Chat with us, powered by LiveChat Describe a company (Zappos, https://www.zappos.com/ ) ?that is using social networking to stay competitive. Indicate the way its business is affected through the use of so | EssayAbode

Describe a company (Zappos, https://www.zappos.com/ ) ?that is using social networking to stay competitive. Indicate the way its business is affected through the use of so

Describe a company (Zappos, https://www.zappos.com/ )  that is using social networking to stay competitive. Indicate the way its business is affected through the use of social networking.

  • Paper should relate to some of the related concepts as specified in chapter 8 and chapter extension 3, 11. Besides, appropriate concepts outlined in other chapters can also be included to substantiate the paper.
  • Make sure your paper focuses on the issues raised by the assignment topic. Section your paper as suggested in the template below so that it is easy  to understand and follow. Make each template requirement as section title in the paper. The template structure is as follows:
    • Describe what is social networking in general.
    • Describe how social networking makes business competitive.
    • Describe  the company Zappos and its working/competitive environment. Anytime a company is described, make sure the company description provides details like its products, its history, etc. even if the company is widely known.
    • Describe how social networking features are making Zappos competitive. Provide instances of social networking applications utilized by the selected company that are properly referenced.

1

Social Media

Information Systems

Chapter 8

8-2

Q1: What Is A Social Media Information System (SMIS)?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Social media (SM) – IT to support content sharing among networks of users – Enables communities of practice  People related by common interest

• Social media information system (SMIS) – IS for sharing content among networks of users

2

8-3

Convergence of Many Disciplines

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

8-4

Number of Social Media Active Users

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

3

8-5

Three SMIS Roles

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

1. Social media providers – Facebook, Google+, LinkedIn, Twitter, Instagram, and Pinterest

provide platforms – Attracting, targeting demographic groups

2. Users – Individuals and organizations

3. Communities – Mutual interests that transcend familial, geographic, and

organizational boundaries

8-6

SM User Communities

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

4

8-7

Social Media Application Providers

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Facebook, Twitter, LinkedIn, Google …

• Maybe charge fee – Free company page free on Facebook, but … – Fee to advertise to communities that “Like” that page

• Internal SM using SharePoint for wikis, discussion board, photo sharing

8-8

Five Components of SMIS

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

5

8-9

SMIS Is Not Free

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Costs to develop, implement, manage social networking procedures

• Direct labor costs

• 92% use social media to recruit (93% from LinkedIn)

• 73% hired using social media – One third rejected candidates because of social profile

8-10

Q2: How Do SMIS Advance Organizational Strategy?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Strategy determines value chain – Value chains determine business processes – Processes determine SMIS requirements

• How do value chains determine dynamic processes? – Dynamic process flows cannot be designed or diagrammed

• SM fundamentally changes balance of power among users, their communities, and organizations

6

8-11

SM in Value Chain Activities

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

8-12

Social Media and the Sales and Marketing Activity

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Dynamic, SM-based CRM process

• Social CRM – Each customer crafts relationship  Wikis, blogs, discussion lists, frequently asked questions, sites

for user reviews and commentary, other dynamic content – Customers search content, contribute reviews and commentary,

ask questions, create user groups, etc. – Not centered on customer lifetime value

7

8-13

Social Media and Customer Service

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Relationships emerge from joint activity, customers have as much control as companies

• Product users freely help each other solve problems

• Selling to, or through, developer networks most successful – Microsoft's MVP program

• Peer-to-peer support risks loss of control

8-14

Social Media and Inbound and Outbound Logistics

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Numerous solution ideas and rapid evaluation of them

• Better solutions to complex supply chain problems

• Facilitate user created content and feedback among networks needed for problem solving

• Loss of privacy – Open discussion of problem definitions, causes, and solution

constraints – Problem solving in front of your competitors

8

8-15

Social Media and Manufacturing and Operations

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Improve communication channels within organization and externally with consumers, design products, develop supplier relationships, and improve operational efficiencies

• Crowdsourcing

• Businesses-to-consumer (B2C)

• Youtube channel to post videos of product reviews and testing, factory walk-throughs

• Yammer – enterprise social networking service

8-16

Social Media and Human Resources

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Employee communications using internal personnel sites – Ex: MySite and MyProfile in SharePoint

• Finding employee prospects, recruiting candidates, candidate evaluation

• Place for employees to post their expertise

• Risks: – Forming erroneous conclusions about employees – Becoming defender of belief or pushing unpopular management

message

9

8-17

What Is the Value of Social Capital?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Value of social capital

 Number of relationships, strength of relationships, and resources controlled

• Adds value in four ways: 1. Information 2. Influence 3. Social credentials 4. Personal reinforcement

8-18

So What? Facebook for Organizations… and Machines

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Chatter, by salesforce.com, to connect employees, customers • Communities identify, solve problems more quickly and more

effectively • Readily find and recruit needed experts within organization • Faster project collaboration • Internal-facing communities use social media to make

organizations better

10

8-19

Q3: How Do SMIS Increase Social Capital?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Capital – Investment of resources for future profit

• Types of business capital

– Physical capital: produce goods and services (factories, machines, manufacturing equipment)

– Human capital: human knowledge and skills investments

– Social capital: social relations with expectation of marketplace returns

8-20

What Is the Value of Social Capital?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

Benefits to People

1. Information – Opportunities, alternatives, problems, and other factors

important to professionally and personally

2. Influence – Decision makers and peers

11

8-21

What Is the Value of Social Capital? (cont’d)

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

3. Social credentials – Being linked to a network of highly regarded contacts

4. Personal reinforcement – Professional identity, image, and position in organization

or industry

• Understand what social capital is, why it’s valuable, and how you can benefit from it

8-22

Gain Social Capital for Professionals

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• By adding more friends and strengthening relationships with existing friends

• By adding friends and strengthening relationships with people who control resources important to you

• Measure your social networking capital with online service, such as Klout.com – More others respond to your content, higher your score

12

8-23

How Do Social Networks Add Value to Businesses?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

Progressive organizations: – Presence on Facebook, LinkedIn, Twitter, and other SN sites – Encourage customers and interested parties to leave

comments – Risk – excessively critical feedback

8-24

Using Social Networking to Increase the Number of Relationships

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

13

8-25

Using Social Networks to Increase the Strength of Relationships

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Strength of a relationship – Likelihood other entity will do something that benefits your

organization

• Positive reviews, post pictures using organization’s products or services, tweet about upcoming product releases, and so on

• Strengthen relationships by asking you to do them a favor

• Frequent interactions strengthen relationships

8-26

Using Social Networks to Connect to Those with More Resources

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Social Capital = Number of Relationships × Relationship Strength × Entity Resources

• Huge network of people with few resources less valuable than smaller network with substantial resources

• Resources must be relevant

• Most ignore value of entity assets

14

8-27

Top YouTube Channels

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

8-28

Q4: How Do (Some) Companies Earn Revenue from Social Media?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Hyper-social organization – Use SM to transform interactions with customers, employees,

and partners into mutually satisfying relationships with them and their communities

• You Are the Product. – “If you’re not paying, you’re the product.” – Renting your eyeballs to an advertiser

• Monetize

15

8-29

Revenue Models for Social Media

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Advertising

• Pay-per-click

• Use increases value

• Freemium – Offers users a basic service for free, then charges a

premium for upgrades or advanced features

• Sales – – Apps and virtual goods, affiliate commissions, donations

8-30

Does Mobility Reduce Online Ad Revenue?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Number of mobile devices to reach 10 billion by 2018

• Mobile data traffic eleven-fold increase

• Average click-through rate of smartphones is 4.12%, but just 2.39% on PCs

• Conversion rate – Frequency someone clicks on ad makes a purchase, “likes” a

site, or takes some other action desired by advertiser

16

8-31

Does Mobility Reduce Online Ad Revenue? (cont'd)

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Paid search, display or banner ads, mobile ads, classifieds, or digital video ads

• Use of ad-blocking software growing by 69% per year

8-32

Mobile Ad Spending

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

17

8-33

Q5: How Can Organizations Address SMIS Security Concerns?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Develop and publicize a social media policy – Delineate employees’ rights and responsibilities – Index to 100 different policies at Social Media Today Web site

• Intel's Three Pillars of SM Policies 1. Disclose 2. Protect 3. Use Common Sense

8-34

Intel’s Rules of Social Media Engagement

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

18

8-35

Managing the Risk of Inappropriate Content

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• User-generated content (UGC)

• Problems from external sources – Junk and crackpot contributions – Inappropriate content – Unfavorable reviews – Mutinous movements

8-36

Responding to Social Networking Problems

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Leave it

• Respond to it

• Delete it

• General rule

 “Never wrestle with a pig; you’ll get dirty and the pig will enjoy it.”

19

8-37

Internal Risks from Social Media

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Threats to information security, increased organizational liability, decreased employee productivity

• Directly affect ability to secure information resources

• Innocuous comments inadvertently leak information used to secure access to organizational resources – Bad idea to tell everyone it’s your birthday because your

date of birth (DOB), can be used to steal your identity

8-38

Internal Risks from Social Media (cont'd)

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Employees inadvertently increase corporate liability when they use social media – Sexual harassment liability – Leak confidential information

• Reduced employee productivity – 64% of employees visit non-work-related Web sites each day – Tumblr (57%), Facebook (52%), Twitter (17%), Instagram

(11%), and SnapChat (4%)

20

8-39

Q6: Where Is Social Media Taking Us?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• New mobile devices with innovative mobile-device UX, coupled with dynamic and agile information systems based on cloud computing and dynamic virtualization

• BYOD policy – Organization the endoskeleton, supporting the work of people

on the exterior  Employees craft own relationships with their employers

• Non-routine cognitive skills more important

8-40

How Does the Knowledge in This Chapter Help You?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• How to apply some of your knowledge to help organizations

• Learned components of a social media IS and commitment organization makes when it places a Facebook or Twitter icon on its Web page

• Learned how organizations use SMIS to achieve strategies across the five primary value chain activities and how SMIS can increase social capital

21

8-41

How Does the Knowledge in This Chapter Help You? (cont’d)

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Learned how revenue can be earned from social media

• Learned about need to manage risks of social media, and how social media will challenge you in the future

8-42

Security Guide: Digital Is Forever

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Transmitting any personal information using an Internet connection you can become a victim

• Stored on numerous servers and employer’s server farms

• In most cases, impossible to delete

• Digital zombie

• Companies analyze everything you digitally say and do – Google

22

8-43

Security Guide: Digital Is Forever (cont'd)

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Big Data = Big Money – Personal data illegally accessed by criminals and sold on the black

market to other nefarious characters; or – Legally accessed by companies and sold to other companies

• Steps to remove or mask digital footprints – Clearing cookies – Encrypting email – Avoid using real name – Use virtual networks to mask IP address

8-44

Guide: Developing Your Personal Brand

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• College recruiters look for evidence a student has “walked the talk”

• Social media presence one component of a professional brand – Traditional sources of personal branding, like personal

networks of face-to-face relationships, important

• Understand importance and value of personal brand

,

1

Enterprise Social Networks and Knowledge Management

Chapter Extension 11

ce11-2

Study Questions

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

Q1: How do organizations develop an effective SMIS?

Q2: What is an enterprise social network (ESN)?

Q3: What are the benefits of knowledge management?

Q4: What are expert systems?

Q5: What are content management systems?

2

ce11-3

Q1: How Do Organizations Develop an Effective SMIS?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Create relationships organizations, customers, employees, and partners perceive and value

• Transform interactions from organization-centric into mutually satisfying humane, community relationships.

• "Consumers become humans"

• Premeditated alignment of SMIS with organization’s strategy

ce11-4

Social Media Plan Development

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

3

ce11-5

Common Social Media Strategic Goals

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

ce11-6

Common Social Media Metrics

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

4

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Make Personal Connections

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• 58% of consumers, ages 18-29, more influenced by social media chatter than by TV or Internet ads

• 29% of consumers over 55 thought social media chatter more influential than TV or Internet ads

• Interact with customers, employees, and partners in more personal, humane, relationship-oriented way

ce11-8

Make Personal Connections (cont'd)

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Useful interactions that help solve particular problems and satisfy unique needs

• Avoid hard-selling products, overwhelming with content, and contacting too often

5

ce11-9

Gather and Analyze Data

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Gather right amount of data necessary to make most informed decision possible

• Google Analytics, Facebook Page Insights, Clicky, or KISSmetrics

• Allow use of social media to be flexible enough to change over time

• Statistical information – Which tweets get most attention, posts generate most traffic, SM

platform generates most referrals?

• Senior managers see regular progress reports

• Be educated about changes in social media landscape

• Watch for SM success stories and inform upper management

ce11-10

Q2: What Is An Enterprise Social Network (ESN)?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Specialized enterprise social software designed to be employed inside organization

• Use same functions as blogs, microblogs, status updates, image and video sharing, personal sites, and wikis

• Goal to improve communication, collaboration, knowledge sharing, problem solving, and decision making

6

ce11-11

Enterprise 2.0: McAfee’s SLATES Model

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

ce11-12

Changing Communication

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Internet, Web sites, social networking, email, cable TV, and smartphones radically altered existing communication channels

• Employees can bypass managers and post ideas directly for CEO to read

• Quickly identify internal subject matter experts

7

ce11-13

Deploying Successful Enterprise Social Networks

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

ce11-14

Using the Guide: Developing Your Personal Brand

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• College recruiters look for evidence a student has “walked the talk.”

• Social media presence only one component of a professional brand – Traditional sources of personal branding, like personal

networks of face-to-face relationships, important

• Understand importance and value of your personal brand

8

ce11-15

Q3: What Are the Benefits of Knowledge Management?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Knowledge Management (KM) – Create value from intellectual capital and share knowledge – Preserve organizational memory by capturing and storing

lessons learned and best practices of key employees – Enables employees to use collective knowledge – Improves process quality – Increases team strength

ce11-16

Q4: What Are Expert Systems?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

Expert systems

Rule-based IF/THEN

Encode human knowledge

Process IF side of rules

Report values of all variables

Knowledge gathered from human experts

Expert systems shells

9

ce11-17

Example of IF/THEN Rules

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

ce11-18

Drawbacks of Expert Systems

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

1. Difficult and expensive to develop – Labor intensive – Ties up domain experts

2. Difficult to maintain – Small changes can cause unpredictable outcomes – Constant, expensive changes for new rules/knowledge

3. Don’t live up to expectations – Can’t duplicate diagnostic abilities of humans

10

ce11-19

Q5: What Are Content Management Systems? (CMS)?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Information systems to support management, deliver documents, other expressions of employee knowledge

• Companies selling complicated products share product knowledge with employees and customers

• Microsoft shares knowledge about how to use Data Transformation Services to move data from Oracle database into Excel with data miners in world

ce11-20

What Are the Challenges of Content Management?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

Document Management at Facebook.com

11

ce11-21

Complications for Content Management Systems

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Content databases are huge

• Content is dynamic

• Documents do not exist in isolation from each other

• Document contents are perishable

• Need for multilanguage content

ce11-22

What Are Content Management Application Alternatives?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• In-house custom – Expensive to develop and maintain – Most organizations not to support custom CMS application

• Off-the-shelf – Considerably more functionality than most in-house systems,

and far less expensive to maintain • Search engine

– Public search engine – Google, Bing – Provide own search capability

,

1

Mobile Systems

Chapter Extension 3

ce03-2

Study Questions

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

Q1: What are mobile systems?

Q2: Why are mobile systems important?

Q3: How do native and Web-based mobile applications compare?

Q4: What characterizes quality mobile user experiences?

Q5: What are the challenges of personal mobile devices at work?

2

ce03-3

Q1: What Are Mobile Systems?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Information systems to support users in motion – Computing Device – Small – Lightweight – Power-conserving – Capable Of Wireless

Access

• Major elements in a mobile system – Users in motion – Mobile devices – Wireless connectivity – Cloud-based

resources

ce03-4

Elements of a Mobile Information System

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

3

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Q2: Why Are Mobile Systems Important?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

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Q3: How Do Native and Web-based Mobile Applications Compare?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

4

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Q3: How Do Native and Web-based Mobile Applications Compare? (cont’d)

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

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Developing Native Mobile Applications

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Run on any operating system and device

• Serious, heavy-duty, professional programming languages – Objective-C, C#, C++, Swift, Java, VB.NET, etc. – Gives close control over computing device, enables creation

of sophisticated and complex user interfaces – Fast and efficient use memory

• Limited by type of operating system

• Costly development

5

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Developing Web Mobile Applications

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Object-oriented languages: html5, css3, Javascript

• Browsers handle idiosyncrasies of operating system and underlying hardware

• html5 supports graphics, animation, 2D animations, other sophisticated user experiences

• css3 used with html5 to specify appearance of content coded in html

• JavaScript provides underlying logic of application

ce03-10

Native Mobile Applications

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Mac OS and iOS applications constructed using Objective-C or Swift programming languages

• Linux (Android) applications constructed using Java

• Windows applications constructed using C#, VB.NET, C++, and others

6

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Browser Differences

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Web applications limited by capabilities of browser

• Sophisticated browsers cannot offer full capabilities of underlying operating system and hardware

• Web applications unable to support very specialized and complex applications, less true each year

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GetHuGames SpiroCanvas

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

7

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Sophisticated HTML5 Application

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

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Which Is Better?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

• Depends on strategy and goals

• Application requirements

• Budget

• Schedule

• Tolerance for managing technical projects

• Need for application revenue

• Thin-client applications cheaper to develop and maintain

• May lack the “wow factor”

8

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Q4: What Characterizes Quality Mobile User Experiences?

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c .

Characteristics of a Quality Mobile UX

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Chrome-less Interface

C o p y r i g h t © 2 0 1 7 P e a r s o n E d u c a t i o n , I n c

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