iPod vs. Otis

1
iPod vs. Otis

• MIS 503

2
iPod vs. Cell Phone

• What should mobile carriers (other than Cingular)
  do now with respect to mobile music?
• Should they invest heavily, moderately, or not at
  all in this new market?
• Put yourself in the shoes of Sprint and Verizon
• What strategy would you adopt?

3
iPod vs. Cell Phone

• Cingular Wireless signed a two-year exclusive
  distribution for the Apple iPhone, which gave
  Apple extensive control over distribution,
  pricing, and product definition.
• Verizon passed on the opportunity.
• Who made the right strategic decision?
• Why?

4
iPod vs. Cell Phone

• Will the iPhone enable Apple to do in the mobile
  music market what it did with MP3 players?
• In other words, has the digital music market
  irreversibly tipped in Apples favor?

5
iPod vs. Cell Phone

• The iPhone represents a device that illustrates
  convergence.
• What does this mean to the market and why is
  convergence important?
• Think about how a convergent device cuts across
  markets and industries
• What does this disruption mean for industry
  players
• What does this disruption mean for consumers?

6
iPod vs. Cell Phone

• What does this tell us about the nature of the
  telecom industry?
• What role do operators really play?
• Who is in control?
• Content providers
• Network Operators

7
iPod vs. Cell Phone

• What can we learn about Apple?
• What is the role of a leader in entrepreneurship?
• What does the future of Apple look like?
• How would you guess Apple views technology in
  relation to Carrs Article?

8
Otis
9
Otis

• Given the organization's culture and history,
  what hurdles would you expect that Otis faced
  when it implemented the Otisline system in the
  '80's?
• Who in the organization would have been most
  affected by the introduction of Otisline?
• What are the likely sources of resistance by
  people in this position? 
• How important is the organizational culture at
  Otis?

10
Otis

• What would the process associated with initiating
  and managing a repair be like before the
  introduction of the Otisline product?
• What did this imply about the information flow?
• In a sense, who has the power?
• What changed with the introduction of Otisline?
• What did this imply about the information flow?
• Who now has the power?

11
Otis

• What is the importance of Mr. Bousbib's
  pronouncement that the company is not a
  manufacturing company?
• How did this tie into the Otisline system and the
  eLogistics system?
• When Bousbib laid out his BHAG he expected a
  5-fold reduction in cycle time.
• What was the role of the culture versus IT in
  this plan?
• Is this similar to Harrahs?

12
Otis

• The case makes the point that the eLogistics
  system was put in place to facilitate business
  process engineering.
• How and why was this done?
• What was the role of the eLogistics system in
  this BPR?
• What was the eLogistics program doing in
  relation to business process to make it "stick"?

13
Otis

• What were the challenges faced during the role
  out of the eLogistics system?
• Were these likely to be major hurdles or merely
  minor obstacles?
• Of those described, which would be most
  problematic? Why?
• Who was the manager in charge of the eLogistics
  and PBR effort? How important is it that this
  individual, given his position in the firm, is
  leading this effort?

14
Otis

• How would you describe the use of IT at Otis?
• Di Francesco saidBest practices from SIP are
  baked into the organization and institutionalized
  to achieve that continuous transformation.
• What is the relation between process and IT?
• Is this always the case with IT?
• How does an IT solution affect business process
  and what risks and benefits does this create or
  offer?

15
Otis

• What is the long-term vision at Otis?
• How are they going to achieve this vision?