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Concept Design for the Competitiveness Portal 2012
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Concept Design for the Competitiveness Portal 2012

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This design was submitted to the CCfC in 2012

This design was submitted to the CCfC in 2012

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  • 1. The CCFC Platform a vision & design concept August 3rd 2012 1Candice V. Sankarsingh
  • 2. August 3rd 2012 2Candice V. Sankarsingh
  • 3. Presentation Structure • Influence of the CCFC mandate on conceptual design • Nature of request, exercise, elevator pitch • Selection of core principles/influential processes • Justification (research & lit review) • Visual Concept Drawing (Draft blue-print) & presentation of features • Critical Success Factors • Potential Phase 1 scenario • Follow-up/ Feedback
  • 4. Caribbean Centre for Competitiveness Two-fold mandate 1. To increase the institutional capacity of the region to generate and share world-class and Caribbean–specific knowledge products on private sector development and competitiveness; and 2. To upgrade the technical capacity of academics as well as public and private sector officials on cutting edge approaches to competitiveness, business climate reforms, clustering and SME development.
  • 5. Nature of Conceptual Design Exercise A design concept is sought for the mechanism and means through which the CCFC will accomplish its twofold mandate.
  • 6. Elevator Pitch The CCFC platform: • will afford users regardless of their physical location the opportunity to increase their competencies as Caribbean entrepreneurs, • by providing access to a customizable suite of interactive services, productivity/collaborative tools, resources and expertise over a secure web-based platform, • so as to refine their business strategy, • thereby strengthening members’ exploration of economic opportunities and emerging markets in the region.
  • 7. Research (Literature Review) Berthon, P.R., Pitt, L.F., Plannger,K. & Shapiro, D. (2012). Marketing meets Web 2.0, social media, and creative consumers: Implications for international marketing strategy. Business Horizons, 55, 261-271. doi:10.1016/j.bushor.2012.01.007 Dykes, J., MacEachren, A.M. & Kraak, M-J. (2005), Exploring Geovisualization. Pergamon: UK. Fournier, S. & Avery, J. (2011). The uninvited brand. Business Horizons, 54, 193-207. doi:10.1016/j.bushor.2011.01.001 French, M. J. (1999). Conceptual design for engineers. London: Springer-Verlag. Harley, W. B. (1996). A general purpose consensus problem-solving model. Empowerment in Organizations, 4(1), 16- 22. Hauser, J., Tellis, G.J. & Griffin, A. (2006). Research on innovation: A review and agenda for marketing science. Marketing Science, 25 (6), 687-717. doi: 10.1287/mksc.l050.0144 Lindic, J., Baloh, P., Ribiere, V. M. & Desouza, K. (2011). Deploying informational technologies for organizational innovation: Lessons from case studies. International Journal of Information Management, 31, 183-188. doi:10.1016/j.ijinfomgt.2010.12.004 Moon, M. (2010). Here comes on-demand DAM platform-as-a-service. Journal of Digital Asset Management, 6, 133- 137. doi: 10.1057/dam.2010.18 Osterwalder, A. & Pigneur, Y. (2009). Business Model Generation. Retrieved from: http://www.businessmodelgeneration.com/book Porter, M.E. (2005). What is competitiveness. Notes on Globalization and Strategy, 1(1). Retrieved from: http://www.ieseinsight.com/doc.aspx?id=00438&ar=7&idioma=2 Sawhney, M., Verona, G. & Prandelli, E. (2005). Collaborating to create: The internet as a platform for customer engagement in product innovation. Journal of Interactive Marketing, 19 (4), 4-17. doi: 10.1002/dir.20046 Vollens, M. (2009). How to kickstart for co-creation platform: 20 examples. Retrieved from: http://www.innovationexcellence.com/blog/2011/10/27/20-examples-how-to-kickstart-your-co-creation-platform/
  • 8. Core Principles Ideation Competitiveness Innovation
  • 9. August 3rd 2012 9Candice V. Sankarsingh
  • 10. August 3rd 2012 10Candice V. Sankarsingh
  • 11. Conditions for Success • Critical mass: the minimum number of users required for an application to display network effects. It is also the minimum core group of active users needed to sustain the community. The future of any platform such as this, lies in its ability to pull and sustain critical mass. • Key resources: The physical, intellectual, human and financial assets required to deliver and sustain the value proposition and key activities related to the business model and the platform.
  • 12. Potential Phase 1 Scenario
  • 13. Follow Up / Feedback Note