Sellman

Case Solution for Game CoLab: Can It Connect Indie Game Developers?

Complete Case details are given below :

Case Name :      Game CoLab: Can It Connect Indie Game Developers?
Authors :           Collin Sellman, T.S. Raghu
Source :             Ivey Publishing
Case ID :            W14755
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In July 2014, nine months after they had developed a collaborative workplace for independent video game developers in Phoenix, Arizona, the two founders of the Game CoLab were discussing how to move the business forward. Using the Lean Startup method, they had designed their business model and opened a coworking space where they could also hold meetings, competitions and games showcases. However, they now face two challenges – declining membership and the need to move to new premises – and an exciting opportunity to work with corporate and educational organizations who are looking to “gamify” their digital offerings. The founders have four choices: (1) continue to maintain the coworking space concept, which has generated limited revenues so far; (2) pivot their business model to focus more on building the local and virtual community with events and cheaper, more flexible memberships; (3) pursue corporate business for customized game development while either continuing or abandoning the coworking space business; and (4) pursue a more major pivot whereby the company would become a start-up incubator.
 
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Case Solution for Pearson’s Successmaker: Putting the Customer First in Transforming Product Development Processes

Complete Case details are given below :

Case Name :      Pearson’s Successmaker: Putting the Customer First in Transforming Product Development Processes
Authors :           T.S. Raghu, Collin Sellman
Source :             Ivey Publishing
Case ID :            W11744
Discipline :        Information Technology
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Pearson Plc is an education company that operates worldwide and is headquartered in London, the United Kingdom. Its six primary business units are North American Education, International Education, Professional, the Financial Times, Interactive Data, and Penguin Publishing. The vice-president of product management within the Digital Learning division of the North American Education unit based in Chandler, Arizona begins to transform the product development processes to better meet the needs of his customers in the education market, specifically in transitioning from using an off-shored waterfall software development model to an on-shore Agile model. When the vice-president first joined Pearson a year earlier, the Digital Learning unit had spent significant resources developing a major upgrade to one of its educational software products. The first version of this new product was challenged by the disconnect between what the software development group was delivering and what the vice-president’s customers desired. He is faced with a decision to continue focusing on the specific methodology they had implemented (Scrum) or move to a new one (Kanban). Additionally, he has to consider expanding his focus to help drive Agile methodologies both with other groups in his business unit and outside his business unit. These decisions must be made at a potentially critical time for his products as his organization deals with the growing pains associated with the shift to Agile.
 
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