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 Apple’s 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 Carr’s Article?

8. Otis

9. 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 e*Logistics 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 Harrah’s?

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

13. Otis What were the challenges faced during the role out of the e*Logistics 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 e*Logistics 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 said… “Best 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?