Creating and Evolving a Technology RoadmapChapter 8 8-1© 2.docx

Creating and Evolving a Technology Roadmap
Chapter 8
8-1
© 2012 Pearson Education, Inc. Publishing as Prentice Hall
The Challenges in Building a Technology Roadmap
The target architecture continuously evolves, so the technology
roadmap must be an ongoing process.
Technology has many masters, such as vendors, standards-
setting boards, and trading partners.
Unexpected roadblocks may occur.
8-2
Why Do We Need a Technology Roadmap?
Without it companies run the risk of making sub-optimal
technology decisions.
“Plans are nothing, planning is everything”.
The planning process tells an organization what they did where,
where they failed, and how to improve.
A technology roadmap limits the range of technology decisions.
8-3

What Is A Technology Roadmap?
A technology roadmap is the collective vision of the
opportunities for technology to serve a business.
A technology roadmap is a mechanism for the identification,
justification, planned evolution, and orchestration of technology
to enhance business performance.
8-4
External Benefits of a Technology Roadmap
Achieves business goals by identifying the gap between the
business plan and the current technological environment.
Reduces complexity by reducing the number and variety of
technological choices.
Enhances interoperability of business functionality across lines
of business.
8-5
External Benefits of a Technology Roadmap Continued
Increases flexibility
Increases speed of implementation through common standards,
methodologies and technology platforms.
Preserves investments in new and existing systems by basing

them on long-term considerations.
Responds to market changes by building from an established
framework.
8-6
External Benefits of a Technology Roadmap Continued
Focuses IT investment dollars
Simplifies the response to new legislation
Reduces difficulties associated with deployment of new
technologies by utilizing fewer technologies, common
platforms, and similar development approaches
8-7
Internal Benefits of a Technology Roadmap
Provides a common design point that facilitates end-to-end
integration of reusable components and applications.
Builds a consistent and cohesive technology base that can create
a critical mass of skills dedicated to select technologies.
8-8
Internal Benefits of a Technology Roadmap Continued
Provides the ability to move forward in planned phases by
providing an orderly evolution of each technology through a life

cycle approach
Consolidates global solutions by synchronizing local
technologies into the global roadmap
Lowers the cost of development and maintenance by increasing
reusability of components
8-9
The Process of Developing a Technology Roadmap
Seven Important Activities are derived from the Gap between
the Current Technology and the Business Plan:
1. Guiding Principles
2. Current Technology
3. Gap Analysis
4. Technology Landscape
5. Future Technology
6. Migration Strategy
7. Governance
8-10
The Process of Developing a Technology Roadmap Continued
8-11
Figure 8.1

Guiding Principles
Establish a statement of the role and purpose of technology
within the business.
Define how technology supports the business.
Define the overall type of technology support to be delivered
with a sense of performance.
8-12
Current Technology
Outline the current technologies and their state.
At a minimum indentify the business process area, vendor, level
of support, dependencies, criticality, and life cycle.
Assign a technology owner who is responsible for each
technology domain including acquisition, maintenance, vendor
relationship management, training, and documentation.
8-13
Gap Analysis
Perform a gap analysis between the current technology and what
is needed.
Identify the required technology.
Build technology in anticipation of business change and growth.
Bridge the gap between business being driven by innovation and
growth and IT benefits being derived from standards and
reusability.
8-14

Technology Landscape
Firms must invest in R & D to keep abreast of new
technologies.
The size of this investment should be driven by how critical IT
is to the business.
The roadmap should articulate how large this investment will
be, how it will be enacted, who is responsible, and provide
guidelines to assist this initiative.
8-15
Future Technology
Describe the technologies to be adopted in the future.
The roadmap should include the logic that was used to
recommend these technologies to permit constructive input from
business managers to challenge these recommendations.
The roadmap should include all assumptions.
8-16
16
Migration Strategy
Outline a Migration Strategy to get from the current technology
to the future technology platform.

Two common strategies are the gradual evolution and the big-
bang.
A major challenge is to assign priorities to technology
components that need to be changed.
8-17
Governance
Define an established process to determine who is responsible
for creating/updating the technology roadmap and who approves
changes to the roadmap.
Distinguish between strategic architecture governance and
tactical architecture governance.
8-18
Roadmap Consultant Recommendations
Be bold and innovative when planning the roadmap.
Align technology with the business.
Secure support for the roadmap.
Don’t forget the people.
Control, measure, and communicate progress.
8-19
Migration Strategy Principles
Migrate from production-centric to process-centric applications

architecture using service-based architecture.
Deploy component-based applications to minimize costs.
Utilize components based on industry standards.
Utilize middleware to minimize application changes.
8-20
Process-Centric Architecture
Develop strategic systems in-house.
Maintain critical technologies skills base.
Utilize strategic partnerships to bring in leading-edge
technology skills and transfer that knowledge to your staff.
8-21
Deploy Component-based Applications
Adhere to component-based and layered architectures with
standardized generic interfaces.
Engineer application quality by conforming to logical
architecture specifications.
Allow end users to establish and change business rules.
8-22

Utilize Industry Standards
Adhere to industry accepted-standards and methodologies.
Adopt flexible data interface standards.
Adhere to corporate technology and development standards to
improve efficiency, effectiveness, and timeliness of applications
development.
8-23
Utilize Middleware
Utilize middleware to integrate application services across and
within business domains.
Utilize metadata to define and document application interfaces.
Include both application interface services and workflow
integration services.
Increase the degree of information and workflow integration
across customer and vendor-facing processes.
8-24
Conclusion
The purpose of the technology roadmap is to guide the
development of technology in an organization.
The technology roadmap communicates the role that technology

will play in advancing business goals.
8-25
8-26
Running head: JUSTICE FOR JUVENILES 1
JUSTICE FOR JUVENILES 5
JUSTICE FOR JUVENILES
Gayle Woods
Research and Writing
Professor: Georgene Bess Montgomery
April 20, 2014

Justice for Juveniles
I choose this topic because the crimes committed by juvenile
are on the rise, and too many of our young children are
committing adult crimes. An estimated 250,000 minors are
prosecuted annually through the adult justice system. With such
a high number, it is high time that the matter of punishing these
underage offenders be discussed and sorted out. We need not
ratchet and self-minded people, but professional and willing
stakeholders to handle this. Drawing suggestions and experts
globally, solutions to the challenge of dealing with the
escalating numbers of young criminals should be invented.
From a personal perspective, I prefer minors not being tried
as adults. Though most people are of the opinion that these
criminals should receive harsher penalties proportional to their
crimes in the adult criminal system, I beg to differ. While
addressing law-enforcers, judicial officers and the public, I
would argue out my case based on the fact that extensive
research on the effect of stricter laws remains to be seen.
However, majority of the reformers under the juvenile system
are known to pursue a less complicated life after their
shortcomings as compared to those in the adult system.
Two criminologists, Simon Singer and David McDowell
conducted a research on juveniles in New York. Their
conclusion that the threat of adult criminal sanctions has no
effect on the levels of serious crime juveniles supports my
opinion. In fact, the adult system makes little difference in
deterring juveniles from reoffending but increases their chance
of committing crimes (Scott & Steinberg, 2010).
Similarly, two social scientists, Linda Metsger and Eric
Jensen, obtained non-conflicting results in Idaho. They carried
out the effects of the Transfer Statute of 1981 passed in the
state.
Young people who had committed serious crimes including
mayhem, robbery, attempted murder, murder and forcible rape

had been tried as adults. Shockingly, there was no evidence that
their sentences had any effect as far as crime was concerned
(Jensen & Metsger, 1994).
Large-scale studies show juveniles with harsher punishments
tried as adults are not scared and tend to reoffend sooner and
more often than those tried in the juvenile system (Bishop,
Winner, Lanza-Kaduce & Frazier, 1997). Negative experiences
and behavior in the adult prisons are adapted by the minors.
From homosexuality, bullying and inhumane acts seen in
prisons, the young minors tend to use others, once released, as
‘lab rats’ to see how it feels.
More than 50% of people believe crime, not the perpetrator’s
age, should be used to determine the sentences. However, a
Texas study conducted in 1996 found that juveniles in adult
court received longer terms than they would have in juvenile
courts (Ross, 2012). Interestingly, the juveniles were also likely
to serve only a fraction of their sentences.
Rehabilitation in juvenile detention centers, as compared to
punishment in adult centers, give the young criminals a second
chance. They receive guidance and get an opportunity to reform
after carefully thinking about their actions. However, light
sentences do not teach kids lessons. This is simply because
minors are more sophisticated at a younger age (Bishop,
Winner, Lanza-Kaduce & Frazier, 1997).
Systems that have been put in place to rehabilitate juveniles
are meant to benefit them. For example, a delinquent may be
ordered to attend school or work as a way of keeping busy while
in the juvenile detention. Professional counseling and
community service are also programs in the juvenile systems.
Such initiatives contribute to the reforming process of a
delinquent.
Statistics indicate that black juveniles are more likely to be
taken to adult courts than their white peers with comparable
crimes. Simply, the system is more vulnerable to racism (Ross,
2012). Having all these in mind, is it really in the interest of
justice and these delinquents to try them in the adult system? Is

there any gain or is it the feeling of punishment that engulfs
these young criminals?
Critics may and have in numerous cases opposed the
juvenile system but it remains to be the most efficient and
unchallenged until a better one is initiated.
References:
Bishop, D., Winner, L., Lanza-Kaduce, L. & Frazier, C. (1997).
The transfer of juveniles to criminal court:
Reexamining recidivism over the long term. A journal on Crime
and Delinquency.
Jensen, E. & Metsger, L. (1994). “A Test to the Deterrent Effect
of the Legislative Waiver on Violent Juvenile Crime. Crime and
Justice Journal.
Ross, R. (2012). Juvenile in Justice. Richard Ross Photography
publishers.
Scott, E. & Steinberg, L. (2010). Rethinking Juvenile Justice.
Harvard University press.

Assignment 2: Research Proposal – Thesis, Major Points, and
Plan
Due Week 3 and worth 120 points
Select a topic on which your persuasive writing paper will be
focused.
Write a one to two (1-2) page research proposal in which you:
1. Identify the topic you selected and explain two (2) reasons
for using it.
2. Include a defensible, relevant thesis statement in the first
paragraph.
3. Describe three (3) major characteristics of your audience
(official position, decision-making power, current view on
topic, other important characteristic).
4. Describe the paper’s scope and outline the major sections.
5. Identify and explain the questions to be answered.
6. Explain your research plan, including the methods of
researching and organizing research.
7. Document at least three (3) primary sources and three (3)
secondary sources. Use credible, academic sources available
through Strayer University’s Resource Center. Note: Wikipedia
and other Websites do not qualify as academic resources.
Your assignment must follow these formatting guidelines:
12), with one-inch margins on all sides; references must follow
APA or school-specific format. Check with your professor for
any additional instructions.
the student’s name, the professor’s name, the course title, and
the date. The cover page and the reference page are not included
in the required page length.
The specific course learning outcomes associated with this
assignment are:

the research project.
resources.
pics using
proper writing mechanics.
selected issues for this course.
Grading for this assignment will be based on answer quality,
logic/organization of the paper, and language and writing skills,
using the following rubric. Points: 120
Assignment 2: Research Proposal – Thesis, Major Points, and
Plan
Criteria
Unacceptable
Below 60% F
Meets Minimum Expectations
60-69% D
Fair
70-79% C
Proficient
80-89% B
Exemplary
90-100% A
1. Identify the topic you selected and explain two (2) reasons
for using the genre.
Weight: 5%
Did not submit or incompletely identified the topic you selected
and did not submit or incompletely
Insufficiently identified the topic you selected and
insufficiently explained two (2) reasons for
Partially identified the topic you selected and partially
explained two (2) reasons for
Satisfactorily identified the topic you selected and satisfactorily

Thoroughly identified the topic you selected and thoroughly
ENG 215 – Assignments and Rubrics
© 2014 Strayer University. All Rights Reserved. This document
contains Strayer University Confidential and Proprietary
information and may not be copied, further distributed, or
otherwise disclosed in whole or in part, without the expressed
written permission of Strayer University. ENG 215 Student
Version 1144 (1118 2-25-2014) Final Page 11 of 35
explained two (2) reasons for using the genre.
using the genre.
using the genre.
using the genre.
using the genre.
2. Include a defensible, relevant thesis statement in the first
paragraph.
Weight: 10%
Did not submit or incompletely included a defensible, relevant
thesis statement in the first paragraph.
Insufficiently included a defensible, relevant thesis statement
in the first paragraph.
Partially included a defensible, relevant thesis statement in the
first paragraph.
Satisfactorily included a defensible, relevant thesis statement in
the first paragraph.
Thoroughly included a defensible, relevant thesis statement in
the first paragraph.
3. Describe three (3) major characteristics of your audience
(official position, decision-making power, current view on
topic, other important characteristic).
Weight: 10%
Did not submit or incompletely described three (3) major
characteristics of your audience.
Insufficiently described three (3) major characteristics of your
audience.
Partially described three (3) major characteristics of your

audience.
Satisfactorily described three (3) major characteristics of your
audience.
Thoroughly described three (3) major characteristics of your
audience.
4. Describe the paper’s scope and outline the major sections.
Weight: 10%
Did not submit or incompletely described the paper’s scope and
did not submit or incompletely outlined the major sections.
Insufficiently described the paper’s scope and insufficiently
outlined the major sections.
Partially described the paper’s scope and insufficiently outlined
the major sections.
Satisfactorily described the paper’s scope and satisfactorily
outlined the major sections.
Thoroughly described the paper’s scope and thoroughly outlined
the major sections.
5. Identify and explain the questions to be answered.
Weight: 10%
Did not submit or incompletely identified and explained the
questions to be answered.
Insufficiently identified and explained the questions to be
answered.
Partially identified and explained the questions to be answered.
Satisfactorily identified and explained the questions to be
answered.
Thoroughly identified and explained the questions to be
answered.
6. Explain your research plan, including the methods of
Weight: 10%
Did not submit or incompletely explained your research plan;
did not submit or incompletely included the methods of
Insufficiently explained your research plan; insufficiently
included the methods of researching and organizing research.

Partially explained your research plan; partially included the
methods of researching and organizing research.
Satisfactorily explained your research plan; satisfactorily
included the methods of researching and organizing research.
Thoroughly explained your research plan; thoroughly included
the methods of researching and organizing research.
7. Document at least three (3) primary sources and three (3)
secondary sources,
Weight: 20%
No references provided
Does not meet the required number of references; all references
poor quality choices.
Does not meet the required number of references; some
references poor quality choices.
Meets number of required references; all references high quality
choices.
Exceeds number of required references; all references high
quality choices.
8. Clarity, writing mechanics, and formatting requirements
Weight: 25%
More than 8 errors present
7-8 errors present
5-6 errors present
3-4 errors present
0-2 errors present
innovation_at_international_foodsinnovation_at_international_f
oods2innovation_at_international_foods3innovation_at_internat

ional_foods4
Running head: INNOVATION AT INTERNATIONAL FOODS
GROUP 1
Title
Student Name!
Course Number—Course Title!
Colorado State University – Global Campus!
Instructor Name!
Date
INNOVATION AT INTERNATIONAL FOODS GROUP 2!
Innovation at International Foods Group

International Foods Group (IFG) is a leading packaged food
manufacturer in the industry
(McKeen & Smith, 2012). Growing rather quickly, IFG must
begin developing new marketing
strategies for our food products. In a recent business acquisition
of Glow-Foods, Josh Novak, has
been brought on to IFG’s Information Technology (IT)
marketing team (McKeen & Smith,
2012). Novak’s Glow-Foods company was small, yet extremely
powerful in gaining new
consumers (McKeen & Smith, 2012). Through viral and
interactive marketing strategies, Novak
and his team were able to reach the youth consumer population
(McKeen & Smith, 2012). At
IFG, marketing strategies have been rather unidirectional and
focused on women with children
(McKeen & Smith, 2012). Marketing IFG’s products to the
under-thirty demographic will allow
for brand development and awareness across all markets.
Social networking, mashups, and multimedia marketing
strategies were an important
factor to Glow-Foods’ success (McKeen & Smith, 2012). In an
intentional manner, IFG’s

technology roadmap replicates Glow-Food’s success by
highlighting an interactive website,
social media networking, and mashups/multimedia/mobile
application strategies, to truly
innovate the organization. Today, consumers demand
information, customization, and value
from their products, but most importantly, they demand it
through multiple media forms (Wind,
2008). Without innovative marketing strategies, brand
awareness will not occur, and consumers
will not be drawn in (Weber, 2011). Therefore, in order for IFG
to gain the benefits that led to
Glow-Foods’ success, innovation and experimentation within
the company must flourish.
A Symbiotic Relationship
IFG’s unidirectional website only makes contact with the tip of
the marketing technology
that is available to organizations today. From social media
networking to mobile applications,
the business market is adapting and changing to fit consumer’s
needs (Bughin, Chui, & Manyika,

2010). These new platforms have created a partnership within
the consumer, supplier
environment. Consumers are helping to co-create products, and
organizations are utilizing
knowledge gained from social networking data to better serve
communities (Bughin et al., 2010).
At Glow-Foods, consumers drove the brand awareness
campaigns by snapping pictures
of themselves drinking a Green Tea Shake in different
locations, participating in contests, and
commenting on serialized videos on Youtube (McKeen & Smith,
2012). In addition, Glow-
Foods’ youth consumers even helped in modernization by
creating packaging designs for the
company’s products (McKeen & Smith, 2012). This symbiotic
relationship has never been
stronger than today; slowly blurring the lines between the
consumer and the producer (Weber,
2011).
Web 2.0 marketing technologies are needed at IFG to assure the
consumers are engaged
on a platform that is most relevant to them. Media platforms
including Facebook, with over 500
million users, and mobile applications, with over 4 billion cell

phone owners around the world,
are no longer interested in traditional marketing (Bughin et al.,
2010). Consumers are engaging
in these platforms on a daily basis, and it is the way they prefer
to reach their favorite products as
well (Bughin et al., 2010).
When consumers are empowered by an organization, they are
more likely to create brand
awareness by sharing their experience (Piller, Vossen, & Ihl,
2012). Word-of-mouth in the viral
world travels so quickly that it could either build a brand or
crumble one (Piller et al., 2012).
However, IFG will never experience either form if
experimentation does not occur. For example,
Toyota Motor Corporation marketed their new Scion vehicle to
the youth demographic through
using hip song choices in their internet and video campaigns
(Wind, 2008). By targeting youth,
rather than their traditional, older, established audience, sales
rose due to word-of-mouth (Wind,
2008). The benefits that the new marketing tactic brought for

Toyota would not have been
realized if experimentation never took place.
Innovation and experimentation is not happening solely to
create brand awareness,
companies are utilizing different strategies to take note of
consumer perceptions and align
company ethics (Wind, 2008). Organizations are facilitating
business by including the consumer
in the development of their products, prices, and plans (Wind,
2008). For instance, Priceline.com
Inc. allows their consumers to name their own price, and Nike
customers can create their own
color designs for shoes (Wind, 2008; Weber, 2011).
Furthermore, after releasing a marketing
campaign, Southwest Airlines monitors their Facebook and
Twitter sites to gain insight into
consumer perceptions (Bughin et al., 2010). Organizational
innovation is not as difficult any
more, due to consumer’s having a significant role in the
products produced. IFG could utilize
their social media networking sites to create new product lines,
change current products, and
establish a relationship with their consumers.

Experimentation on these media platforms is not an easy task.
Some companies have
tried and failed, and others have been extremely successful
(Piller et al., 2012). Either way, trial
and error is needed to know consumer’s perceptions, and
ultimately to stay competitive in the
industry (Piller et al., 2012). In order for IFG to capitalize on
the technology roadmap strategies,
they must begin to experiment with this symbiotic relationship
with their consumers, but also
understand, the benefits may not be as clear as traditional
marketing strategies.
The Benefits
The change in the technology landscape must also lead to a
change in traditional business
strategies. Benefits in marketing are often thought of in terms
of monetary value (Bughin et al.,
2010). In retrospect, the benefits of experimentation and
innovation in marketing strategies today
are delivered in much different forms. The clearest benefit is
the knowledge gained from

consumers (Weber, 2011). The contribution from consumers to
help develop and change
products is simplifying business processes.
IFG’s innovation team has the duties of developing new tactics
that relate to the under-
thirty demographic (McKeen & Smith, 2012). However, within
time of experimentation with
social networking and mashups/multimedia strategies,
consumers will begin to help the
innovation team. For example, Apple Inc. found their consumers
used their ipod products during
physical activities, and decided to merge with Nike Inc. to
deliver shoes with sensors that can be
used alongside their product (Wind, 2008). Apple and Nike
allowed their consumers to drive
their business strategies, making their business processes more
efficient. Another great example
is Facebook users that were recruited to help translate the site
into 70 different languages
(Bughin et al., 2010). The Facebook user community simplified
the organizational functions that
Facebook management would have had to outsource. Tapping
into different communities
through different tactics, will create business value for IFG that

could not be seen without
consumer insight.
This shift from Customer Relationship Management (CRM) to
the consumer managing
their relationships with the brands is where IFG will most
realize the benefits of experimentation
and innovation (Wind, 2008). Alongside co-creation of products
and business strategies, through
social media networking, IFG can experiment with their
strategies to gain insight on which ones
are most efficient. IFG management is worried that if
experimentation is not successful, their
reputation will be at cost (McKeen & Smith, 2012). However,
Wind (2008) explained, when
experimenting with marketing, the organization can allocate
their funding and strategies in
different communities to see which ones are most beneficial.
For example, IFG’s technology
roadmap calls for tapping into different communities to gain
insight into their needs. If IFG
chooses three different communities, and released three

different marketing strategies in each
community, at least one strategy will be successful. This is an
extremely beneficial form of
marketing, allowing the consumers in different communities to
be the basis of research and
development on funding and marketing.
The final, and most necessary benefit experimentation and
innovation will bring for IFG,
is the change in organizational models. At the moment, IFG has
many processes and procedures
before a strategy is released (McKeen & Smith, 2012). This
thought process of organizational
consistency among procedures is valuable, if marketing in a
traditional manner. However, IFG’s
youth demographic will not respond to traditional marketing.
Therefore, the mental thought
process of management must also change to welcome
experimentation.
In order to include the consumer in the co-creation of products,
word-of-mouth
advertising, and simplified business processes, management
must let go of some control and
learn from their consumers (Weber, 2011). The organizational
change that is brought on by

innovation and experimentation has many long-term benefits.
For example, Dow Chemical
found by making a social networking site, something they were
very opposed to, they were able
to recruit the best talent from all over the world for their
business functions (Bughin et al., 2010).
It is not the first company that someone may think of having a
social networking website, but it
has transformed their business ethics, and increased their
productivity (Bughin et al., 2010). IFG
can gain not only organizational insight, but long-term
functional benefits from experimenting
with social media networking, mashups, and mobile
applications.
Conclusion
The marketing industry and the supporting technologies have
transformed the way
organization’s view strategies. The need for International Food
Groups (IFG) to experiment with
new marketing strategies, including social media networking,
mashups, multimedia and mobile

applications are important to stay competitive in the industry.
The symbiotic relationship that is
created when organizations engage in Web 2.0 technologies is
needed for the consumer, and the
producer. Consumers are demanding products to be customized,
easily accessible, and to have a
say in the market. IFG must adapt to this type of marketing and
business strategies by
experimenting on different levels. The need for brand
awareness, and perception are two
important reasons for IFG to experiment with social media
networking. In addition, IFG cannot
build a relationship with their under-thirty consumers if they do
not outreach through these
media platforms that are most relevant to that age group.
The benefits of experimentation and innovation will be seen for
IFG through co-creation
and refinement of products, as well as simplifying business
processes. Consumers would rather
manage their own relationships with their favorite brands. This
not only simplifies business
processes, but allows IFG’s innovation team to collaborate with
their consumers in innovation.

Furthermore, experimenting with different communities will
lead to knowledge about consumer
perceptions, which in turn will minimize risks of ineffective
marketing strategies.
Finally, the organizational changes that will occur within IFG
are most valuable. The
strict policies and procedures instilled in management are not
friendly for experimentation and
innovation. The change that occurs when organizations practice
and experiment with social
media networking, can innovate business policies and
procedures. The food industry is a
competitive landscape, and IFG must lead the path with their
flexible, yet tactical business
strategies. If innovation and experimentation are not practiced,
business value may never occur,
leaving the company in second place.

References
Bughin, J., Chui, M., & Manyika, J. (2010). Clouds, big data,
and smart assets: Ten tech-enabled
business trends to watch. McKinsey Quarterly, 56(1), 75-86.
McKeen, J. D., & Smith, H. A. (2012). IT strategy: Issues and
practices, (2nd ed.). Upper Saddle
River, NJ: Prentice Hall. ISBN-13: 9780132145664
Piller, F., Vossen, A., & Ihl, C. (2012). From social media to
social product development: The
impact of social media on co-creation of innovation. Die
Unternehmung, 65(1).
Weber, M. (2011). Customer co-creation in innovations: A
protocol for innovating with end
users. Industrial Engineering and Innovation Sciences
Innovation Technology
Entrepreneurship Marketing, 507.

Wind, Y. (2008). A plan to invent the marketing we need today.
Sloan Management Review,
49(4), 20!28
!"#!!#!$%
!%
INNOVATION AT INTERNAL FOODS
Student Name
Course Number—Course Title
Colorado State University – Global Campus
Instructor Name
Date
International Food Group (IFG)
Products sold:
• Breakfast Cereal
• Soft Drinks
• Frozen Pizza
• Cheese
• Snacks
Primary Marketing Target:
• Women with Children

Marketing Approach:
• Functional website
(McKeen & Smith, 2012)
Glow-Foods
Products sold:
• Green tea shakes
• Others
Primary marketing target:
• Teens and young adults
Marketing Approach
• Social media outlets
• Contests
IFG’s New Technology Process
Idea is
formed
Marketing
liason
Chief
Technology
Officer
(CTO)
Information
Technology

(IT) Finance
Officer
Manager of
IT
marketing
IT
marketing
president
Obstacles and Challenges
Glow-Foods approach
• Relaxed, modern, innovative
IFG’s process regulations
• Marketing approval is lengthy
• Direct contact with product lines
is discouraged
• Cost and benefits must be
outlined months in advance
• Trial and error is not an option
References
! McKeen, J. D., & Smith, H. A. (2012). IT

strategy: Issues and practices, (2nd ed.).
Upper Saddle River, NJ: Prentice Hall.
ISBN-13: 9780132145664

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