The e-reader tablet concept years before Kindle and Nook
In Global Marketing, we simulated the entire process of starting a global enterprise from product ideation to funding and sales. Our group developed a business plan for the WorldPiece tablet ebook reader, a second generation device to revitalize the (then) untapped demand for digital reading devices. Positioned between the first generation e-reader attempts and the hugely successful Kindle, our concept predicted the trends and technologies that would shape our current mobile devices.
Our Research
Our preliminary research consisted of secondary data around industry trends, consumer behavior, and technological advancements. We examined the failures of the first generation attempts and designed a device that would tackle those challenges by utilizing emerging innovations and speaking directly to consumer needs.
We found that the market simply wasn't ready for the first-generation ereaders – the benefits simply couldn't overcome precedent and switching costs for the majority of the market. After a few years of discoveries, mobile computing advancements, and the maturation of online behaviors, we were convinced the ebook market could be revitalized with the right device.
The Product
Priced at just under $300, our device aimed to fulfill the consumer desires for comfort, portability, and adaptability. Lightweight and low-powered, the device promised a superior on-the-go reading experience, and our contextual software and data plan promised never-before seen benefits for data convergence and accessibility.
Drawing from methodology pioneered by Wikipedia, Amazon, and Google, the WorldPiece Reader would link ebook content and other online data in exciting new ways. The software would recommend additional reading based on your library and usage habits, instantly update content with the newest data, and provide touchscreen feedback features such as encyclopedia and dictionary access for unfamiliar terms.
Our team identified device components and manufacturers, developed cost and revenue models, projected a 5-year financial outlook, and pitched the idea to a panel of 3 venture capitalists. Afterwards, we competed with other groups' products for market share in a mock global market.
To increase product adoption and drive market share, we specifically targetted educators and professional service firms such as clinics and law offices. For schools pitched the product as a solution to outdated and expensive publishing methods used by textbooks and a way to interact with students dynamically. Users could access their entire library of course materials and instantly update the information as new data emerged. Professional service firms could centralize their databases and sync and share info with partners and clients.
To finalize our simulation, we were presented with a company crisis and asked to develop a response plan. Crisis response tested our problem-solving and public relations skills as we had to act quickly to ensure brand integrity.
