Abstract

When features are added to an existing IS product in response to market demands it is important to assess their business value before implementing them into the product. But how does one estimate the true value of a new feature? Is it sufficient to consider only the customer reward for including a feature into the product or is it also useful to evaluate the customer penalty for not building the feature into the product? The current methods for feature selection capture only the customer inputs for building. The implications of not building the feature are not captured. This study investigates the adequacy of such an approach and discovers that additional business information can be derived by considering both, the reward as well as the penalty perspective of the customer. This information can be utilized by IS developers in adopting the right strategy for product enhancement.

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Deriving Business Value from Asymmetric Penalty-Reward Perspectives of IS users

When features are added to an existing IS product in response to market demands it is important to assess their business value before implementing them into the product. But how does one estimate the true value of a new feature? Is it sufficient to consider only the customer reward for including a feature into the product or is it also useful to evaluate the customer penalty for not building the feature into the product? The current methods for feature selection capture only the customer inputs for building. The implications of not building the feature are not captured. This study investigates the adequacy of such an approach and discovers that additional business information can be derived by considering both, the reward as well as the penalty perspective of the customer. This information can be utilized by IS developers in adopting the right strategy for product enhancement.