Harvard Case - Developing an App for That
"Developing an App for That" Harvard business case study is written by Hanna Halaburda, Joshua Gans, Nathaniel Burbank. It deals with the challenges in the field of Strategy. The case study is 16 page(s) long and it was first published on : Aug 31, 2010
At Fern Fort University, we recommend a phased approach to developing and launching the 'That' app. This strategy prioritizes market validation and user feedback while leveraging the university's core competencies in education and technology. We propose a lean startup methodology to minimize risk and maximize learning, focusing on rapid prototyping and iterative development. This approach will allow Fern Fort University to capitalize on the potential of the app while mitigating the risks associated with entering a competitive market.
2. Background
This case study focuses on Fern Fort University's decision to develop an app called 'That' to address the growing demand for personalized learning experiences. The app aims to provide students with access to tailored learning resources, connect them with peers and mentors, and offer personalized feedback and support. The university faces a challenging decision: whether to invest in developing the app and competing in a crowded market or to focus on existing initiatives.
The main protagonists are:
- Dr. Emily Carter: The university's provost, championing the app's potential to enhance student learning and engagement.
- Dr. John Smith: The head of the university's IT department, concerned about the technical challenges and resource allocation required for the app's development.
- The Student Body: The target audience for the app, whose needs and preferences will ultimately determine its success.
3. Analysis of the Case Study
This case study can be analyzed through the lens of several strategic frameworks:
- Porter's Five Forces: The app market is highly competitive, with established players like Coursera and edX, as well as numerous niche apps. The threat of new entrants is high due to the low barriers to entry, while the bargaining power of buyers is also considerable due to the abundance of alternatives.
- SWOT Analysis:
- Strengths: Fern Fort University's strong brand reputation, existing infrastructure, and expertise in education.
- Weaknesses: Limited resources, lack of experience in app development, and potential competition from existing players.
- Opportunities: Growing demand for personalized learning, potential for new revenue streams, and the ability to differentiate through the university's unique strengths.
- Threats: Competition from established players, potential for technological disruption, and the risk of failure to meet user expectations.
- Value Chain Analysis: The app's value chain includes:
- Inbound logistics: Gathering and curating learning materials.
- Operations: Developing and maintaining the app platform.
- Outbound logistics: Marketing and distributing the app to students.
- Marketing and sales: Promoting the app's features and benefits.
- Service: Providing ongoing support and updates.
4. Recommendations
Phase 1: Market Validation and Minimum Viable Product (MVP) Development:
- Conduct thorough market research: Analyze existing apps, identify target user segments, and understand their needs and preferences.
- Develop a Minimum Viable Product (MVP): Focus on core functionalities like personalized learning resources, peer-to-peer interaction, and feedback mechanisms.
- Test and iterate: Release the MVP to a small group of students for feedback and gather data on user engagement and satisfaction.
- Refine and improve: Based on user feedback, iterate on the app's features and design to enhance its usability and value proposition.
Phase 2: Expansion and Growth:
- Expand features: Based on user feedback and market trends, introduce new features like gamification, personalized learning paths, and integration with other learning platforms.
- Marketing and outreach: Develop a targeted marketing strategy to reach the target audience. Leverage social media, university channels, and partnerships with other institutions.
- Monetization: Explore potential revenue streams such as subscription models, premium features, or partnerships with educational publishers.
Phase 3: Scaling and Sustainability:
- Optimize operations: Implement efficient processes for content creation, app maintenance, and user support.
- Build a sustainable business model: Ensure the app's long-term viability by balancing user needs with revenue generation.
- Develop a strong brand: Establish a clear brand identity for the app, emphasizing its unique value proposition and aligning it with the university's mission.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The app aligns with the university's mission of providing high-quality education and fostering student success.
- External customers and internal clients: The app directly addresses the needs of students while also providing valuable data and insights for faculty and administrators.
- Competitors: The recommendations acknowledge the competitive landscape and emphasize the need for differentiation and innovation.
- Attractiveness: The phased approach minimizes risk and allows for continuous evaluation of the app's potential.
6. Conclusion
Developing the 'That' app presents a significant opportunity for Fern Fort University to enhance student learning, engage with a wider audience, and potentially generate new revenue streams. By adopting a phased approach, prioritizing market validation, and leveraging the university's core competencies, Fern Fort University can successfully navigate the competitive landscape and create a valuable learning experience for its students.
7. Discussion
Alternative Options:
- Outsource development: This could save resources but might compromise control over the app's design and functionality.
- Focus on existing initiatives: This would avoid the risks of app development but might miss out on potential opportunities.
Risks and Key Assumptions:
- User adoption: The success of the app depends on user adoption, which is uncertain.
- Competition: The app faces competition from established players, which could hinder its growth.
- Technology evolution: Rapid technological advancements could render the app obsolete or require significant updates.
8. Next Steps
- Form a dedicated team: Assemble a team of experts in app development, marketing, and user experience.
- Develop a detailed project plan: Define project milestones, timelines, and resource allocation.
- Secure funding: Identify potential funding sources and secure necessary resources.
- Conduct market research: Gather data on target users, competitors, and market trends.
- Develop the MVP: Prioritize core functionalities and design a user-friendly interface.
- Launch the MVP: Release the app to a limited audience for testing and feedback.
- Iterate and refine: Based on user feedback, continuously improve the app's features and design.
By following these steps, Fern Fort University can effectively develop and launch the 'That' app, leveraging its strengths and mitigating potential risks to create a valuable learning experience for its students and establish a strong position in the competitive edtech market.
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Case Description
At a time when ever-rising smartphone sales are driven as much by demand for devices that run must-have third-party apps as by the quality of traditional voice and data services, there is a myriad of challenges facing the software developer who is looking to choose which mobile development software platform to invest in. Written from the perspective of an established consumer bank that is about to commence development on its first downloadable application for mobile devices, the case surveys the state of the smartphone market in 2010 and considers the challenges of a platform landscape that includes significantly varying installed device base sizes, growth rates, application distribution models, and hardware device profiles. Focusing on Apple's market-leading iOS platform and App Store, for iPhones and other devices and on Google's developing Android OS and associated Android Market, the case considers potential benefits and pitfalls of each and touches on the reasons that other longer-standing platforms, such as RIM's BlackBerry platform, are less appealing to modern-day application developers.
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