode lain boleh-boleh saja sepanjang tidak menyimpang dari maksud dan tujuannya.
Tugas dilengkapi dengan gambar disain yang bisa memvisualisasikan penggunaan dan pemanfaatan feature dari product tersebut. Penjelasan sudah tentu menjadi keharusan untuk memberi pemahaman dari ide dan konsep produk. Terakhir, untuk lebih memberikan hubungan yang erat, produk harus diberi nama. Penamaan terserah pemilik ide, namun untuk branding produk, penamaan sebaiknya dibuat semenarik mungkin dan unik.
Minggu depan akan kita coba lihat sejauh mana kreativitas ide menjadi pembahasan yang semoga menarik.
Tugas minggu ini terkait dengan proses kreativitas dan inovasi untuk men’generate idea dan product concept. Tugas terkait dengan perancangan product yang bisa diklasifikasikan gadget yang memanfaatkan jaringan W-LAN atau WiFi.Seperti contoh penerapan QFD dan Market (Customer) Based Product Development, tugas harus didahului dengan pemilihan segment pengguna (meski bukan berarti segmen yang lain tidak diperhatikan) dan kebiasaan & kebutuhan dari segment tersebut yang disolusikan dengan fungsi dan penggunaan konsep produk yang di propose. Mekanisme dan metode yang pernah disajikan dari materi kelas sebelumnya bisa diterapkan dalam tugas ini, kalau pun ada metode lain boleh-boleh saja sepanjang tidak menyimpang dari maksud dan tujuannya.
Tugas dilengkapi dengan gambar disain yang bisa memvisualisasikan penggunaan dan pemanfaatan feature dari product tersebut. Penjelasan sudah tentu menjadi keharusan untuk memberi pemahaman dari ide dan konsep produk. Terakhir, untuk lebih memberikan hubungan yang erat, produk harus diberi nama. Penamaan terserah pemilik ide, namun untuk branding produk, penamaan sebaiknya dibuat semenarik mungkin dan unik.
Minggu depan akan kita coba lihat sejauh mana kreativitas ide menjadi pembahasan yang semoga menarik.
Monday, October 02, 2006
Opini Akamai & Inktomi
Tulisan ini disarikan dari tugas yang masuk, setelah dilakukan sedikit editing. Beberapa partisipan memberikan pure & original opinion, namun sebagian yang lain memberikan opini yang nampaknya sulit diterima untuk disebut ”coincidentally similar”. Beberapa yang lain, meski sudah memberikan tugas dan opini, namun masih belum cukup mantap untuk di publish. Sengaja nama (order abjad) ditampilkan untuk memperlihatkan transparansi sekaligus reward & penalty dari pemirsa lainnya.
Deni
Antara Product dan service memiliki keuntungan dan kerugian masing –masing tergantung dari kita untuk meminimalisasi kerugian dan memaksimalkan keuntungan karena saya lihat dari inktomi dan akamai mempunyai keunggulan masing –masing
Derly
Akamai dan Inktomi merupakan Market Leader yang bergerak dalam bidang peningkatan kecepatan ....website. Persamaan dari kesuksesan ... adalah sama-sama harus bisa membuat dan mempromosikan kreasi dari suatu aplikasi yang baru
Devandy
Menurut saya, bisnis akses Web merupakan bisnis yang dapat menguntungkan dengan cara memilih model bisnis yang tepat dan melengkapi segala bentuk kekurangan bisnis dengan cara menjalin hubungan dengan hubungan supplier …. Juga memperhatikan unsur-unsur penting dalam sebuah bisnis seperti pengeluaran dan pemasukan, keinginan konsumen dan pelanggan, dan masih banyak lagi.
Ditya
... baik produk maupun service memiliki kelebihan dan kekurangannya masing-masing. Produk memiliki keunggulan karena sistem itu sudah terbukti kehandalannya. Tetapi marketnya terbatas tidak sebanyak service karena sasaran dari service adalah para developer content yang jumlahnya tentu lebih banyak dibandingkan penyelenggara jaringan internet. Kelemahan dari service adalah kadang-kadang pasarnya sendiri tidak menentu.
….komparasi model ini adalah ..industri game. Pada model bisnis produk contohnya adalah .....game ..offline. Sedangkan …service adalah game …on-line, karena pada game jenis ini user/konsumen tidak dituntut untuk membeli produk game tersebut. Produknya justru gratis, …konsumen hanya membeli voucher untuk dapat memainkan game-nya sebanyak yang dia inginkan.
Edi
... pada awalnya saya mengira perusahaan ini berasal dari Jepang, karena namanya yang khas. Ternyata dua perusahaan besar ini....merupakan perusahaan yang menggeluti bidang yang sama, tetapi dengan menjual hal yang berbeda. ... sangat jelas terlihat dalam ilustrasi gambar pada sampul artikel.
Saya memiliki dua pandangan. Pertama, dengan background dan history yang mirip dua perusahaan ini bisa bergabung, dengan menjual produk yang sekaligus memberikan layanan (service) pada produk yang mereka jual.
Kedua, mereka tetap sebagai perusahaan yang berbeda dengan mengembangkan dan memperkuat bidang mereka masing-masing. Misalnya bekerja sama untuk meng-handle suatu custumer dan berbagi custumer yang sudah menjadi client masing-masing. Sehingga pangsa pasar mereka akan lebih luas deangan kebesaran brand masing-masing.
Johannes & Yando
… saya lebih memilih pejualan produk daripada penjulan service. Alasan saya: Fixed costnya lebih rendah, berarti biaya operasionalnya lebih kecil sementara keuntungan akan bertambah seiring dengan perkembangan bisnis tersebut; Kemungkinan pendapatan yang lebih besar. Resiko kompetisi yang lebih rendah (lisensi); Kemungkinan untuk modifikasi produk ...untuk menambah fungsi; Klasifikasi produk. Produk dapat disesuaikan dengan kebutuhan dan daya beli konsumen.
Nathanael & Eric
...menurut saya lebih baik Perusahaan Akamai,karena ..data informasi pelanggan yang merupakan informasi krusial untuk setiap perusahaan, baik rekanan maupun Akamai sendiri, dan informasi ini dapat memberikan jaminan pada Akamai apabila perusahaan rekanannya memutuskan untuk tidak lagi bekerjasama dengan Akamai.
Pada Inktomi, kesulitan ada pada persaingan bisnis, suatu produk tidak akan bertahan lama, entah harganya jatuh atau muncul produk baru yang lebih baik.Lagi pula Inktomi tidak mempunyai jaminan apapun yang dapat dijadikan pegangan oleh perusahaan yang akan bekerjasama….
Deni
Antara Product dan service memiliki keuntungan dan kerugian masing –masing tergantung dari kita untuk meminimalisasi kerugian dan memaksimalkan keuntungan karena saya lihat dari inktomi dan akamai mempunyai keunggulan masing –masing
Derly
Akamai dan Inktomi merupakan Market Leader yang bergerak dalam bidang peningkatan kecepatan ....website. Persamaan dari kesuksesan ... adalah sama-sama harus bisa membuat dan mempromosikan kreasi dari suatu aplikasi yang baru
Devandy
Menurut saya, bisnis akses Web merupakan bisnis yang dapat menguntungkan dengan cara memilih model bisnis yang tepat dan melengkapi segala bentuk kekurangan bisnis dengan cara menjalin hubungan dengan hubungan supplier …. Juga memperhatikan unsur-unsur penting dalam sebuah bisnis seperti pengeluaran dan pemasukan, keinginan konsumen dan pelanggan, dan masih banyak lagi.
Ditya
... baik produk maupun service memiliki kelebihan dan kekurangannya masing-masing. Produk memiliki keunggulan karena sistem itu sudah terbukti kehandalannya. Tetapi marketnya terbatas tidak sebanyak service karena sasaran dari service adalah para developer content yang jumlahnya tentu lebih banyak dibandingkan penyelenggara jaringan internet. Kelemahan dari service adalah kadang-kadang pasarnya sendiri tidak menentu.
….komparasi model ini adalah ..industri game. Pada model bisnis produk contohnya adalah .....game ..offline. Sedangkan …service adalah game …on-line, karena pada game jenis ini user/konsumen tidak dituntut untuk membeli produk game tersebut. Produknya justru gratis, …konsumen hanya membeli voucher untuk dapat memainkan game-nya sebanyak yang dia inginkan.
Edi
... pada awalnya saya mengira perusahaan ini berasal dari Jepang, karena namanya yang khas. Ternyata dua perusahaan besar ini....merupakan perusahaan yang menggeluti bidang yang sama, tetapi dengan menjual hal yang berbeda. ... sangat jelas terlihat dalam ilustrasi gambar pada sampul artikel.
Saya memiliki dua pandangan. Pertama, dengan background dan history yang mirip dua perusahaan ini bisa bergabung, dengan menjual produk yang sekaligus memberikan layanan (service) pada produk yang mereka jual.
Kedua, mereka tetap sebagai perusahaan yang berbeda dengan mengembangkan dan memperkuat bidang mereka masing-masing. Misalnya bekerja sama untuk meng-handle suatu custumer dan berbagi custumer yang sudah menjadi client masing-masing. Sehingga pangsa pasar mereka akan lebih luas deangan kebesaran brand masing-masing.
Johannes & Yando
… saya lebih memilih pejualan produk daripada penjulan service. Alasan saya: Fixed costnya lebih rendah, berarti biaya operasionalnya lebih kecil sementara keuntungan akan bertambah seiring dengan perkembangan bisnis tersebut; Kemungkinan pendapatan yang lebih besar. Resiko kompetisi yang lebih rendah (lisensi); Kemungkinan untuk modifikasi produk ...untuk menambah fungsi; Klasifikasi produk. Produk dapat disesuaikan dengan kebutuhan dan daya beli konsumen.
Nathanael & Eric
...menurut saya lebih baik Perusahaan Akamai,karena ..data informasi pelanggan yang merupakan informasi krusial untuk setiap perusahaan, baik rekanan maupun Akamai sendiri, dan informasi ini dapat memberikan jaminan pada Akamai apabila perusahaan rekanannya memutuskan untuk tidak lagi bekerjasama dengan Akamai.
Pada Inktomi, kesulitan ada pada persaingan bisnis, suatu produk tidak akan bertahan lama, entah harganya jatuh atau muncul produk baru yang lebih baik.Lagi pula Inktomi tidak mempunyai jaminan apapun yang dapat dijadikan pegangan oleh perusahaan yang akan bekerjasama….
Opinion Sharing (The headlines mode)
Salah satu tujuan launching klasmaya adalah sharing ide, pendapat, atau sekedar komentar melalu media ini. Hanya saja, seperti yang pernah saya keluhkan sebelumnya di kelas-kelas lalu, budaya, kebiasaan, dan keinginan untuk memanfaatkan klasmaya kurang direspon dengan antusias. Faktor akses boleh jadi salah satu alasan. Alasan lain kalau boleh saya kira-kira, mungkin dari aspek tampilan.
Di koran, antara judul headline dengan komentar pembaca memang punya gap yang cukup jauh. Sayangnya weblog ini tidak memberikan ruang dan fitur untuk pemirsa dapat memberikan masukannya dalam bentuk headline tittle. Untuk menjembatani issue itu, saya pikir ada baiknya untuk mem”publish” tulisan tugas yang masuk. Hanya saja solusi ini juga bukan pekerjaan yang sederhana dan sepele, cukup time consuming dan tidak merubah budaya kerjanya. Satu hal, urusan editorial menjadi hak sepenuhnya redaksi.
Untuk periode ini saya akan coba muatkan opini dari tugas Akamai dan Inktomi, selamat menikmati.
Di koran, antara judul headline dengan komentar pembaca memang punya gap yang cukup jauh. Sayangnya weblog ini tidak memberikan ruang dan fitur untuk pemirsa dapat memberikan masukannya dalam bentuk headline tittle. Untuk menjembatani issue itu, saya pikir ada baiknya untuk mem”publish” tulisan tugas yang masuk. Hanya saja solusi ini juga bukan pekerjaan yang sederhana dan sepele, cukup time consuming dan tidak merubah budaya kerjanya. Satu hal, urusan editorial menjadi hak sepenuhnya redaksi.
Untuk periode ini saya akan coba muatkan opini dari tugas Akamai dan Inktomi, selamat menikmati.
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