By editorial@silicon.com, 2 January 2001 09:20
COMMENT These outcomes can then be graphically represented by using arrows to denote expected market trends for ourselves and our main competitor, as in figure 2.
Such a graphic then can be used to demonstrate that the option of not carrying out the project holds considerable risk for the company, whereas carrying out the project provides at least a means of survival.
Game theory can be taken further to look at bringing in other competitors, using probabilities to create figures pointing towards different outcomes and so on. However, at the proving stage of a project, Quocirca recommends that the high-level approach shown above gives the best results and when used synergistically with VRC and high-level ROI and TCO will provide the maximum capability to demonstrate the viability of a project (or not, as the case may be).
To return to the first part of this column, click here: http://www.silicon.com/a50677
Next week: Time to Capability - Helping the Business
**Quocirca is a leading, user-facing analyst house known for its focus on the 'big picture'. For a full summary of its activities see http://www.quocirca.com, or reach the company's founding directors by emailing quocirca@silicon.com.
Previous Surviving the Recession columns:
Part 6. Creating a basic Total Value Proposition
http://www.silicon.com/a50475
Part 5. Supply and demand - managing expectations
http://www.silicon.com/a50295
Part 4. The mobile factor - preparing for the deluge
http://www.silicon.com/a50159
Part 3. Knowing the customer
http://www.silicon.com/a50052
Part 2. Prioritising business needs
http://www.silicon.com/a49901
Part 1. It's a recession - save or spend?
http://www.silicon.com/a49733
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