Digital Innovation: Short and Long-Term Strategies for Launching a Voice Recognition App in the Movie Industry

This article discusses the short and long-term strategies for launching a voice recognition app in the movie industry. It covers the steps to develop a minimum viable product, evaluate product requirements, and validate the solution. The article also includes a cost-benefit analysis and a product/services roadmap for voice recognition technology.

Digital nnovationI 1
DIGITAL INNOVATION
By Name
Course
Instructor
Institution
Location
Date

Digital nnovationI 2
Table of Contents
Introduction................................................................................................................................................3
Short term Strategy.....................................................................................................................................3
Mission....................................................................................................................................................7
Vision.......................................................................................................................................................7
Goals.......................................................................................................................................................8
Objective.................................................................................................................................................8
Tactics......................................................................................................................................................8
Hypothesis..............................................................................................................................................8
Long-Term Strategy....................................................................................................................................9
Mission..................................................................................................................................................13
Vision.....................................................................................................................................................13
Goals..................................................................................................................................................... 13
Objective...............................................................................................................................................13
Tactics....................................................................................................................................................13
Hypothesis............................................................................................................................................14
COST BENEFIT ANALYSIS...........................................................................................................................14
Costs...................................................................................................................................................... 14
Benefits.................................................................................................................................................15
PRODUCT/SERVICES ROADMAP AND MINIMAL VIABLE PRODUCT/SERVICES/PROCESS FOR “VOICE
RECOGNITION...........................................................................................................................................16
Issues with voice recognition...................................................................................................................20
Conclusion and recommendation.............................................................................................................21
Bibliography..............................................................................................................................................22

Digital nnovationI 3
Introduction
In launching of a new product, it is very prudent to consider some vital strategies both
for a long and a short time. When such strategies are fully employed, it becomes very easy to
launch any product like for this case of the voice recognition app. This movie industry will
hence make a good use of this and make the CityRail organization compete effectively through
using this new technology in the industry. To enable all these to come to reality there must be
goals, mission, vision as well as hypothesis which should be clearly stated as in the discussion
below. There are also cost benefit analysis for the launching of the product.
Short term Strategy
For a perfect and a reliable usage of the new emerging technology in the movie industry,
it is good to analyze the some of the strategies which the organization must put in place to ensure
that it is not left behind in the new technology of the voice recognition (Ries, 2016). The voice
recognition is treated as an app which needs to be accepted by the CTO (Chief Technology
Officer) and made to use in the organization. Some of the short term-strategies which need to be
employed to help launch the MVP (Minimum Viable Product) are discussed below (Brikman,
2016). Before launching this voice recognition, market request, client torment focuses and the
item itself has to be approved. Without this step, the item launch will most properly fail. These 4
strategies will assist you to maintain a strategic distance from making this botch and guarantee
that your item is approved appropriately sometime recently launching it into the market. The
discussed strategies will help in ensuring that the organization compete effectively since they are
updated and move with new technologies in the market.

Digital nnovationI 4
i. Reviewing Against Formal Acceptance Criteria
The user’s demands, needs, and wants should direct the whole plan process. The client rules
will be the basis in which fruitful voice recognition app is developed (Kowitz, 2016). In the
event that the item doesn’t match up to the client rules and doesn’t offer a basic feature, then it’s
rapidly expelled within the showcase. In the event that your app is lost a critical include that your
competitor has, at that point you’ll lose your clients. Investigating the item against formal
acknowledgement criteria will avoid this and offer assistance meet the guidelines in which the
client will buy the item (Olsen, 2015). A formal acknowledgement measure can be built up based
on client investigate, stage rules and past involvement.
ii. Focus Groups
Focus groups is a common strategy for product approval since they are planned to analyse the
user’s behaviour as they utilize the voice recognition app (Walkingshaw, 2016). With this
technique, it’s best to accumulate a cross-selection test of clients that coordinate your target
group of onlookers. The mock-up or model is at that point discharged to the centre gather in
arrange to look at their behaviours as they utilize the app. In the event that the respondents abuse
or don’t get it the app, it’ll have to be sent back to the planning stage (Sharon, 2016). When the
organization perfectly understands the targeted group of people who will also like and promote
the usage of their new technology of the voice recognition, it will become easier for the
organization to make more profit in the movie industry.
iii. A User Acceptance Test

Digital nnovationI 5
A client acceptance test is another strategy which will offer assistance validate to the voice
recognition app product before its developed (Inc., 2012). This approval test includes an
impersonation item of either an MVP, model, or mock-up and putting it through an alpha or beta
client test. The client will at that point give input amid this iterative prepare in which issues or
crimps can be pressed out early on amid the improvement phase.
iv. Implement the Voice recognition to be used
Testing the voice recognition app through releasing it into the market is exceedingly successful
and seemingly the foremost practical test of product approval (Steinhardt, 2012). This is often
since you’re really testing your item within the advertisement. With this procedure, you’re
inquired to make the app, and dispatch the item into the showcase to assemble client input. Client
audits and client criticism are common measurable to gauge how effective your app is
performing (Highsmith, 2009). This technique, be that as it may, requires cautious thought with
the timeline in which the app is discharged into the showcase. Releasing the product too early is
high-risk since your item may be unfinished and your brand may well be discoloured
exceptionally rapidly. This is true especially in case the competition is overwhelming and there
are superior items in the advertisement. On the other hand, in the event that you hold up as well
long, you’re contributing a part of cash in an item that might not succeed within the
advertisement. You would like to release the app at the proper time and persistently adjust it to
meet the wants of your clients.
These short-term strategies employed to launch the MVP require some of the
process/procedures, some of these producers include the following;

Digital nnovationI 6
Step one: Understand the problem that you’re solving
On every occasion when the idea strikes our mind, it is very crucial to understands it perfectly
and fathom the problem which needed to be solved (Pichler, 2016). One of the greatest mistakes
that a business visionary person can make is to ignore problem investigation. Since most
entrepreneurs appreciate giving the arrangement part, they conclusion up ignoring approving the
issue they’re tackling for. The most efficient way to handle this is through having some problem
interview which allows one to validate whether or not there are real problems to be solved. In
most cases, the problem interview concentrates on obtaining the answers to the following
questions.
1. What are the problems at hand?
2. Who are the target clients?
3. How are the customers solving these problems currently?
Step 2: Understand who you’re solving the problem for
It is very significant to fathom and analyses perfectly the customers you are dealing with. That is
to understand the customers´ gender, age, geographical location, occupations, level of income
amount, type of car they drive, type of the media they consume among others. When all these
are known about the customers it will hence become very easy to handle such customer and
ensure that you deliver according to his/ her expectations (Connors, 2017).

Digital nnovationI 7
Step 3: Develop a product hypothesis
These are just some assumptions which can as well be proven right or wrong, it is very
important for this organization to have such hypothesis and then try to prove it right or wrong
(Olsen, 2015). Example of such hypothesis which can be applied in the movie industry is `` I
believe that the movie organization will use the voice recognition app at least once after every
two days. A good product hypothesis is;
- Is clearly written down
- Contains metrics which can be measured as well as tested
- Is falsifiable, that is it can be soundly proven wrong.
Step 4: Design a nominally viable product (MVP)
This is the final step in the short-term strategy of launching the MVP, the least viable item or
MVP is that adaptation of an unused item which permits a group to gather the most extreme sum
of approved learning around clients with the slightest effort.
Mission
The mission is to identify the short-term strategies as well as the steps which are employed to
launch the MVP for the voice recognition in a movie industry.
Vision
The vision is to provide a working voice recognition product which serves a core function for
the target users.

Digital nnovationI 8
Goals
- To identify and fathom the business requirement in the movie organization.
- To find the opportunity in the newly emerging technology of the voice recognition
technology.
- To decide what futures to add in the voice recognition app (Vii, 2016).
Objective
- To get people´s opinion about the voice recognition app
- To ensure that the voice recognition app is user-friendly and can be used in the movie
industry.
Tactics
i. Pre-selling: launch a product idea with a prototype and a video.
ii. Software-as-a-plugin
iii. If you’re doing online content, do a mini-version first
iv. Sell a product before improving on it
Hypothesis
- The voice recognition software will be loved by most customers and it will be
implemented.
- The voice recognition technology helps the firm CityRail to enhance their working
procedure.
- Voice recognition software helps the CityRail to do their work effectively and
efficiently.

Digital nnovationI 9
Long-Term Strategy
A simple iteration of a developed voice recognition software would follow very simple steps
which are illustrated in the diagram below;
Fig 1: Showing the long term iteration strategy (Connors, 2017)
This is iteration is realized through some of the long-term strategies which are discussed below;
i. Evaluate the prioritized product requirements and fathom the minimum level of
functionality which can be delivered.
This is very important for the organization, in most cases it takes a long period of time of about
ten months to one year to build. All the requirement for the usage of the voice recognition
software should be scrutinized perfectly and if there is any functionality which needs to add to
the already built software then it is done at this time (Rubin, 2012). This can sometimes be done
by asking the customers how they feel about the software and the organization can use the
feedback to do the amendments.
ii. Building the solution

Digital nnovationI 10
After the review has been conducted, the organization need to build the software and take it to
the market to be consumed by the customers. This can be done using two methodologies of
product development which are the Agile and Waterfall.
Waterfall methodology
This is a consecutive software advancement prepare, where advance streams relentlessly toward
the conclusion (as a waterfall) through the stages of a scheme (that’s, evaluation, plan,
development, testing) (Economy, 2012). This involves entirely recording a venture in progress,
counting the customer interface, customer stories, and all the features’ varieties and outcomes.
The project phases of the software development using the waterfall model are illustrated using
the following diagram;
Fig 2: Showing software development using the waterfall model. (Olsen, 2015)
Analysis
The software development group analyses the necessities, and completely gets it the issues.
Usually, an investigation phase that incorporates no building. The group endeavours to inquire
about all the questions and secure all the answers they have to construct the product necessity.

Digital nnovationI 11
Design
The program developers plan a specialized arrangement to the issues set out by the item
necessities, counting scenarios, formats and information models. This phase is more often than
not went with by documentation for each prerequisite, which empowers other individuals of the
group to review it for approval.
Implementation
Immediately after completion of the design, technical implantation of the software starts
straightaway. Actually, this is not as long as others since the design and research have been done
earlier.
Testing
Upon completion of full execution, testing should happen before the product can be released to
clients. The software testing team will utilize the plan reports, personas and client case scenarios
conveyed by the product supervisor in arrange to form their test cases. After testing the process
will begin again hence iteration.
Agile Methodology
This is an iterative approach to item advancement that's performed in a collaborative
environment by self-organizing groups. The technique produces high-quality computer program
in a cost-effective and opportune way to meet shareholders’ changing needs. Utilizing the Agile
technique, the team will continuously adjust the scope of work to ensure that the foremost

Digital nnovationI 12
imperative the things are completed, to begin with. Software designers work from this list in
arrange of importance. The excess could be a dynamic set of necessities that can alter weekly
(depending on the length of your cycles). If you choose to release a product on a specific date
together with your current group, at that point the scope of what prerequisites will be completed
will persistently alter. Should you choose that all of the prerequisites must be completed, at that
point your handle will require extra iterations.
iii. Validate your solution
The validation of the software is done through beta programs, win-loss analysis, market
interviews and focus groups. This will ensure that the developed solution operates as designed by
the software developer and if it does not then, the developers will try to adjust based on the
complaints from the customers. More of the focus should be on the customers who are already
using the software (early adopters).
iv. Review the product requirements once more and restart the whole process.
This cycle can be long or short depending on what one determines to be Minimum Viable
Product (MVP) deliverable. But in most cases, it always takes a long period of time.
Releasing Integrations
The MVP technique doesn´t reduce the understanding of the market problems or
prioritizing necessities. It includes addressing, creating and releasing fewer product necessities at
a time (that’s, smaller feature sets). The foremost valuable frame of item approval is real-world
validation. Once clients utilize the item on a day-to-day basis, they will be able to supply the

Digital nnovationI 13
leading criticism. Those clients who can see past the highlights that currently exist will offer the
foremost value to you. In case you adopt the MVP approach to item advancement, you'll have to
be committed to iterations, something else highlights may never be completely completed (that’s,
having all of the usefulness you initially laid out in your full prerequisites). Be prepared that your
team will improve a specific highlight numerous times as they learn more approximately the
product from the market.
Mission
The mission is to identify the short-term strategies as well as the steps which are employed to
launch the MVP for the voice recognition in a movie industry.
Vision
The vision is to provide a working voice recognition product which serves a core function for
the target users.
Goals
- To identify and fathom the business requirement in the movie organization.
- To find the opportunity in the newly emerging technology of the voice recognition
technology.
- To decide what futures to add in the voice recognition app.
Objective
- To get people´s opinion about the voice recognition app
- To ensure that the voice recognition app is user-friendly and can be used in the movie
industry.
Tactics
v. Pre-selling: launch a product idea with a prototype and a video.
vi. Software-as-a-plugin

Digital nnovationI 14
vii. If you’re doing online content, do a mini-version first
viii. Sell a product before improving on it
Hypothesis
- The voice recognition software will be loved by most customers and it will be
implemented.
- The voice recognition expertise helps the firm CityRail to improve their working
procedure.
- Voice recognition software helps the CityRail to do their work effectively and
efficiently.
COST BENEFIT ANALYSIS
Assuming that the benefits and the cost for developing the voice recognition software are as
below, then Cost-Benefit Analysis can be obtained as below
Costs
Category Details The cost in First
Year
Software
improvements.
Adding some feature to the voice recognition $10,000
Recruit two more
software developers.
Salary, benefits included
Employment costs
Orientation and teaching
$15,000
$11,000
$3,000

Digital nnovationI 15
Two extra working
stations.
Program licenses $1,000
Construction
downtime.
2 weeks at roughly $7,500 in revenue weekly $15,000
Total $ 55, 000
Benefits
Benefit The benefit in a year
50 % revenue increase. $25,000
Giving software developers $15 per hour, against $50 an hour
subcontracting (100 hours every month)
$22,000
10% improved productivity per designer $18,500
Upgraded client retention and service as a result of 100 % design. $10,000
Total $72, 500
The cost Benefit ratio can now be obtained as below
Cost-benefit = Cost
Benefit
Cost benefit = 55,000
72500
Cost benefit =0.7586

Digital nnovationI 16
PRODUCT/SERVICES ROADMAP AND MINIMAL
VIABLE PRODUCT/SERVICES/PROCESS FOR “VOICE
RECOGNITION.
A product roadmap may be a plan for how your item is aiming to meet a set of business
objectives. The guide subtle elements the course of your item and the work that's required to
induce there. It is utilized to communicate the item heading and advance to inner groups and
outside partners. Roadmaps too permit item groups to evaluate unused demands for usefulness
against planned work. The below are some of the components of the roadmaps for an MVP
employed in the voice recognition industry;
Products
A product can be an item (hardware or software), benefit, an idea, a method that fulfils a
requirement or a need. It incorporates a combination of substantial and intangible qualities
(benefits, highlights, capacities, employment) that a seller offers a buyer for purchase.
Goals
Goals are quantifiable, time-bound targets that have clearly characterized success metrics related
with them. They are included in an item guide to appear the basic achievements required to
create the item vision a reality.
Releases

Digital nnovationI 17
A release is ordinarily the launch of new functionality for an item that gives esteem to clients.
Discharges regularly contain legends or numerous highlights that get delivered at the same time.
Initiatives
Vital initiatives represent high-level endeavours or huge topics of work that have to be
completed to attain the objectives. You'll overlay activities in a guide to appear how particular
discharges and features relate to the strategy.
Time
Product roadmaps ordinarily incorporate dates to appear when unused items and overhauls to
existing ones will be completed and discharged. The time scale utilized depends on the level of
detail required and can extend from days and weeks to months, quarters, and some of the time
even years.
Some of the roadmap for the voice recognition are discussed below;
The below are the roadmap which is employed for the voice recognition app.
i. Start with strategy
The voice recognition begins with a strong strategy which comprises of the app´s goal and
vision, such vision clearly states the problem one is solving for the customers. While the goal
articulates what one wants the product to realize in a span of time.
ii. Identify Strategic themes

Digital nnovationI 18
Initiative articulates the broad strategic themes for the work that helps one in realizing the set
goals. The initiative is decomposed into features as well as user stories. This helps the
organization to clearly communicate the roadmap strategy to shareholders without getting into
details. If the organization does not alter the course then the organization should start through
reevaluating and altering the strategic initiatives.
iii. Work cross-functionally
Developing a voice recognition roadmaps requires frequent communication and collaboration
between trade and advancement bunches, and between the organization and its clients. For
example, it is basic for you to construct the roadmap with improvement input so that realistic
estimations of esteem and effort result in a feasible plan.
iv. Tie user stories to strategic themes
The item vision, objectives, and initiatives defined for an agile roadmap provide product
managers with a prioritization direct for breaking down huge subjects of work into highlights.
Improvement groups can at that point break down highlights into specialized prerequisites,
assess the scope, and offer assistance organize them into sprints. The result may be an
accumulation of highlights and client stories — with a clear association to product technique —
on which groups can rapidly execute. You can direct the dexterous guide by regularly evaluating
their technique — if the objectives alter, the work that's prioritized ought to alter as well.
v. Capture ideas

Digital nnovationI 19
Client delight is a core fundamental of roadmap approaches employed for the implementation of
the voice recognition app. Gauging whether customers are upbeat requires collecting their input.
Which can be done through client experience interviews, ideas entry entries, convenience testing,
and utilization data. After you've got collected client thoughts for improving the item, they got to
score and prioritize those thoughts for a future discharge accumulation.
vi. Measure results
Organization roadmap for the voice recognition app measure progress towards their strategic
goals, review development metrics around predictability and velocity and evaluate the business
impact of new feature ideas. When you take this approach, you may review and adjust your
product roadmaps on a quarterly or monthly basis. Inspecting the agile roadmap and adapting
plans with customer and stakeholder feedback can help you accommodate short-term change
while continuing progress towards the product’s long-term vision and goals.
Issues with voice recognition
Some of the issues and integrations of the voice recognition, these issues of the voice recognition
can as well be integrated to help make the voice recognition app work as required. Some of the
issues which need to be integrated to ensure that the app work as required;
i. Voice Complexities

Digital nnovationI 20
This may be one of the most complicated issues with the software is the voice. While the
software interprets spoken words into computerized records within a very short time, it can only
put commas, for the case, on the off chance that the doctor talks a comma. Run on sentences,
incorrectly spelt words due to emphasis or highlight, an expansion to the periodic word not
predictable by the software may give a genuine issue in a patient’s restorative record. And some
of the voices might not be cognized perfectly as required.
ii. Speech, Speed & Accents
Many individuals know at least someone having a serious Southern accent. Nearly everybody
knows somebody with an alien complement that's troublesome to get it. The English dialect isn’t
simple to get it when talked by non-Americans. When talked by somebody with an extraordinary
Southern complement, it can be as well be troublesome to understand. Now imagine the slow
speaker or the speaker from another land speaking into a recorder with voice recognition ability.
In any way, you get exactly what you put in the voice acknowledgement program might as it
recorded the words it gets it clear.
iii. Issues with Background Noise
One of the issues with the voice recognition is the background noise which actually interferes
with the voice recognition software. The background voices will as well be recognized by the

Digital nnovationI 21
voice recognition software which will basically affect the clarity and the efficacy of the operation
of the software.
Conclusion and recommendation
The strategies put forward for both the short term and long term are very significant for
the launching of the voice recognition app. This movie industry will hence make a good use of
this and make the CityRail organization compete effectively through using this new technology
in the industry. To enable all these to come to reality there must be goals, mission, vision as well
as hypothesis which should be clearly stated. The paper also gives a good roadmap which is
employed through the MVP to enable the product to be launched perfectly and adopted and used
in the movie industry.
It is recommended that the CityRail should adopt the use of the voice recognition
software in a cool environment where there is no background noise to aid in a quality
recognition. The organization may as well do an intensive cost benefit analysis, this will help the
organization to realize good profit and reduce losses in development of voice recognition
software.
Bibliography
rikmanB , Y., 2016. tartup Programmer s Guide to uilding Products echnologies and eamsS : A ' B , T , T . rd3
ed Manchester Reilly Media nc. : O' , I .
Connors M, ., 2017. Product oadmaps elaunched Ho to et irection hile Em racing ncertaintyR R : w S D W b U .
rd ed Manchester " Reilly Media3 . : O' .
conomyE , P., 2012. ser tory Mapping iscover the hole tory uild the ight ProductU S : D W S , B R . nd ed2 .
Manchester CRC: .

Digital nnovationI 22
ighsmith RH , J. ., 2009. gile Project Management Creating nnovative ProductsA : I . nd ed ull earson2 . H : P
ducationE .
ncI ., I., 2012. ai an nvestment rade trategy and greements Hand oo olume trategicT w I , T S A b k V 1 S
nformation and elected greementsI S A . rd ed awaii ulu com3 . H : L . .
owitzK , B., 2016. Ho to olve ig Pro lems and est e deas in ust ive aysw S B b T N w I J F D . rd ed Chicago Simon3 . :
and Schuster.
lsen DO , ., 2015. he ean Product Play oo Ho to nnovate ith Minimum ia le Products and apidT L b k: w I w V b R
Customer eed acF b k. rd ed leicester ohn iley Sons3 . : J W & .
lsen DO , ., 2015. he ean Product Play oo Ho to nnovate ith Minimum ia le Products and apidT L b k: w I w V b R
Customer eed acF b k. st ed awaii ohn iley Sons1 . H : J W & .
ichler RP , ., 2016. trategi e Product trategy and Product oadmap Practices for the igital geS z : S R D A .
C S R ichler ConsultingLEI E TE : P .
Ries, E., 2016. hort term strategies in launching M PS V . rd ed ull entang ustaka3 . H : B P .
Rubin, K., 2012. Essential crum Practical Guide to the Most Popular gile ProcessS : A A . th ed lorida5 . F :
Addison esley rofessional-W P .
Sharon, T., 2016. alidating Product deas hrough ean ser esearchV I : T L U R . rd ed Rosenfeld Media3 . 2016: .
Steinhardt, G., 2012. he Product Manager s ool it Methodologies Processes and as s in High echT ' T k : , T k -T
Product Management. th ed Chicago Springer Science usiness Media5 . : & B .
Vii, P., 2016. Minimum ia le Product ips for Getting a M P Early earning and eturn onV b : 21 T V , L R
nvestmentI . rd ed Chicago CreateSpace ndependent ublishing latform3 . : I P P .
alkingshawW , N., 2016. Product eadership Ho op Product Managers aunch esome Products andL : w T L Aw
uild uccessful eamsB S T . th ed ondon CRC4 . L : .