• 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
• Critical Success Factors
• Potential Phase 1 scenario
• Follow-up/ Feedback
Caribbean Centre for Competitiveness
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.
Nature of Conceptual Design Exercise
A design concept is sought for the mechanism and means
through which the CCFC will accomplish its twofold mandate.
The CCFC platform:
• will afford users regardless of their physical location the
opportunity to increase their competencies as Caribbean
• 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.
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.
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.
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-
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.
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:
Porter, M.E. (2005). What is competitiveness. Notes on Globalization and Strategy, 1(1). Retrieved from:
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:
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