angie's list case study

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Angie's List: Ratings Pioneer Turns 20

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Angie's list: ratings pioneer turns 20 description.

In 1995, before people "googled" or "yelped," Angela Hicks (HBS, 2000) was establishing her Angie's List as a pioneer in the accumulation and dissemination of consumer rating information. Hicks focused on the home repair and maintenance market, and, as she put it, "particularly on high cost of failure situations where good information on potential service providers is correspondingly of high value." Angie's List had a paid subscription model as it charged "members" for access to the information they collectively provided on service providers. More recently, companies such as Yelp, TripAdvisor, and Google have started offering free access to their reviews while relying totally on site advertising and service provider fees for their revenues. In 2015, Angie's List collected close to $68 million in membership fees. In January 2016, with recent declines in the growth rate of member numbers, Angie's List has to decide if it was time to drop the "paid subscription for all" model and introduce a free version of its service to its product line.

Case Description Angie's List: Ratings Pioneer Turns 20

Strategic managment tools used in case study analysis of angie's list: ratings pioneer turns 20, step 1. problem identification in angie's list: ratings pioneer turns 20 case study, step 2. external environment analysis - pestel / pest / step analysis of angie's list: ratings pioneer turns 20 case study, step 3. industry specific / porter five forces analysis of angie's list: ratings pioneer turns 20 case study, step 4. evaluating alternatives / swot analysis of angie's list: ratings pioneer turns 20 case study, step 5. porter value chain analysis / vrio / vrin analysis angie's list: ratings pioneer turns 20 case study, step 6. recommendations angie's list: ratings pioneer turns 20 case study, step 7. basis of recommendations for angie's list: ratings pioneer turns 20 case study, quality & on time delivery.

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Case Analysis of Angie's List: Ratings Pioneer Turns 20

Angie's List: Ratings Pioneer Turns 20 is a Harvard Business (HBR) Case Study on Sales & Marketing , Texas Business School provides HBR case study assignment help for just $9. Texas Business School(TBS) case study solution is based on HBR Case Study Method framework, TBS expertise & global insights. Angie's List: Ratings Pioneer Turns 20 is designed and drafted in a manner to allow the HBR case study reader to analyze a real-world problem by putting reader into the position of the decision maker. Angie's List: Ratings Pioneer Turns 20 case study will help professionals, MBA, EMBA, and leaders to develop a broad and clear understanding of casecategory challenges. Angie's List: Ratings Pioneer Turns 20 will also provide insight into areas such as – wordlist , strategy, leadership, sales and marketing, and negotiations.

Case Study Solutions Background Work

Angie's List: Ratings Pioneer Turns 20 case study solution is focused on solving the strategic and operational challenges the protagonist of the case is facing. The challenges involve – evaluation of strategic options, key role of Sales & Marketing, leadership qualities of the protagonist, and dynamics of the external environment. The challenge in front of the protagonist, of Angie's List: Ratings Pioneer Turns 20, is to not only build a competitive position of the organization but also to sustain it over a period of time.

Strategic Management Tools Used in Case Study Solution

The Angie's List: Ratings Pioneer Turns 20 case study solution requires the MBA, EMBA, executive, professional to have a deep understanding of various strategic management tools such as SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.

Texas Business School Approach to Sales & Marketing Solutions

In the Texas Business School, Angie's List: Ratings Pioneer Turns 20 case study solution – following strategic tools are used - SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis. We have additionally used the concept of supply chain management and leadership framework to build a comprehensive case study solution for the case – Angie's List: Ratings Pioneer Turns 20

Step 1 – Problem Identification of Angie's List: Ratings Pioneer Turns 20 - Harvard Business School Case Study

The first step to solve HBR Angie's List: Ratings Pioneer Turns 20 case study solution is to identify the problem present in the case. The problem statement of the case is provided in the beginning of the case where the protagonist is contemplating various options in the face of numerous challenges that Angie's List is facing right now. Even though the problem statement is essentially – “Sales & Marketing” challenge but it has impacted by others factors such as communication in the organization, uncertainty in the external environment, leadership in Angie's List, style of leadership and organization structure, marketing and sales, organizational behavior, strategy, internal politics, stakeholders priorities and more.

Step 2 – External Environment Analysis

Texas Business School approach of case study analysis – Conclusion, Reasons, Evidences - provides a framework to analyze every HBR case study. It requires conducting robust external environmental analysis to decipher evidences for the reasons presented in the Angie's List: Ratings Pioneer Turns 20. The external environment analysis of Angie's List: Ratings Pioneer Turns 20 will ensure that we are keeping a tab on the macro-environment factors that are directly and indirectly impacting the business of the firm.

What is PESTEL Analysis? Briefly Explained

PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in Angie's List: Ratings Pioneer Turns 20 case study. PESTEL analysis of " Angie's List: Ratings Pioneer Turns 20" can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.

How to do PESTEL / PEST / STEP Analysis? What are the components of PESTEL Analysis?

As mentioned above PESTEL Analysis has six elements – political, economic, social, technological, environmental, and legal. All the six elements are explained in context with Angie's List: Ratings Pioneer Turns 20 macro-environment and how it impacts the businesses of the firm.

How to do PESTEL Analysis for Angie's List: Ratings Pioneer Turns 20

To do comprehensive PESTEL analysis of case study – Angie's List: Ratings Pioneer Turns 20 , we have researched numerous components under the six factors of PESTEL analysis.

Political Factors that Impact Angie's List: Ratings Pioneer Turns 20

Political factors impact seven key decision making areas – economic environment, socio-cultural environment, rate of innovation & investment in research & development, environmental laws, legal requirements, and acceptance of new technologies.

Government policies have significant impact on the business environment of any country. The firm in “ Angie's List: Ratings Pioneer Turns 20 ” needs to navigate these policy decisions to create either an edge for itself or reduce the negative impact of the policy as far as possible.

Data safety laws – The countries in which Angie's List is operating, firms are required to store customer data within the premises of the country. Angie's List needs to restructure its IT policies to accommodate these changes. In the EU countries, firms are required to make special provision for privacy issues and other laws.

Competition Regulations – Numerous countries have strong competition laws both regarding the monopoly conditions and day to day fair business practices. Angie's List: Ratings Pioneer Turns 20 has numerous instances where the competition regulations aspects can be scrutinized.

Import restrictions on products – Before entering the new market, Angie's List in case study Angie's List: Ratings Pioneer Turns 20" should look into the import restrictions that may be present in the prospective market.

Export restrictions on products – Apart from direct product export restrictions in field of technology and agriculture, a number of countries also have capital controls. Angie's List in case study “ Angie's List: Ratings Pioneer Turns 20 ” should look into these export restrictions policies.

Foreign Direct Investment Policies – Government policies favors local companies over international policies, Angie's List in case study “ Angie's List: Ratings Pioneer Turns 20 ” should understand in minute details regarding the Foreign Direct Investment policies of the prospective market.

Corporate Taxes – The rate of taxes is often used by governments to lure foreign direct investments or increase domestic investment in a certain sector. Corporate taxation can be divided into two categories – taxes on profits and taxes on operations. Taxes on profits number is important for companies that already have a sustainable business model, while taxes on operations is far more significant for companies that are looking to set up new plants or operations.

Tariffs – Chekout how much tariffs the firm needs to pay in the “ Angie's List: Ratings Pioneer Turns 20 ” case study. The level of tariffs will determine the viability of the business model that the firm is contemplating. If the tariffs are high then it will be extremely difficult to compete with the local competitors. But if the tariffs are between 5-10% then Angie's List can compete against other competitors.

Research and Development Subsidies and Policies – Governments often provide tax breaks and other incentives for companies to innovate in various sectors of priority. Managers at Angie's List: Ratings Pioneer Turns 20 case study have to assess whether their business can benefit from such government assistance and subsidies.

Consumer protection – Different countries have different consumer protection laws. Managers need to clarify not only the consumer protection laws in advance but also legal implications if the firm fails to meet any of them.

Political System and Its Implications – Different political systems have different approach to free market and entrepreneurship. Managers need to assess these factors even before entering the market.

Freedom of Press is critical for fair trade and transparency. Countries where freedom of press is not prevalent there are high chances of both political and commercial corruption.

Corruption level – Angie's List needs to assess the level of corruptions both at the official level and at the market level, even before entering a new market. To tackle the menace of corruption – a firm should have a clear SOP that provides managers at each level what to do when they encounter instances of either systematic corruption or bureaucrats looking to take bribes from the firm.

Independence of judiciary – It is critical for fair business practices. If a country doesn’t have independent judiciary then there is no point entry into such a country for business.

Government attitude towards trade unions – Different political systems and government have different attitude towards trade unions and collective bargaining. The firm needs to assess – its comfort dealing with the unions and regulations regarding unions in a given market or industry. If both are on the same page then it makes sense to enter, otherwise it doesn’t.

Economic Factors that Impact Angie's List: Ratings Pioneer Turns 20

Social factors that impact angie's list: ratings pioneer turns 20, technological factors that impact angie's list: ratings pioneer turns 20, environmental factors that impact angie's list: ratings pioneer turns 20, legal factors that impact angie's list: ratings pioneer turns 20, step 3 – industry specific analysis, what is porter five forces analysis, step 4 – swot analysis / internal environment analysis, step 5 – porter value chain / vrio / vrin analysis, step 6 – evaluating alternatives & recommendations, step 7 – basis for recommendations, references :: angie's list: ratings pioneer turns 20 case study solution.

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Angie's List: Ratings Pioneer Turns 20

• Format: Print
• | Language: English
• | Pages: 16

About The Authors

Ayelet Israeli

Robert J. Dolan

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• Angie's List: Ratings Pioneer Turns 20  By: Ayelet Israeli and Robert J. Dolan

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Angie’s List pioneered the concept of offering local ratings and reviews for local service providers—think plumbers, roofers, home contractors–online.

Background:

Angie’s List, co-founded by Angie Hicks, started off in 1995 as a small, bootstrapped local “ratings and reviews” business focused on home and lawn-care services. Company reps had literally gone door-to-door to acquire subscribers, but the company slowly grew and carved out a unique position nationwide in the large, highly fragmented and historically inefficient local-services market. Battery participated in a growth investment round at a critical point in the company’s history in 2008. At that time, the business model worked in a small number of markets, but it needed capital and expertise to expand across the U.S. The company’s partnership with Battery allowed that to happen.

Battery’s Impact:

• Helped build out the executive team, with a particular emphasis on online-marketing talent;
• Provided deep counsel on product and pricing strategy, as well as M&A strategy;
• Steered the team through smart and steady growth nationwide, fending off competitors and copycats along the way; and
• Supported continued investment in marketing to drive growth, while guiding the team on reducing the cost of customer acquisition—all while increasing retention rates and lifetime customer value.
• The company scaled to be the dominant player in its market, garnering millions of subscribers worldwide.
• NASDAQ:  ANGI, November 2011
• In 2017, IAC announced plans to acquire Angie’s List and combine it with IAC’s  HomeAdvisor  to form a new publicly-traded company called  ANGI Homeservices Inc .

The presented case study investment was made in particular economic and market conditions. There can be no assurance that Battery Venture would elect, or be able, to exploit similar opportunities in a similar manner under similar or different economic and market conditions. More generally, there can be no assurances that the Battery vehicles will have comparable investment opportunities in the future. No assumptions should be made that any investments identified above were profitable. It should not be assumed that recommendations made in the future will be profitable or comparable to the portfolio company described in this case study. For a full list of all Battery Ventures investments, please click here .

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Angie’s List: Ratings Pioneer Turns 20 Case Solution & Answer

Home » Case Study Analysis Solutions » Angie’s List: Ratings Pioneer Turns 20

Angie’s List: Ratings Pioneer Turns 20 Case Solution

In 1995, prior to individuals “googled” or “yelped,” Angela Hicks (HBS, 2000) was developing her Angie’s List as a pioneer in the build-up and dissemination of customer ranking details.

Hicks concentrated on the house repair work and upkeep market, and, as she put it, “especially on high expense of failure scenarios where great info on prospective company is likewise of high worth.” Angie’s List had actually a paid membership design as it commanded “members” for access to the info they jointly supplied on company.

This case is about  MARKETING

PUBLICATION DATE: September 03, 2016

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Angie’s List

Angie's List is a US-based, paid subscription supported website containing crowd-sourced reviews of local businesses. Angie's List has been a trusted name for 20 years for consumers that depend on whenever they have home or health care needs. The company also offers Fair Price and Service Quality Guarantees to over 3 million members.

The Challenge

As a leader in the market, Angie’s List was in need of keeping the quality of its services updated with the latest demands in the software industry. From a technical perspective, this meant to move from its former monolithic architecture into a system based on microservices capable of complying with all of the reactive principles .

The solution

A group of developers joined Angie's List's engineering team and started working with them shoulder to shoulder. First, the existent monolith application was decomposed into several independent deployable units. In order to do so, DDD concepts were brought to the table: all different subdomains were identified through the input of domain experts which lead to the definition of bounded contexts and the limits and responsibilities of the new microservices themselves. Microservices were developed using Play, Akka and Slick as main technologies. An Event Bus for performing Event Sourcing was also implemented using Kafka. Additionally, all search features were refactored using ElasticSearch as their engine.

AS A FINAL RESULT, WE BUILT A FLEXIBLE AND ROBUST PLATFORM TOOL, THAT MADE OUR CLIENT VERY HAPPY!

The work performed and the knowledge provided by the team was essential for meeting Angie’s List’s goals. The foundations for a renewed cutting-edge system were laid out which insured the engagement of its extensive user and customer base and the prosperity of its business operations.

Technical approach

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Marketing Process Analysis

Segmentation, targeting, positioning, marketing strategic planning, marketing 5 concepts analysis, swot analysis & matrix, porter five forces analysis, pestel / pest / step analysis, cage distance analysis international marketing analysis leadership, organizational resilience analysis, bcg matrix / growth share matrix analysis, block chain supply chain management, paei management roles, leadership with empathy & compassion, triple bottom line analysis, mckinsey 7s analysis, smart analysis, vuca analysis ai ethics analysis analytics, angie's list: ratings pioneer turns 20 case memo, recommendation memo / mba resources.

• Angie's List: Ratings Pioneer Turns 20
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Introduction to Case Memo & Recommendation Memo

EMBA Pro Case Memo for Angie's List: Ratings Pioneer Turns 20 case study

In 1995, before people "googled" or "yelped," Angela Hicks (HBS, 2000) was establishing her Angie's List as a pioneer in the accumulation and dissemination of consumer rating information. Hicks focused on the home repair and maintenance market, and, as she put it, "particularly on high cost of failure situations where good information on potential service providers is correspondingly of high value." Angie's List had a paid subscription model as it charged "members" for access to the information they collectively provided on service providers. More recently, companies such as Yelp, TripAdvisor, and Google have started offering free access to their reviews while relying totally on site advertising and service provider fees for their revenues. In 2015, Angie's List collected close to $68 million in membership fees. In January 2016, with recent declines in the growth rate of member numbers, Angie's List has to decide if it was time to drop the "paid subscription for all" model and introduce a free version of its service to its product line.

Case Authors : Robert J. Dolan, Ayelet Israeli

Topic : sales & marketing, related areas : growth strategy, internet, market research, pricing, product development, supply chain, emba pro case memo & recommendation memo approach for angie's list: ratings pioneer turns 20.

At EMBA PRO , we provide corporate level professional Marketing Mix and Marketing Strategy solutions. Angie's List: Ratings Pioneer Turns 20 case study is a Harvard Business School (HBR) case study written by Robert J. Dolan, Ayelet Israeli. The Angie's List: Ratings Pioneer Turns 20 (referred as “Angie's List” from here on) case study provides evaluation & decision scenario in field of Sales & Marketing. It also touches upon business topics such as - Marketing Mix, Product, Price, Place, Promotion, 4P, Growth strategy, Internet, Market research, Pricing, Product development, Supply chain. Our immersive learning methodology from – case study discussions to simulations tools help MBA and EMBA professionals to - gain new insight, deepen their knowledge of the Sales & Marketing field, company, context, collaborators, competitors, customers, Marketing Mix factors, Products related decisions, pricing strategies and more.

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Case Study Recommendation Memo Overview

At EMBA Pro, we write Angie's List: Ratings Pioneer Turns 20 case study recommendation memo as per the Harvard Business Review (HBR) Communication case memo framework. If you are looking for MBA, Executive MBA or Corporate / Professional level recommendation memo then feel free to connect with us. Our Angie's List: Ratings Pioneer Turns 20 recommendation memos are concisely written and exhibit and illustrate the clear strategic thought process of the protagonist in the case study.

What is Angie's List: Ratings Pioneer Turns 20 Case Study Recommendation Memo

The Angie's List: Ratings Pioneer Turns 20 case study recommendation memo is one page or at max two page document (not including the exhibits) that recommends the course of action and provide its rationale in brief. The popularity of the format is because of the limited time available to most leaders and managers in today’s corporations. According to survey by Harvard Business Review, recommendation memo is the most used document in fortune 500 firms and extensively preferred by CEOs of transnational organizations. The greatest advantage of recommendation memo is that it cuts the slab out of communication and makes the writer focus on the most critical aspects. Like all other forms of communication, writing case study recommendation memo requires practice and clear insight into what is required.

Angie's List: Ratings Pioneer Turns 20 Case Memo Structure

First paragraph ....

The first paragraph of the Angie's List: Ratings Pioneer Turns 20 recommendation memo includes recommended course of action for Angie's List. It will clearly state your intent or course of action you like the organization to pursue. It usually starts with – “This recommends .... ” Topic of the Angie's List: Ratings Pioneer Turns 20 – This section encapsulates the “what” of the core issue rather than how and when. Caveats for writing first paragraph yourself - Don’t focus on the how and when of events in the case, as they take away the precision of the intent or course of action. There should be clear purpose and objective to the first paragraph.

Background of Angie's List: Ratings Pioneer Turns 20

The background paragraph of briefly states – the historical context, illustrate the moment that brought the protagonist into the present situation and why she needs to make a decision. • How the technology challenges will impact the operations of companyname? • How companyname inability to attract best talent is impacting its capacity to innovate. What it needs to do to improve the conditions. • How Angie's List's big budget and small budget financial performance differs and what is preferred way going forward. It is a good practice to state the constraints such as – technology, capacity, budget, and people etc in the background section as it will help in building the analysis part plus provide the reader to relate to the recommendations part in the first paragraph. The section needs to be both brief and factual. Only use data that is relevant to explain bigger picture. Detailed charts and tables can go into exhibits. Checklist for writing an excellent background section –

- Is the background clear, concise, and easy to follow?

- Are only the pertinent facts from the case study outlined?

- Does the background section of recommendation memo explain why action is needed now?

- After reading the background section can the reader come across the appropriate sense of urgency for why action is needed now?

Issues and Analysis

List 3-4 most pressing issues the protagonist in Angie's List: Ratings Pioneer Turns 20 case study is facing. How these issues can impact the Angie's List. Conduct a situational analysis using strategic tools such as – PESTEL analysis, Porter Five Forces analysis, SWOT analysis.

Recommendations

In this section you should present the details of – What to do, how to do it and when to do it. The recommendations should pass the criteria of – Suitability, Acceptability, and Feasibility. Are the recommendations suitable for the Angie's List given the scenario and issues discussed in the Angie's List: Ratings Pioneer Turns 20. Are the recommendations acceptable given the culture of the Angie's List. Often consulting companies make this error that they strive to provide best in class solution even though implementing it may run counter to the culture of the organization. The recommendations should be consistent with the culture of Angie's List. Finally recommendations should meet the feasibility criteria based on the facts and details provided in the casename. You can conduct a VRIO analysis of Angie's List to assess whether the recommended course of action is feasible under the present – resources, skills, technological know how, and financial ability of the organization.

Basis for recommendations

Providing supporting argument and evidences on why each recommendation is unique and need to implemented to change the present situation. The supporting evidences can include – financial statements, growth trajectory, organization culture and leadership style in the organization. For greater transparency and integrity of Angie's List: Ratings Pioneer Turns 20 case study recommendation memo – always explicitly mention the assumptions. The assumptions are often your business judgment based on industry knowledge and facts provided in case study analysis.

Discussions

Mention the second best or third best options that were not selected in the final recommendations. This will provide a reader an ability to look beyond the recommended solution. Always discuss the risks and key assumptions. If you prefer you can make a full disclosure grid of Angie's List based on the description provided in the case study. Risk associated with the recommendations should also be clearly addressed based on thorough analysis and structured line of reasoning.

This step require a detail road map for the execution of the recommendations. It may involve what are the resources required, how much time it will take. What is the desired sequence of activities and key milestones in the course of implementation of the recommendations.

If you have used extensive analysis, statistical models and other strategic tools to come to the conclusions then add those in the exhibit section. This will help in explaining your work process and how you reached the conclusions you have reached and what assumptions underpin those conclusions. Make sure to clearly lay out – references, books details, and tables that are used for the purpose of analysis.

5C Marketing Analysis of Angie's List: Ratings Pioneer Turns 20

4p marketing analysis of angie's list: ratings pioneer turns 20, porter five forces analysis and solution of angie's list: ratings pioneer turns 20, porter value chain analysis and solution of angie's list: ratings pioneer turns 20, case memo & recommendation memo of angie's list: ratings pioneer turns 20, blue ocean analysis and solution of angie's list: ratings pioneer turns 20, marketing strategy and analysis angie's list: ratings pioneer turns 20, vrio /vrin analysis & solution of angie's list: ratings pioneer turns 20, pestel / step / pest analysis of angie's list: ratings pioneer turns 20, case study solution of angie's list: ratings pioneer turns 20, swot analysis and solution of angie's list: ratings pioneer turns 20, references & further readings.

Robert J. Dolan, Ayelet Israeli (2018) , "Angie's List: Ratings Pioneer Turns 20 Harvard Business Review Case Study. Published by HBR Publications.

Kotler & Armstrong (2017) "Principles of Marketing Management Management", Published by Pearson Publications.

M. E. Porter , Competitive Strategy(New York: Free Press, 1980)

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When we started working with Angie’s List, they were losing customers almost as quickly as they were gaining them. Previous advertising focused on real subscriber testimonials and younger customers had difficulty understanding why they should pay for a subscription list service when they could ask their friends on social media for a recommendation.

Using Angie’s List means getting your Saturday back and not risking your neck on a ladder. It’s a way to get that kitchen you will obsess over. We knew that for Angie’s List to Be Magnetic we needed to show busy homeowners the love of having a project done and expand their message to include the turnkey features of the product that make getting a project done easy.

The campaign resulted in a 55% lift in the response rate. Angie’s List was able to reduce media spend while increasing membership leading to their first profitable quarter ever.

Instead of selling a list of search results, we created fans.

:30 Television

55 % Lift in response rate

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Angie’s List Harvard Case Solution & Analysis

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• Angie's List currently has a three-tier set of service offerings for members. What is your evaluation of that strategy? 

Angie list, after facing a sudden decline insales, planned to devise a new strategy which would sustain the dropping sales and popularity. In order to do so, the company segregated the market into three main tiers namely Basic, Plus and Premium. These three tiers carried different sets of offerings and the level of services. The bifurcation of market and customer into the three tiers allowed the company to cater the customers and target the needs accordingly.The bifurcation of the market allowed Angie’s list to setits offering and develop a marketing plan according to the behavior of each group. Since the unified strategycould not harvest generate more benefits and additionally may lead to dissatisfaction of customers with the threat of failure of the single strategy, due to these reasons the company developed a different set of strategy and business plan for each segment. The strategy to divide the market in tomicro group proved to be a good strategy as it allowed the company to understandthe needs, demands and behaviors of certaincustomerbase. AsAngie’s list hasmany types of customers looking for different solutions and type of data, it proved to be a precise solution which was time saving and shared the content only relevant to customer. Moreover, it offered a competitive advantage to the customers, because the customerswith premium account received additional service with guarantee of work and offered a more in-depthdata than those who were using basic account.The strategy helped the company in maintaining itsbrand image as a solution provider or data provider to different segments. The three tier strategy enabled the company to tap larger markets and thus,increased its market share, as well as it enhanced its brand image and brand value.

Angie’s List Harvard Case Solution & Analysis

It additionally helped the company to gather a large amount of data from all kinds of clients, making the data base authentic and reliable. In addition to this, the three-tier strategy enabled the company to expand its offerings and put more focus on each and every tier, resulting in morecustomer satisfaction through experience and product offerings by detailing the very micro-scopic issues. Moreover, the three tier strategy allowed thecompany tomanage the customers and analyze where itstoodand what kind of clients it had on board. This allowed the company to forecast the sales of next year accordingly, as well as, it helped he company gauge its sustainability factor which shaped its business strategy in future time.

Lastly, it helped the company manage its customers and offer exceptional customer service on the basis of data. Itmaintained the experience of the customers and curtailed the offering with continual innovation in tiers that could specifically target the focused audience.Hence,with the help ofthis strategy , the extent of error and wrong strategy to tap and retain the customers was reduced................

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Purpose of sales & marketing case study recommendation memo.

A Case Study Memo or Case Study Recommendation Memo is a routinely used document in leading organizations, and you may be writing number of such memos to executive leadership to “sell” or elevate an initiative that either you are undertaking or you wanted to kick start. Therefore, it is essential that you have a professional case study recommendation memo.

The purpose of a recommendation memo is to concisely recommend a course of action and provide rationale supporting the recommendation. The case study recommendation memo is a one-two page document (not including exhibits) that recommends your course of action and rationale. This format promotes a concise and clear strategic thought process.

Elements of a Case Study Recommendation Memo for – MBA & Executive MBA

1. first paragraph of angie's list: ratings pioneer turns 20 recommendation memo.

• This paragraph expresses your intent or action that you required after reading the Angie's List: Ratings Pioneer Turns 20 case study (This recommends……).
• Topic overview of the case study (the “what”, not “when” or “how”): costs, funding, etc.
• Ends with the hook: selling idea, the “why” or payoff: this part reveals the author’s point of view. What you intend to do after reading the case and it clearly mention your decision.

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2. Background of Angie's List: Ratings Pioneer Turns 20 case study

• Historical perspective on the problem is provided. Details are elaborated that underline the given problem.
• Highlights - what brought us to this moment, why we are in this position, what brought about the need to make this decision.
• Dimensionalize the importance of the problem to the organization and how it is impacting the organization.
• Constraints – Provide a situational analysis based on case study analysis.
• Keep the background section both factual and concise. It is part of the memo where we provide a brief insight into the problem and define the problem.

Is the background clear, concise, and easy to follow? Does it explain why action is needed now? Does the appropriate sense of urgency come across in the case study?

3. Recommendations for Angie's List: Ratings Pioneer Turns 20 Case Memo

• The details of what, when and how. NO 'why'.
• This section should be very specific (100% clear). It must be actionable (How much will it cost, when, how, who). The reader should be able to read this and know how to carry out this recommendation.
• Some cases will require more than one recommendation. It often happens that the firm will require more than one recommendations as there are numerous unknown in the market place.

Is the recommendation clear and actionable? Does the firm has capability to implement the recommendations or does it needs to hire fresh talent?

4. Basis for the Recommendations

• Here the reader of the case memo will learn WHY each recommendation is the UNIQUE right thing to do.
• 2-3 solid reasons are typical. The reasons should be backed by clear logic, organization’s vision and mission statements, and robust data analysis.
• Orignal recommendation can be backed by few supporting roadmap to actions. In operations cases the Critical Path Method of PERT can be used to illustrate the point.
• Support includes impact on profit, share, and anything else that can affect long-term business goals of the firm.
• Analysis should address applicable quantitative issues such as NPV, break even analysis, pro forma statement of project budget, sensitivity analysis; as well as qualitative issues, such as, technology consistency, architectural conformance, innovation potential, etc.
• Appeals to precedent and anecdotal evidence in absence of data, but only in limited, carefully constrained manner.
• Shows how the recommendation will put the firm at a competitive advantage or is simply acompetitive necessity.
• The goal is to read the basis and conclude the recommendation.
• Is the recommendation an inescapable conclusion of the basis?
• Does the basis for recommendation appropriately consider: 1. Core competencies and consistency with mission? 2. External customers and internal clients? 3. Competitors? 4. Attractiveness – quantitative measures if applicable (e.g., NPV, ROI, break-even, payback)?
• Are all assumptions explicitly stated (e.g., needs, technology trends)?

5. Discussions

• Outline other alternatives not selected and provide brief reasoning for doing so.
• Discuss risks and key assumptions for Angie's List: Ratings Pioneer Turns 20 case memo (use full disclosure, reference options grid) of your recommendation.
• When you give a precise number or range, you must support the basis as well.
• Is the analysis thorough with key alternatives fairly considered using options grid?
• Risks associated with recommendation for Angie's List: Ratings Pioneer Turns 20 are properly addressed given the present capabilities and future expectations?

6. Next Steps for Angie's List: Ratings Pioneer Turns 20 case study memo

• Clearly specify the roadmap of the execution. Provide specific date and action that are required to carry on the next steps.
• Task assignment, objectives, roles and metrics should be mentioned in advance to reduce ambiguity and replication. (what will be done, by whom, and by when)
• Clear follow-up/next steps?
• If appropriate, lay out timeline with key milestones to implement recommendation.

7. Exhibits for Angie's List: Ratings Pioneer Turns 20 case memo

• An Exhibit can be a data chart, map, graph, grid, or simple data table.
• While doing the calculations please mention all the assumptions. The reader won’t able to decipher each of the assumption so make them explicit.
• Exhibits should have Title, sources, footnotes to calculation. The point of the Exhibit should be instantly clear to the reader.
• Exhibits should be cited in the proper order (i.e., do not cite Exhibit 4 first in your Memo and then Exhibit 2).

Checklist for Angie's List: Ratings Pioneer Turns 20 case study memo exhibit

• Is the analysis presented in the case memo - precise, accurate, and data-based?
• Are the exhibits clearly laid out, titled, and referenced in the case study memo?
• Is every assumption mentioned in the case memo is explicitly listed?

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• Agile Business Consortium
• DSDM Project Framework

Chapter 10: MoSCoW Prioritisation

Previous  chapter: 9  Workshops

10.1 Introduction

In a DSDM project where time has been fixed, it is vital to understand the relative importance of the work to be done in order to make progress and keep to deadlines. Prioritisation can be applied to requirements/User Stories, tasks, products, use cases, acceptance criteria and tests, although it is most commonly applied to requirements/ User Stories. (User Stories are a very effective way of defining requirements in an Agile style; see later chapter on Requirements and User Stories for more information.) MoSCoW is a prioritisation technique for helping to understand and manage priorities. The letters stand for:

• S hould Have
• C ould Have
• W on’t Have this time

The use of MoSCoW works particularly well on projects. It also overcomes the problems associated with simpler prioritisation approaches which are based on relative priorities:

• The use of a simple high, medium or low classification is weaker because definitions of these priorities are missing or need to be defined. Nor does this categorization provide the business with a clear promise of what to expect. A categorisation with a single middle option, such as medium, also allows for indecision
• The use of a simple sequential 1,2,3,4… priority is weaker because it deals less effectively with items of similar importance. There may be prolonged and heated discussions over whether an item should be one place higher or lower

The specific use of Must Have, Should Have, Could Have or Won’t Have this time provides a clear indication of that item and the expectations for its completion.  

10.2 The MoSCoW Rules

10.2.1 Must Have

These provide the Minimum Usable SubseT (MUST) of requirements which the project guarantees to deliver. These may be defined using some of the following:

• No point in delivering on target date without this; if it were not delivered, there would be no point deploying the solution on the intended date
• Not legal without it
• Unsafe without it
• Cannot deliver a viable solution without it

Ask the question ‘what happens if this requirement is not met?’ If the answer is ‘cancel the project – there is no point in implementing a solution that does not meet this requirement’, then it is a Must Have requirement. If there is some way around it, even if it is a manual and painful workaround, then it is a Should Have or a Could Have requirement. Categorising a requirement as a Should Have or Could Have does not mean it won’t be delivered; simply that delivery is not guaranteed.  

10.2.2 Should Have

Should Have requirements are defined as:

• Important but not vital
• May be painful to leave out, but the solution is still viable
• May need some kind of workaround, e.g. management of expectations, some inefficiency, an existing solution, paperwork etc. The workaround may be just a temporary one

One way of differentiating a Should Have requirement from a Could Have is by reviewing the degree of pain caused by the requirement not being met, measured in terms of business value or numbers of people affected.  

10.2.3 Could Have

Could Have requirements are defined as:

• Wanted or desirable but less important
• Less impact if left out (compared with a Should Have)

These are the requirements that provide the main pool of contingency, since they would only be delivered in their entirety in a best case scenario. When a problem occurs and the deadline is at risk, one or more of the Could haves provide the first choice of what is to be dropped from this timeframe.  

10.2.4 Won’t Have this time

These are requirements which the project team has agreed will not be delivered (as part of this timeframe). They are recorded in the Prioritised Requirements List where they help clarify the scope of the project. This avoids them being informally reintroduced at a later date. This also helps to manage expectations that some requirements will simply not make it into the Deployed Solution, at least not this time around. Won’t Haves can be very powerful in keeping the focus at this point in time on the more important Could Haves, Should Haves and particularly the Must Haves.

10.3 MoSCoW Relating to a Specific Timeframe

In a traditional project, all requirements are treated as Must Have, since the expectation is set from the start that everything will be delivered and that typically time (the end date) will slip if problems are encountered. DSDM projects have a very different approach; fixing time, cost and quality and negotiating features. By the end of Foundations, the end dates for the project and for the first Project Increment are confirmed. In order to meet this commitment to the deadline, DSDM projects need to create contingency within the prioritised requirements. Therefore the primary focus initially is to create MoSCoW priorities for the project. However, when deciding what to deliver as part of the Project Increment, the next focus will be to agree MoSCoW priorities for that Increment. So at this point, a requirement may have two priorities; MoSCoW for the project and MoSCoW for the Increment. Finally, when planning a specific Timebox (at the start of each Timebox) the Solution Development Team will allocate a specific priority for the requirements for this Timebox. At this point, the majority of requirements are Won’t Have (for this Timebox). Only requirements that the Solution Development Team plan to work on in the development timebox are allocated a Must Have, Should Have or Could Have priority. Therefore requirements may have three levels of priority:

• MoSCoW for the project
• MoSCoW for the Project Increment
• MoSCoW for this Timebox

For example: Even if a Must Have requirement for an IT solution is the facility to archive old data, it is very likely that the solution could be used effectively for a few months without this facility being in place. In this case, it is sensible to make the archive facility a Should Have or a Could Have for the first Project Increment even though delivery of this facility is a Must Have before the end of the project. Similarly, a Must Have requirement for a Project Increment may be included as a Should Have or a Could Have (or a Won't Have) for an early Timebox.

It is important that the bigger picture objectives (completion of the Project Increment and delivery of the project) are not forgotten when working at the Timebox level. One simple way to deal with this is to create a separate Timebox PRL, a subset of the project PRL that is specifically associated with an individual Timebox and leave the priorities unchanged on the main PRL for the project.  

10.4 Ensuring effective prioritisation

10.4.1 Balancing the priorities

When deciding the effort allocated for Must Have requirements, remember that anything other than a Must Have is, to some degree, contingency, since the Must Haves define the Minimum Usable SubseT which is guaranteed to be delivered.

DSDM recommends:

• Getting the percentage of project/Project Increment Must Haves (in terms of effort to deliver) to a level where the team’s confidence to deliver them is high – typically no more than 60% Must Have effort
• Agreeing a pool of Could Haves for the project/Project Increment that reflects a sensible level of contingency - typically around 20% Could Have effort. Creating a sensible pool of Could Haves sets the correct expectations for the business from the start – that these requirements/User Stories may be delivered in their entirety in a best case scenario, but the primary project/Project Increment focus will always be on protecting the Must Haves and Should Haves

This spread of priorities provides enough contingency to ensure confidence in a successful project outcome. NB When calculating effort for a timeframe, Won’t Haves (for this timeframe) are excluded. DSDM’s recommendations reflect a typical project scenario. The important thing to make MoSCoW work is to have some visible flexibility in the level of requirements which must be delivered. The safe percentage of Must Have requirements, in order to be confident of project success, is not to exceed 60% Must Have effort.

Figure 10a: MoSCoW – balancing priorities

Levels of Must Have effort above 60% introduce a risk of failure, unless the team are working in a project where all of these criteria are true:

• Estimates are known to be accurate
• The approach is very well understood
• The team are “performing” (based on the Tuckman model)
• The environment is understood and low-risk in terms of the potential for external factors to introduce delays

In some circumstances the percentage of Must Have effort may be significantly less than 60%. However this can be used to the benefit of the business, by providing the greatest possible flexibility to optimise value delivered across a larger proportion of Should Haves. The exact split of effort between Musts, Shoulds, and Coulds is down to each project team to agree, although DSDM also recommends creating a sensible pool of Could Haves, typically around 20% of the total effort. Effective MoSCoW prioritisation is all about balancing risk and predictability for each project.  

10.4.2 Agreeing up front how priorities will work

DSDM defines what the different priorities mean – the MoSCoW Rules. But whereas the definition of a Must Have is not negotiable, the difference between a Should Have and a Could Have can be quite subjective. It is very helpful if the team agree, at the start of their project, how these lower level priorities will be applied. Understanding in advance some objective criteria that separate a Should Have from a Could Have and ensuring that all roles on the project buy into what has been agreed can avoid much heated discussion later. Look for defined boundaries that decide whether a requirement is a Should Have or a Could Have?

For example: At what point does the number of people impacted raise a Could Have to a Should Have? Or, what value of benefits would justify dropping this requirement from a Should Have to a Could Have?

Ideally this agreement is reached before the requirements are captured.   

10.4.3 When to prioritise

very item of work has a priority. Priorities are set before work commences and the majority of this prioritisation activity happens during Foundations. However, priorities should be kept under continual review as work is completed. As new work arises, either through introduction of a new requirement or through the exposure of unexpected work associated with existing requirements, the decision must be made as to how critical it is to the success of the current work using the MoSCoW rules. When introducing new requirements, care needs to be taken not to increase the percentage of Must Have requirement effort beyond the agreed project level. The priorities of uncompleted requirements should be reviewed throughout the project to ensure that they are still valid. As a minimum, they should be reviewed at the end of each Timebox and each Project Increment.  

10.4.4 Discussing and reviewing priorities

Any requirement defined as a Must Have will, by definition, have a critical impact on the success of the project. The Project Manager, Business Analyst and any other member of the Solution Development Team should openly discuss requirements prioritised as Must Have where they are not obvious Must Haves (“Without this would we cancel the project/increment?”); it is up to the Business Visionary or their empowered Business Ambassador to explain why a requirement is a Must Have. The escalation of decision-making processes should be agreed early on, e.g. Business Ambassador and Business Analyst to Business Visionary to Business Sponsor, and the level of empowerment agreed around decision-making at each level. At the end of a Project Increment, all requirements that have not been met are re-prioritised in the light of the needs of the next Increment. This means that, for instance, a Could Have that is not met in one Increment may be reclassified subsequently as a Won’t Have for the next Increment, because it does not contribute enough towards the business needs to justify its inclusion. However, it could just as easily become a Must Have for the next Increment, if its low priority in the first Increment was based on the fact it was simply not needed in the first Solution Increment.  

10.5 Using MoSCoW to Manage Business Expectations

The MoSCoW rules have been defined in a way that allows the delivery of the Minimum Usable SubseT of requirements to be guaranteed. Both the Solution Development Team and those to whom they are delivering share this confidence because the high percentage effort of Shoulds and Coulds provides optimum contingency to ensure delivery of the Must Haves. The business roles can certainly expect more than delivery of only the Must Haves. The Must Haves are guaranteed but it is perfectly reasonable for the business to expect delivery of more than the Minimum Usable SubseT in the timeframe, except under the most challenging of circumstances. DSDM’s recommendation to create a sensible pool of Could Have contingency – typically around 20% of the total project/increment effort - identifies requirements that are less important or which have less impact if not delivered, in order to protect the more important requirements. This approach implies that the business can reasonably expect the Should Have requirements to be met, in addition to all of the Must Haves. It also implies that in a best case scenario, the Could Have requirements would also be delivered. The Solution Development Team cannot have the confidence to guarantee delivery of all the Must Have, Should Have and Could Have requirements, even though these have all been estimated and are included in the plan. This is because the plan is based on early estimates and on requirements which have not yet been analysed in low-level detail. Applying pressure to a team to guarantee delivery of Musts, Shoulds and Coulds is counter-productive. It usually results in padded estimates which give a false perception of success. “We always achieve 100% (because we added significant contingency to our figures”). So, combining sensible prioritisation with timeboxing leads to predictability of delivery and therefore greater confidence. This also protects the quality of the solution being delivered. Keeping project metrics to show the percentage of Should Haves and Could Haves delivered on each Project Increment or Timebox will either re-enforce this confidence, if things are going well, or provide an early warning of problems, highlighting that some important (but not critical) requirements may not be met at the project level.  

10.6 How does MoSCoW Relate to the Business Vision

10.6.1 The Business Sponsor’s perspective

The starting point for all projects is the business vision. Associated with the business vision are a set of prioritised requirements that contribute to delivery of the vision. Also associated with the business vision is a Business Case that describes the project in terms of what value it will deliver back to the business. Depending on the organization, this Business Case may be an informal understanding or it may be defined formally, showing what Return On Investment (ROI) is expected in order to justify the cost of the project. The MoSCoW priorities are necessary to understand the Minimum Usable SubseT and the importance of individual requirements. The Business Visionary must ensure that the requirements are prioritised, evaluated in business terms, and delivered to provide the ROI required by the Business Case, in line with the business vision.  

10.7 Making MoSCoW Work

Requirements are identified at various levels of detail, from a high-level strategic viewpoint (typically during Feasibility) through to a more detailed, implementable level (typically during Evolutionary Development). Highlevel requirements can usually be decomposed to yield a mix of sub-requirements, which can then be prioritised individually. This ensures the flexibility is maintained, so that if necessary, some of the detailed less important functionality can be dropped from the delivered solution to protect the project deadline. It is this decomposition that can help resolve one of the problems that often confront teams: that all requirements appear to be Must Haves. If all requirements were genuinely Must Haves, then the flexibility derived from the MoSCoW prioritisation would no longer work. There would be no lower priority requirements to be dropped from the deliverables to keep a project on time and budget. This goes against the DSDM ethos of fixing time and cost and flexing features (the triangles diagram in the Philosophy and Fundamentals chapter). Believing everything is a Must Have is often symptomatic of insufficient decomposition of requirements. Remember that team members may cause scope creep by working on ”interesting” things rather than the important things. MoSCoW can help avoid this.  

10.8 Tips for Assigning Priorities

1. Ensure that the business roles, in particular the Business Visionary and the Business Analyst, are fully up to speed as to why and how DSDM prioritises requirements.

2. Consider starting with all requirements as Won’t Haves, and then justify why they need to be given a higher priority.

3. For each requirement that is proposed as a Must Have, ask: ‘what happens if this requirement is not met?’ If the answer is ‘cancel the project; there is no point in implementing a solution that does not meet this requirement’, then it really is a Must Have. If not, then decide whether it is Should Have or a Could Have (or even a Won’t Have this time)

4. Ask: ‘if I come to you the night before Deployment and tell you there is a problem with a Must Have requirement and that we can’t deliver it – will you stop the Deployment?’ If the answer is ‘yes’ then this is a Must Have requirement. If not, decide whether it is Should Have or a Could Have.

5. Is there a workaround, even if it is a manual one? If a workaround exists, then it is not a Must Have requirement. When determining whether this is a Should Have or a Could Have requirement, compare the cost of the workaround with the cost of delivering the requirement, including the cost of any associated delays and any additional cost to implement it later, rather than now.

6. Ask why the requirement is needed – for this project and this Project Increment.

7. Is this requirement dependent on any others being fulfilled? A Must Have cannot depend on the delivery of anything other than a Must Have because of the risk of a Should Have or Could Have not being delivered.

8. Allow different priorities for acceptance criteria of a requirement.

For example: 'The current back-up procedures need to ensure that the service can be restored as quickly as possible.' How quick is that? Given enough time and money, that could be within seconds. A smarter definition would be to say it Should happen within four hours, but it Must happen within 24 hours.

9. Can this requirement be decomposed? Is it necessary to deliver each of these elements to fulfil the requirement? Are the decomposed elements of the same priority as each other? 10. Tie the requirement to a project objective. If the objective is not a Must Have, then probably neither is the requirement relating to it. 11. Does the priority change with time? For example, for an initial release a requirement is a Should Have, but it will become a Must Have for a later release. 12. Prioritise testing, using MoSCoW. 13. Use MoSCoW to prioritise your To Do list. It can be used for activities as well as requirements.   

10.9 Summary

MoSCoW (Must Have, Should Have, Could Have, Won’t Have this time) is primarily used to prioritise requirements, although the practice is also useful in many other areas. On a typical project, DSDM recommends no more than 60% effort for Must Have requirements on a project, and a sensible pool of Could Haves, usually around 20% effort. Anything higher than 60% Must Have effort poses a risk to the success and predictability of the project, unless the environment and any technology is well understood, the team is well established and the external risks minimal.

Next chapter: 11 Iterative Development

• Your Project
• MoSCoW Method

What is the MoSCoW Method?

The MoSCoW Method is a prioritization tool that helps professionals in managing their time and effort .

To do so, it proposes to classify the importance of the different characteristics of a product (or a Project) according to their importance .

Its name is an acronym of the 4 Prioritization Categories proposed (adding two “o”):

• M ust Have .
• S hould Have .
• C ould Have .
• W on’t Have .

Four Prioritization Categories

Must Have : Essential Requirements that the product or project must have.

• Critical Features without replacement.

Should Have : Important desired Requirements for the product or project.

• They can be substituted if necessary.

Could Have : Improvements to the product or project.

• There are different alternatives.

Won’t have : Characteristics agreed not to be adopted .

• No one will waste time implementing them.

Let’s see the first example:

MoSCoW Method example

Imagine that you have been hired to create a Website for a Law firm.

They want a professional Site where people can Register and, once inside, track their court cases .

Since you want to deliver the best possible Site on time, you decide to follow the MoSCoW method .

How does it look like?

Must Have :

• Solid programming without any bugs.
• A Solid Register System.
• A Safe and Reliable personal directory.

Should Have :

• A Fast Site.
• An outstanding Design.
• Notifications sent by e-mail.

Could Have :

• Custom menus.
• Suggestions.
• A Blog section with latest news.

Won’t Have :

• Paid content.
• A Public Members section.

As we usually say, this Method may seem obvious.

Then… Why is it important?

Why is the MoSCoW Method important?

Many of professionals end up wasting time , effort and resources on useless task s that are ultimately not essential at all.

Surely you have experienced this situation working in a Team:

• Everyone spends hours modifying a minor feature and, ultimately, the important thing is missing .

That is why this Method is so important:

• Because it concentrates your efforts and forces you to think about what is really important .

As you can imagine, this Tool can be employed in practically all kinds of situations.

But when do we especially recommend it?

When should you use the MoSCoW Method?

We highly recommend to use the MoSCoW Method:

• To put order and prioritization.
• To avoid wasting time with non-essential touch-ups.
• In order to meet the Essential Requirements.
• When the product can have very different characteristics.

Now, let’s see more examples:

MoSCoW Method examples

We have chosen different real examples where the MoSCoW Method can be of great help for the development of certain products.

Let’s begin:

A Wallet - MoSCoW Method example

Let’s imagine that you are developing a wallet .

As you know, wallets are very modular products.

They can have:

• Several or few departments for cards.
• Coin purse… or not.
• 1 or 2 bill slots.

There is not a canonical wallet (one that is the benchmark for all the others).

• That is why you decided to use the MoSCoW Method to develop it.

After some thoughts, you decide that your wallet:

• 2 bill slots.
• 8 compartments for credit cards.
• High resistance materials and sewing.
• Leather as its main material.
• A translucid Credit card compartment.
• A transverse horizontal compartment.
• A striking color on the inside of the bill slots.
• Completely black exterior color.
• One translucid compartment for small photos.
• A Coin purse.
• A Passport compartment.

Making a Cake - MoSCoW Method example

In this example, we’ll imagine that you are preparing a wedding Cake .

• You have a very rigid deadline (the wedding day, of course).

In addition, as you also know, Cakes can have lots of variations.

• We could say they are very modular .

That is why you decide to use the MoSCoW Method.

How does it look?

Well, your Cake:

• White coating.
• Two sugar figurines on top.
• 6 layers of sponge cake inside.
• Belgian chocolate between the layers.
• Decorations on the edges
• Sugar flowers.
• Chocolate balls.
• Scattered sugar pearls.
• Multicolor layers.
• An excessive amount of decoration.
• Fruit flavor.

Designing a Poster - MoSCoW Method example

You are now an artist hired to Design a poster for a Rock concert.

Obviously, this is a Design job with infinite variations possible.

• Also, you have a close deadline to finish it.

No need to mention that you will use the MoSCoW Method.

Finally, the Poster:

• The name of the Main rock band, very prominent.
• Images and colors that best suit their style.
• A typeface that best suits the musical style.
• An illustration related to Rock in the middle.
• The name of the rest of the bands that will play.
• Where and when it will take place.
• Where you can buy the tickets.
• Nearby metro and bus stations.
• The name of the city.
• The maximum capacity of the stadium
• At what time each band will play.

Summarizing

The MoSCoW Method is a prioritization tool that helps professionals in managing their time and effort.

It proposes to classify the importance of the different characteristics of a product in 4 Categories :

• M ust Have.
• S hould Have.
• C ould Have.
• W on’t Have.

Although this Method can be used in all kinds of situations, we highly recommend to use it:

• When working in a team .
• In Design tasks .
• When there is a close deadline .
• With modular products or projects .
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