Assignment : Reflection - Learning Launch        Challenge   I work for a company that makes Telephone systems . We make top - quality equipment which is   expensive , and a we are trying to broaden our customer base by finding ways to make it more   affordable . We have designed our products in such a way that they can not be shared , i.e. every   one of our customers needs to buy their own telephone system . It occurred to us that if we   could find a way to allow our Telephone systems to work in a shared manner , all the companies   in an office building could share the system , which would reduce costs significantly . This is   known as a multi - tenant arrangement .   Since it would take us at least 9 months to build this capability into our products , we contacted   a Korean company who had developed software that would do the job . By adding this software   to our systems , we could add the desired multi - tenant capability .   We had done some basic   tests but we did not know whether this would be a satisfactory solution for our resellers and for   our end customers . The challenge was to make sure that whatever solution we came up with   would not fail .   A word on our commercial model : we do not sell directly to the end users , we go through   resellers who buy from us . They install the systems and provide post - sales support , as well as    training on how to use them .     Selection   Of all the Design Thinking tools , the one chosen was a Learning Launch . It was the one that   would help us analyse what could happen when we made our combined product available on   the market , since we could carefully design an experiment to test the validity of the   assumptions we were making for our initiative .    In contrast to a full new - product roll - out , a learning launch is a learning experiment conducted   quickly and inexpensively to gather market - driven data to determine whether a growth idea   has enough merit to warrant detailed investigation with the commitment of further time ,   people and resources .   This is exactly what we needed before we released our new product to our network of resellers .     Application   The way we applied the tool was by contacting three resellers with whom we had a close   working relationship . They had the necessary technical and commercial expertise to tell us   whether we were onto a good idea . These resellers each contacted one customer which had   expressed interest in a solution like the one we were launching .    Our sales and technical teams , together with the reseller teams , met the customers to get a   detailed understanding of their requirements .    Taking these into account , we built systems which were installed and tested at customer site .   This direct interaction with the end user allowed us to validate our primary assumption , i.e , that   incorporating the Korean company ’s software onto our products resulted in a solution that was   fit for purpose . We were able to go into detailed tests and get real - time feedback from the   users themselves . 

 The three customers contacted were from very different segments of industry – marketing ,   insurance and retail – allowing us to collect feedback from a variety of use scenarios .      Insight   Other than confirming our primary assumption , we derived a great deal of learnings from this   exercise . The direct feedback from end users helped us identify some features we had n’t   considered , and which could make us more competitive .   The fact we involved our resellers also provided some learnings .    For example , we had n’t considered that we would need to train our technical staff on being   able to troubleshoot problems with the Korean company ’s software as they did n’t have a help   desk operating 24x7 – so far they had only sold in Korea .     One of the resellers operating abroad also pointed out we would need to offer the product in   more languages than just English to make it suitable for foreign markets .    Finally , we received useful feedback from end customers about the price they would be   prepared to pay . It turned out to be lower than what we had initially planned , and we found   out one of our competitors had launched an equivalent and cheaper product , which was    missing some important features that we were going to provide . This allowed us to fine - tune   our pricing .      Approach   A Learning Launch was the right tool as it allowed us to test our product and validate our   assumptions of what would make it successful .    We will continue using this tool , though next time we will widen the scope to include from the   start a broader set of assumptions to validate , on aspects like pricing , technical support and   marketing - not only those related to the product and its functionality , as was the case in this   Launch , and which meant we stumbled upon valuable findings in areas we had n’t considered   initially . It would have been far better to uncover them in a planned and structured way . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Assignment : Reflection - Learning Launch        Challenge   I work for a company that makes Telephone systems . We make top - quality equipment which is   expensive , and a we are trying to broaden our customer base by finding ways to make it more   affordable . We have designed our products in such a way that they can not be shared , i.e. every   one of our customers needs to buy their own telephone system . It occurred to us that if we   could find a way to allow our Telephone systems to work in a shared manner , all the companies   in an office building could share the system , which would reduce costs significantly . This is   known as a multi - tenant arrangement .   Since it would take us at least 9 months to build this capability into our products , we contacted   a Korean company who had developed software that would do the job . By adding this software   to our systems , we could add the desired multi - tenant capability .   We had done some basic   tests but we did not know whether this would be a satisfactory solution for our resellers and for   our end customers . The challenge was to make sure that whatever solution we came up with   would not fail .   A word on our commercial model : we do not sell directly to the end users , we go through   resellers who buy from us . They install the systems and provide post - sales support , as well as    training on how to use them .     Selection   Of all the Design Thinking tools , the one chosen was a Learning Launch . It was the one that   would help us analyse what could happen when we made our combined product available on   the market , since we could carefully design an experiment to test the validity of the   assumptions we were making for our initiative .    In contrast to a full new - product roll - out , a learning launch is a learning experiment conducted   quickly and inexpensively to gather market - driven data to determine whether a growth idea   has enough merit to warrant detailed investigation with the commitment of further time ,   people and resources .   This is exactly what we needed before we released our new product to our network of resellers .     Application   The way we applied the tool was by contacting three resellers with whom we had a close   working relationship . They had the necessary technical and commercial expertise to tell us   whether we were onto a good idea . These resellers each contacted one customer which had   expressed interest in a solution like the one we were launching .    Our sales and technical teams , together with the reseller teams , met the customers to get a   detailed understanding of their requirements .    Taking these into account , we built systems which were installed and tested at customer site .   This direct interaction with the end user allowed us to validate our primary assumption , i.e , that   incorporating the Korean company ’s software onto our products resulted in a solution that was   fit for purpose . We were able to go into detailed tests and get real - time feedback from the   users themselves . 

 The three customers contacted were from very different segments of industry – marketing ,   insurance and retail – allowing us to collect feedback from a variety of use scenarios .      Insight   Other than confirming our primary assumption , we derived a great deal of learnings from this   exercise . The direct feedback from end users helped us identify some features we had n’t   considered , and which could make us more competitive .   The fact we involved our resellers also provided some learnings .    For example , we had n’t considered that we would need to train our technical staff on being   able to troubleshoot problems with the Korean company ’s software as they did n’t have a help   desk operating 24x7 – so far they had only sold in Korea .     One of the resellers operating abroad also pointed out we would need to offer the product in   more languages than just English to make it suitable for foreign markets .    Finally , we received useful feedback from end customers about the price they would be   prepared to pay . It turned out to be lower than what we had initially planned , and we found   out one of our competitors had launched an equivalent and cheaper product , which was    missing some important features that we were going to provide . This allowed us to fine - tune   our pricing .      Approach   A Learning Launch was the right tool as it allowed us to test our product and validate our   assumptions of what would make it successful .    We will continue using this tool , though next time we will widen the scope to include from the   start a broader set of assumptions to validate , on aspects like pricing , technical support and   marketing - not only those related to the product and its functionality , as was the case in this   Launch , and which meant we stumbled upon valuable findings in areas we had n’t considered   initially . It would have been far better to uncover them in a planned and structured way .
### Output: 