Written portion of a pitch I led in 2000, while Project Manager at Razorfish, for Italian sportswear/lifestyle brand "FILA." This proposal was accompanied by a Flash-based presentation, embedded with rich media. Cutting-edge at the time.

1. opportunity.
We are engineers of
touch and transform those in contact with our thinking,
We will
products people.
and
We do this through a zeal for challenging convention.
connects organizations and ideas so that
Our work
world is left a better place.
the
inspire and shape the future.
We will bring together brilliant minds to
energy.
We do this with unbounded
passion, enthusiasm excitement.
We will invest and
We will be fearless in our caring.
global network of employees, clients, partners
quot;Wequot; means our
touched by what we do.
and all who are
fast, but we do not forget.We are expert, but never exclusive.
We are
excellence.
We value
innovate in order to inspire.
We
invent what is truly delightful.
And
We demonstrate integrity by being rigorous, honest and respectful in the
pursuit of our goals.
We dream. We do.

2. reinvent FILA.com
[ Sports/Life Lifestyle Portal ]
proposal for work prepared by Razorfish, Inc. for FilaNet, Inc.
11 January 2001

3. Contents
[ Introduction ]
[ Background ] We Touch and Transform
• Fila in the Digital Economy
• Fila’s Current Challenge
• Razorfish Recommendations
[ Vision ] We Invent What is Truly Delightful
• Online Solutions
• Mobile and Wireless Solutions
• Broadband Solutions
• Physical Design Solutions
[ Process ] We Innovate in Order to Inspire
• Design for Intentional User ExperiencesSM
• Razorfish Framework
[ Plan ] We Dream, We Do
• Project Objectives 2001
• Scope of Work: Phase 1
Envision
Shape
Realize
• Responsibilities
• Project Team
• Timing & Budget
• Risks & Assumptions
[ Why Razorfish? ] We are Engineers of Opportunity
Appendix A: Relevant Experience
Appendix B: Value Proposition
Appendix C: Team Biographies
Appendix D: Financials
[3]

4. Introduction
FilaNet Inc. is launching a stirring new worldwide digital project,
the centerpiece of which is a sports, lifestyle and commerce
destination (www.fila.com) that will provide new content and
services to its users. The Web site is part of an umbrella retail
initiative driven by Fila’s slogan “Sport & Life.” This slogan
conveys sport as emotion, a rediscovery of leisure time and
a place for expression and well-being. Fila.com will be closely
tied to Fila's offline initiatives and retail stores, all focusing
on and enhancing users' emotions tied to the choice and use
of every type of sports equipment.
Razorfish believes that we are the ideal partner for the short
and long term development of www.fila.com. Our vision, which
appears on the cover and is peppered throughout this proposal,
expresses our verve, commitment, insight, courage, energy
and values. These transcend the Web and all digital media and
encompass more than just our work -- they are the way we live
our lives. As we’ve come to know your company in the past few
weeks, we’ve seen a clear alignment between Razorfish
and FilaNet in these terms. That alignment will allow us to share
aspirations and methods from the start and will contribute
to a solution that is not merely intelligent, but that has heart,
reflecting Fila’s Italian roots and flavor.
This document contains the Razorfish response to FilaNet Inc.’s
request for a proposal for the development of www.fila.com.
It represents our initial thinking regarding the creation of an
emotional and innovative virtual interpretation of Fila’s slogan
and provides information about our beliefs, capabilities and
relevant experience.
We thank you in advance for the opportunity to present our
ideas, and we look forward to partnering with you.
Scott Morgan
Client Partner
[4]

5. Background
We Touch and Transform
[ Fila in the Digital Economy ]
1973. Fila enters the sports market, introducing quality,
innovative products that continue to lead and inspire the sports
equipment and clothing markets today.
Early 1990’s. New digital technologies profoundly impact
peoples’ lives and purchasing patterns. A digital revolution is
born, dramatically changing the way organizations interact
with markets, competitors, customers, employees and suppliers.
1996. According to PBS Online, approximately 40 million
people are connected to the Internet, and more than $1 billion
per year is spent on online shopping.
1997. Backed by an estimated $1.2 million budget, Fila hits
the Web running by introducing its first site, www.fila.com, with
plans to increase online promotion of the venue.
Late 1990’s. Digital technology creates new business
models, expands markets, unlocks barriers to commerce, creates
opportunities for knowledge sharing, allows new forms of
transacting and enhances efficiencies of scale and scope.
2000. Fila defines its online mission as, quot;To be the catalyst for
people who live an intense personal relationship with sport
and life through enthusiasm, creativity and sensual well-being.quot;
FilaNet, Inc. is created to capitalize on increasing consumer
trends toward purchasing digital devices.
2001. According to retail anthropologist Paco Underhill
speaking to Business Week Online, there is quot;an unhappy and
unsatisfied [online] consumer public.quot; Underhill says that
this is due to the fact that quot;all retailers got too caught up with
Net hype and forgot to focus on the consumer.quot;
[5]

6. Today. Charged with representing Fila’s repositioned brand
digitally, FilaNet seeks to create a global Sport & Life lifestyle
portal, www.fila.com, through partnerships with organizations
that possess a deep understanding of the Digital Economy.
[ Fila’s Current Challenge ]
Fila’s target consumers are spending an increasingly higher
proportion of their disposable income on substitute products
such as telecommunications and video games. At the same
time, web users and e-tail shoppers are increasingly more
discerning in the way that they purchase, learn and play on
the Internet. Market analysts and usability specialists warn
that companies’ web presence and e-commerce must become
more user-oriented to win over customers and users.
Fila.com can immensely strengthen Fila's position in product
development, consumer communication and e-commerce
by merging an in-depth understanding of user demands with
its online mission:
quot;To be the catalyst for people who live an intense
personal relationship with sport and life through
enthusiasm, creativity and sensual well-being.quot;
[6]

7. [ Razorfish Recommendations ]
Based on the dialogue we have had with FilaNet’s executives to
date and our understanding of the above information, Razorfish
recommends focusing on the following aspects of this initiative:
Unify Fila’s brand message to create a powerfully
holistic brand, reinforcing the merits of the individual Fila
products. Razorfish will focus on enabling an accurate portrayal
of Fila’s current brand across all devices and platforms. We are
committed to developing a digital brand strategy that motivates
passionate and proactive involvement with www.fila.com.
Understand the audience of www.fila.com by
discovering user behaviors, attitudes, needs and intentions.
Razorfish believes that a well-designed user experience is
more than just the application of graphic design principles and
technical features. It is deeply rooted in how users attempt
to find information and/or perform tasks. Together we can
capitalize on our shared understanding of www.fila.com’s target
audience and the factors that motivate them toward interacting
with the site.
Build community through content that evokes
emotion and personal connection with Fila’s sport/life slogan.
Razorfish will assist FilaNet in the selection of compelling,
inspiring content that speaks to the interests of www.fila.com
users and motivates them to interact with the site and each
other. We’ll provide the tools to connect users with products
and people and continually enhance our offering based on
user responses and behaviors.
Enable people to network with each other via
interactive tools. Razorfish and FilaNet should prioritize
the features and functions that enable networking based on
our shared understanding of user intentions and overall
market readiness. We’ll establish this list of priorities in the
early stages of our engagement and continually refine it as
our insight into user preferences is augmented over time.
[7]

8. Provide a consistent user experience across
all points of contact. The user experience encompasses
everything a user perceives, thinks, feels and observes when
interacting with a company’s products and communication
channels over time. Razorfish is enthusiastic about applying our
expertise in creating and extending a unique Fila experience
across medium, product, function and feature.
Develop partnerships with other providers to extend
brand reach and broaden offerings. Razorfish strategists will
work closely with FilaNet to identify and capitalize on partner-
ship and alliance opportunities that support FilaNet’s mission.
Globalize and localize by communicating Fila’s
message and zeal effectively across multiple countries, cultures
and languages. Razorfish will bring its global resources to
bear on the unique challenges of a multi-national, multi-cultural
extension of the Fila brand.
[8]

9. Vision
We Invent Things That Are Truly Delightful
User experience in the digital realm is not confined to the Web.
Razorfish will leverage digital technologies across platforms,
networks and devices to deliver an integrated solution
that provides your customers with an immersive, multi-faceted
user experience.
Everything That Can Be Digital, Will Be.SM
Razorfish Online Solutions
Razorfish believes that the online experience must be as rich
and satisfying as the equivalent offline experience. Commerce
on the Web is no longer merely about shopping carts and
secure transactions, but providing an immersive experience
of sights, sounds and content that delights the user and
delivers the goods.
Fila must successfully translate its concept stores into an
online environment that enhances and extends the in-store
experience beyond the limitations of a physical location.
This online environment will contribute to Fila’s efforts to:
• develop an emotional and innovative digital interpretation
of the “Sport & Life” concept;
• differentiate itself through its Italian attributes of passion,
style and impeccable design;
• create excitement around Fila products in full synergy with
the global repositioning of the brand.
Everything That Can Be Mobile, Will Be.SM
Razorfish Mobile and Wireless Solutions
Soon there will be more mobile phones than television house-
holds worldwide. Razorfish leverages its global capabilities
and mastery of mobile and wireless technologies to help clients
capitalize on emerging opportunities within this rapidly
expanding marketplace.
[9]

10. Recognizing that mobile technology is opening up new
business opportunities, changing modes of operation
and growing service offerings, we’ll couple this strategic
understanding with our expertise in creating unique user
experiences to deliver mobile solutions that extend the Fila
brand successfully to the expanding mobile marketplace.
It’s The Future Of All Devices. It’s
Broadband. SM
Razorfish Broadband Solutions
Broadband – generally defined as high-bandwidth communications
facilities and the applications that utilize them – is more than just
a means of delivering media. It’s a revolutionary new medium that
promises to become as pervasive and influential as television, radio,
film and print. Incorporating interactive technologies that accom-
modate a broad range of content forms and delivery channels,
broadband is revolutionizing media and industry worldwide.
With broadband, organizations can refocus their communication
strategies, which have traditionally emphasized quot;messages,quot;
around a richer, more nuanced and interactive approach oriented
toward narrative quot;stories.quot;
Razorfish envisions a partnership with FilaNet that will leverage
our deep experience in multimedia design to propel www.fila.com
and the Fila concept stores to the next level of customer relation-
ship management through interactive kiosks, as well as in-store
and online multimedia tools and information environments.
[ 10 ]

11. User Experience Has More Than Five
Senses. SM
Razorfish Physical Design Solutions
Information (content) is only useful to the extent that users can
reliably, securely and conveniently interact with it in a manner
compatible with the way they prefer to live and work (choice).
The link between content and choice is the physical device that
provides the user interface and serves as the carrier of the
content. Razorfish is uniquely qualified to strategize and create
both digital content and physical devices, resulting in richer and
more meaningful user experiences across platforms and
networks.
Razorfish will leverage our understanding of industrial design
and hardware development to create a seamless transition
between the physical world and the digital world. Building upon
the physical design work completed toward launch of Fila’s
flagship stores, Razorfish will identify, recommend, prototype
and develop cutting-edge solutions such as in-store kiosks and
customized PDA devices.
[ 11 ]

12. FilaTronics :
The FilaTronics concept illustrates the way in
which Razorfish envisions leveraging its global
capablilities in online, mobile and wireless,
physical design and broadband solutions to
extend the Fila experience beyond the Web. KIOSK PDA PC
WEARABLE TECH. CELL PHONE
HOME AUTOMATION HEADPHONES SNEAKERS

13. FilaTronics [ Wearable PDA ]
Detachable, washable wrist strap
Features :
- Wireless connection to all FilaTronics devices
- Monitors diet, heart rate and nutrition
- Keeps track of MPH, ODO and calories burned
Color Touch Screen
- Wireless MP-3 transfer to headset
- GPS tracking
Weather-resistant casing
Blue Tooth Transmitter
- Web-enabled
& IR Port
- Cell phone and e-mail
Quick Scroll
- Allows for keyless entry to user home
- Make purchases electronically
- Emergency button sounds alarm and calls 911

14. Satellite radio
antenna
FilaTronics [ Wireless Headset ]
Clips on ear
Features :
- Wireless connection to all FilaTronic devices
- Changes music based on mood
- AM/FM Radio
- Global satellite radio
- Wireless connection to MP-3 player
Mood sensor
Blue Tooth receiver
Weather resistant casing

15. Back panel made of corrugated plastic
& backlit with colored digital lighting
Color touch screen
FilaTronics [ Interactive Kiosk ] Blue Tooth & IR Port
Features :
- Wireless connection to all FilaTronics devices Speakers
- Plays audio and visual Fila ads & commercials
- Scans feet to create a custom-fit shoe
- Graphically customize shoes and apparel
- Web-enabled by wireless broadband modem
- Download applications & music to other FilaTronics
Card swipe
Graphic digital
signage
Foot scanning bay
Flat screen monitor
adjusts to user's height

16. Process
We Innovate in Order to Inspire
[ Methodology ]
The Razorfish approach to developing effective digital products
and solutions is called Design for Intentional User
ExperiencesSM. This methodology maps individual user needs
and intentions with business objectives to create a solution
that is useful and relevant to customers and in turn, meets the
business objectives of our clients.
Business
Building an effective digital product begins with a set of clearly
articulated goals and a plan for measuring success along the
way.
• What are Fila's business objectives?
• What are the goals of the www.fila.com effort?
• How will we know when we've reached these goals?
Audience
An effective digital product is designed to be useful to its
specific types of users – not any possible user.
• Who is the target audience for www.fila.com?
• What does this audience find useful, usable and desireable?
• Are all offline customers online targets as well?
Solution
In the end, creating the most compelling solution is a matter
of ensuring that each feature of the final product supports both
a user need and a business goal.
• What does the www.fila.com offering need to be?
• What features are called for and how should they work?
[ 16 ]

17. [ Razorfish Networks and Framework ]
As engineers of opportunity, Razorfish professionals are
focused on the primary goal of creating sustainable value for
our clients’ digital enterprises. How we accomplish that mission
– the processes behind our client-driven approach – provides
a key differentiator between Razorfish and our competitors, as
well as a source of competitive advantage for FilaNet.
Razorfish is a global enterprise comprised of four interconnecting
networks focused on Strategy, Experience, Technology
and Value. We see these networks not only as groups of skilled
individuals, but also centers of knowledge that are configured
and integrated to provide excellent service and customized
solutions.
Our project framework is the roadmap that the Razorfish
Networks employ to drive projects from ignition to completion.
1. envision
Comprised of three phases – Envision, Shape, and Realize –
stretch and plan
this framework is used to mobilize the right resources, activities
and deliverables needed to create sustained value for our
2. shape
clients. Leveraging our knowledge with the tools supplied by
iterate and synthesize
our framework is how we distinguish ourselves – and our
3. realize
clients.
integrate, launch and learn
The Networks and Framework Together
Create Value
Razorfish project teams are led by representatives from each
of our four networks: Strategy, Experience, Technology and
Value. As your core team, the network leads are accountable
for ensuring that we deliver quality and value throughout
each phase and stage of a project. This structure fosters
collaboration, knowledge sharing and a consistent and common
focus on our clients’ needs.
Razorfish deploys people based not on titles, but on the roles
they're qualified to play. We define roles as containers of
specialized skills. While most firms “narrowcast” their staff
through specific titles and rigidly defined responsibilities, our
Framework connects the roles people play to the deliverables
we create. This ensures that the right skills are applied to a
project and that Razorfish professionals can make the maximum
contribution to its successful completion.
[ 17 ]

18. Plan
We Dream. We Do.
Given the complex, mission critical nature of this initiative and
the fast-approaching April 30, 2001 deadline for initial
launch of the portal and interim commerce solution (already
in progress), Razorfish recommends a multi-tiered approach.
Below, we have outlined our understanding of the overall
objectives for the FilaNet/Razorfish relationship in 2001, as
well as detailed objectives, activities, deliverables and timeframes
for the first phase of work.
This plan was created based on the following table of key dates
and milestones, as described in FilaNet’s Web Agency Brief.
Milestones
04.30.2001 First Fila flagship store opens in Milan, Italy
Initial launch of the quot;newquot; www.fila.com site in the
04.30.2001
US & Canada (interim e-commerce solution)
summer 2001 Additional content/functionality released in phases
fall 2001 Robust, fully integrated e-commerce capabilities launched
end of 2001 All enhancements to functionality, content and
commerce are complete
end of 2002 European sites are complete
end of 2003 Asian sites are complete
[ 18 ]

19. [ Project Objectives 2001 ]
FilaNet’s stated objectives for the year 2001 are to create a
quot;Sport and Life lifestyle portal that is an aggregation of an
offer consistent with Sport and Lifestyle in terms of content,
community activities, Fila and affiliated products commerce,
and Italian design.quot; Razorfish has identified four key steps
towards achieving this goal, as follows:
Spring 2001
(launch date: April 30, 2001)
The first phase of work should establish the foundation upon
which we can build the complete solution by the end of 2001.
In this first phase we’ll put key components in place to test and
track assumptions which will be used to make enhancements
in future phases.
Specific areas of focus in this first phase will be:
• Begin user intelligence program
• Entice users to visit the site
• Extend the Fila brand into the digital realm
• Focus on features such as community capabilities that can
provide a feedback loop
• Begin to solicit and collect user profiles via registration
• Establish technical infrastructure for future phases
Summer 2001
(projected release date: July 30, 2001)
During the summer months, we’ll continue to release additional
content and functionality that support community, simultaneously
continuing to collect and analyze our learnings on Fila’s user
segments, preferences and behavior.
Specific areas of focus in this second phase will be:
• Launch additional features and content not achievable by
April 30
• Launch site analysis and campaign management functionality
• Continue to build and support communities that have begun
to form
• Begin analysis of site usage patterns and user feedback
[ 19 ]

20. • Complete follow-up user intelligence and testing
• Continue developing technical architecture
• Begin planning for European releases
Fall 2001
(projected release date: October 30, 2001)
In the fall, we will enhance and modify the solution based on
our new understanding of user behaviors and preferences.
We will integrate a content management solution with the final
e-commerce package in preparation for the holiday sales
season and begin exploration of European user needs.
Specific areas of focus in this third phase will be:
• Enhance and adapt the user experience based on data
collected in spring and summer
• Introduce customized user experience based on usage and
behavior patterns
• Launch content management solution
• Launch detailed product catalogue and fully-enabled
e-commerce in time for the holiday season
• Launch fulfillment capabilities with e-commerce functionality
• Begin user intelligence in European countries
Winter 2001
(projected release date: December 30, 2001)
In the last months of 2001 we will make final enhancements to
both portal and commerce portions of the site, finalize back end
integration, start exploring other digital solutions in conjunction
with www.fila.com, and begin development of the European sites.
Specific areas of focus in this fourth phase will be:
• Integrate supply chain and finance systems
• Launch final enhancements to features and content
• Introduce sale of third party products and services (travel, etc.)
• Plan for launch of first North American stores
• Begin exploration of potential mobile, physical and/or
broadband solutions
• Kick off European development
[ 20 ]

21. [ Scope of Work: Phase 1 ]
Envision
Envision Goals
The primary goal of the Envision phase is to define the market
opportunity and assess FilaNet’s needs based on the current
situation. Through a series of workshops and brainstorming
sessions, we’ll explore and evaluate potential solutions, achieve
consensus on and articulate the project vision, strategies and
processes.
Envision Activities
Razorfish project managers, client partners and executive
sponsors will focus on transforming great business ideas into
great results. We’ll ensure that the Razorfish/FilaNet project
team is aligned on FilaNet’s objectives, and that we have the
resources and information required to build and deliver the
project on time. We’ll establish an environment where all team
members can perform their most inspired work to create
lasting value and business relationships.
Razorfish business strategists will review FilaNet’s overall
business strategy in order to distill the key objectives as they
apply to the digital space. We’ll define critical success factors
and metrics, ensuring that the final solution creates measurable
value for FilaNet and Fila, Inc. Together we’ll define key com-
petitors and assess the competitive landscape in order to focus
and determine the primary differentiators of our solution.
Razorfish brand strategists will seek to understand Fila’s
core brand promise in the context of primary and secondary
target audiences and the competitive landscape. Razorfish and
FilaNet will work together to define the key themes that we’ll
extend from the conventional to the virtual brand message.
Razorfish user intelligence strategists will conduct
quantitative research to define distinct preliminary user profiles.
These profiles will inform the selection and prioritization of
features and functions for Spring 2001 launch. We’ll lay the
groundwork for more in-depth qualitative research methods
that will help define and support the evolution of www.fila.com.
[ 21 ]

22. Razorfish Experience — visual designers, information
architects, content specialists, interface developers and audio
designers—will work with FilaNet on transforming strategic
opportunities into useful, usable and desirable products,
services and communications. Our focus during this phase will
be to define the conceptual architecture (including visual,
audio, functional and content requirements) of the site in the
context of the stated business objectives. Razorfish is committed
to delivering on FilaNet’s brand promise through the creation
of a meaningful and intentional experience that resonates with
users’ values, needs and expectations.
Razorfish technologists will audit all relevant technology
associated with existing www.fila.com and Fila, Inc. legacy
systems, including product and system specifications. From
this audit, Razorfish and FilaNet will assemble a clear list
of roles and responsibilities during the implementation and
integration process. Realizing that technology forms the core
of every digital enterprise, we’ll begin to envision and establish
the technical architecture that will support and enable our
ultimate vision for www.fila.com.
Envision Deliverables
Project Extranet. Razorfish will build and deliver a secure
extranet for use by FilaNet and Razorfish. The extranet will
provide a common repository for information related to
the Reinvent Fila.com project and will facilitate an efficient
and productive flow of communication.
FilaNet Vision Document. This document
summarizes our work during the Envision phase and articulates
the conceptual architecture of the Phase 1 solution. The Vision
Document will incorporate our understanding of FilaNet’s
overall business strategy and specific, measurable business
objectives as they pertain to www.fila.com’s transformation
in the digital space. The Vision Document will define the high-
level creative requirements (visual, audio, video, content) that
satisfy these objectives by mapping the concept to user needs.
[ 22 ]

23. The Vision Document will cover the following topics:
• Business strategy
• Digital strategy
• Brand strategy
• Competitive landscape
• Conceptual architecture of the site (what is it that we’re
building at a conceptual level based on our understanding
of user needs and business objectives)
• Mood boards
• Content strategy (style, type and rate of change for content
that supports the concept)
Shape
Shape Goals
The objectives of the Shape phase are to create the blueprint
for the solution, develop functional and technical requirements,
design site structure and behavior encompassing the visual
systems, graphical interface, audio, video and content compo-
nents.
Shape Activities
Razorfish project managers and client partners will focus
on tracking and communicating progress, managing scope and
team expectations and ensuring overall FilaNet satisfaction.
Our emphasis will be on ensuring that the solution we’re
building will create measurable value for FilaNet and that both
teams are aligned, communicating clearly and making progress
towards the on-time, on-budget delivery of the final product.
Razorfish strategists will provide support and strategic
guidance, as required, to the Razorfish and FilaNet project teams.
The Experience network will transform the conceptual
architecture articulated during Envision into a unique FilaNet
experience. Activities in this phase include defining the site
structure and navigational system, sketching page types and
diagramming content zones, articulating functional and
technical specifications, defining the visual language system
(as it applies to screen design), defining/editing/writing content,
producing audio/video, prototyping and planning for development
of the user interface.
[ 23 ]

24. During Shape, Razorfish technologists will focus on
defining which platforms and technologies will create a robust,
high performance and secure system for www.fila.com.
They will establish the development environment and prepare
for building, testing and integration of the solution.
Shape Deliverables
Deliverable Definitions Razorfish employs an iterative process to shaping our final
solution. As such, we’ll provide multiple prototypes of the
Functional specifications evolving www.fila.com product to communicate to FilaNet what
A document that specifically illustrates what functionality
functional, technical, visual, structural and multi-media solutions
will be contained in each feature, and where and how it
we’re driving towards. Typically, we’ll conduct two or three formal
interacts. This contains transaction flow diagrams, file
naming conventions, field names, validation rules, etc. It is design reviews during which FilaNet will have the opportunity to
typically delivered with prototypes, interface files and any-
review our work and provide constructive feedback.
thing else that further illustrates functionality to ensure
accurate implementation.
At the conclusion of the Shape phase, Razorfish will deliver the
Technical specifications following documents in support of the evolving Reinvent
A detailed description of the technical solution to be
Fila.com project:
implemented. This document will be at such a level that it
• Functional Specification Document
can be handed over to the technologists for coding.
• Technical Specification Document
Site map
• High-level Technical Architecture
A hierarchical view of the site. Utilized as part of the inter-
• Site Map
action and information design process. Helps designers
define the global and local navigation. • Page Schematics
• Content Inventory
Page schematics
• Screen Designs
A schematic (not designed) sketch of pages in a site.
• Audio/Video Components
Content inventory
A list of the content necessary to populate the site.
Realize
Interface requirements
Provided by the client, these are any rules about Realize Goals
behavior (e.g. rollovers), download times, or applicable
The goals of the Realize phase are to construct, integrate,
browsers/platforms that we need to abide by
test and deploy the solution.
in creating our experience. Provided by us, interface
requirements will most likely appear in design style
guides and functional and technical specifications.
Realize Activities
Razorfish project managers and client partners will continue
to focus on tracking and communicating progress, managing
scope and team expectations and ensuring overall client
satisfaction.
[ 24 ]

25. Razorfish strategists will provide support and strategic
guidance, as required, to the Razorfish and FilaNet project teams.
The Razorfish Experience Lead will complete all supporting
documentation and provide support to the Razorfish and
FilaNet project teams.
Razorfish technologists will code, test, modify, integrate and
launch phase 1 of Reinvent Fila.com and revise all associated
documentation in preparation for delivery to FilaNet.
Realize Deliverables
• Completed, integrated and tested code
• Launched production site
• All supporting documentation
[ Responsibilities ]
Razorfish Responsibilities
Throughout this project, Razorfish will be responsible for:
• Providing a single point of contact for the FilaNet leadership
team
• Providing personnel to serve as designated Strategy,
Experience, Technology and Value leads to interface with
their FilaNet counterparts
• Developing all defined deliverables with FilaNet’s input and
assistance where applicable
• Facilitating all required meetings and working sessions
• Providing the FilaNet leadership team weekly status updates
• Tracking and helping to resolve issues as they arise
FilaNet Responsibilities
Throughout this project, FilaNet will be responsible for:
• Providing Razorfish business, marketing, financial and
technical information to support the project as needed
• Providing Razorfish access to any third-party data, plans,
findings and recommendations (e.g., the current package
evaluation materials)
[ 25 ]

26. • Providing personnel to serve as designated Strategy,
Experience, Technology and Value leads to interface with
their Razorfish counterparts where appropriate
• Providing access to technical environments as required
• Providing timely feedback and support on all decisions and
issues
• Providing timely review and feedback on final deliverables
• Providing all software licenses as necessary
• Providing all hardware as necessary
• Providing all network equipment and other infrastructure
hardware and software as required by the agreed solution
• Handling the procurement of all software and hardware
required to support the development and staging (test) envi-
ronments
[ Project Team ]
The Razorfish team is made up of four networks: Value,
Strategy, Experience and Technology. The team is led by a
Client Partner who is considered ‘the first among equals.’
A core team will be established with additional representatives
from each discipline, bringing the full spectrum of Razorfish
skills to the project.
The following people have been assigned to the FilaNet team.
Razorfish reserves the right to replace these individuals with
other team members when it is appropriate for the project.
Role Name
Value Network
Executive Partner Thomas Mueller
Client Partner Scott Morgan
Project Manager Marta Zelitsky
Strategy Network
Usefulness and Usability Analyst Tina Bronkhorst
Strategist Sampath Kumar
Strategist Andrew Schwartz
[ 26 ]

27. Experience Network
Principal Visual Systems Designer Haig Bedrossian
Senior Writer Megan Gudas
Principal Information Architect Eric Martin
Principal Information Architect Kevin Messina
Visual Designer Emily Muldoon
Physical Design Specialist Jordan Nollman
Information Architect Germaine Wong
Interface Developer Yuval Zuckerman
Technology Network
Technical Architect Subbu Balakrishnan
Technical Architect Narasimhan
Krishnamachari
Role Definitions
Below is a brief description of each of these roles. More
detailed biographies of team members who have contributed
to this proposal can be found in Appendix A.
Client Partner
Responsible for managing the relationship between FilaNet
and Razorfish. Ensures client expectations are satisfied.
Project Manager
The Project Managers are the leaders of the project team for
a particular initiative within a client engagement. They are
responsible for the overall delivery of the project.
Project Managers ensure that the skills and experience within
their team are brought to bear on the project. They are the
keepers of the overall solution, ensuring quality and
communication while meeting the varied needs that our client’s
business demands.
Strategist
Responsible for strategic analysis as it relates to specific
project requirements and client’s long term goals.
[ 27 ]

28. Experience Lead (Project-level)
Project-level Experience Leads are accountable for all activities
and contributions from the Experience Network on all initiatives
within a single client engagement. They are responsible for
the delivery of a measurable, intentional user experience on the
project that is aligned with the client’s vision. Project-level
Experience Leads are responsible for leading product planning
activities and have in-depth knowledge of the particular environ-
ment in which the solution is being delivered (i.e., Web, wire-
less, broadband, etc.). They are accountable for the Experience
network’s roles and activities and for ensuring the production of
deliverables in support of the overall product. They also ensure
that what the team delivers to FilaNet is
innovative and of the highest quality while staying on budget
and on time.
Usefulness and Usability Analyst
The Usefulness and Usability Analyst (UUA) works on multiple
client projects helping teams ensure a good fit between the
business goals and the goals of the user. UUAs exercise
listening and learning from a broad range of people. They also
make sure that an appropriate translation of research results
informs the experience of the product. UUAs verify the potential
for the user’s satisfaction and ease-of-use with site features
and functionality. UUAs validate and inform our work by testing
them with representative users and by conducting user experi-
ence audits and expert evaluations. UUAs also define qualitative
and quantitative metrics by which products can be evaluated.
Audio Designer
Audio Designers are responsible for creating a coherent and
consistent sound design for all products, services and
communications within a client engagement. Audio Designers
ensure that the creation, production and post-production of
music, voice and effects are aligned with the client’s vision and
are responsible for creating sound which delivers a measurable,
useful, useable and desirable experience.
[ 28 ]

29. Information Architect
Information Architects (IAs) are responsible for planning the
structure of the product at the macro and micro level. IAs define
and describe the information relationships and navigation mod-
els at the product, screen and module levels. They also develop
approaches to the categorization and hierarchical structure of
content or content types.
Visual Systems Designer
Visual Systems Designers are responsible for the creation of
identity and visual language systems that align with the client’s
vision, exemplify the brand and support usability, thereby deliv-
ering a measurable, desirable and intentional user experience.
Writer
Writers work with other roles in the Experience network to create
experience concepts and explain and deliver them to clients.
Writer’s primarily focus on creating the strategy for the solution’s
overall narrative and the delivery of text elements to support
that strategy. Writers are successful when their contribution to
the experience satisfies both user and client needs.
Interface Developer
Interface Developers are responsible for the interface design
process by conceptualizing and communicating potential digital
interface solutions; they then build and test solutions and work
with technologists to create appropriate delivery systems for
their deployment. Interface Developers work closely with
technologists to integrate and test interface solutions with
back-end systems, serving to bridge design and technology.
Interaction Designer
Interaction Designers understand ‘behavior over time’ and work
with the project team to develop innovative and appropriate
approaches to complex interface design problems. They play
a key role in turning functional requirements into an effective,
usable design. Interaction Designers play a large part in
determining the interactive components of the interface and
how the interface will function.
[ 29 ]

30. Technical Architect
Technical Architects provide the overall technical vision for the
solution. Depending on the type of project, this role could
be played by one of the following specialist roles: Broadband
Solutions Specialist, Infrastructure and Security Specialist, or
Mobile Solutions Specialist. In larger projects these specialists
support the Technical Architect as neccessary. Technical
Architects are responsible for evaluating, advising and
engineering the ongoing development with clients technical
resources.
[ Timing & Budget ]
Based on FilaNet’s desire to launch the new www.fila.com
in April 2001, the proposed time frame for the project is
as follows:
Phase Begin End
Envision January 22, 2001 February 9, 2001
Shape February 12, 2001 March 9, 2001
Realize March 5, 2001 April 27, 2001
Specific milestones and deliverables are referenced earlier in
this document.
Razorfish will conduct the work outlined in this proposal for the
design, creation and implementation of www.fila.com on a time
and materials basis. Based on our current understanding of the
business objectives and work required to meet those
objectives, we are able to provide a price range of $800,000-
$1,000,000 for completion of the work required for the
April 2001 launch.
In accordance with this proposal, Razorfish will appropriate the
necessary resources similar to those referenced in the Project
Team section of this document. The quote provided may vary
depending on the ultimate nature of the agreed upon solution.
Throughout the course of the project, Razorfish and FilaNet
will jointly manage the project budget through project controls
such as regular status reporting.
[ 30 ]

31. Rates on this project will vary from $150.00 per hour to
$300.00 per hour based on talent/skill set, experience level
and seniority. These rates are provided in United States dollars
and do not include relevant travel and living expenses.
Such expenses will be invoiced separately. The work will be
invoiced on a monthly basis and subject to a Master Service
Agreement which would be executed in conjunction with a
formal statement of work.
[ Risks & Assumptions ]
In writing this proposal, Razorfish has made the following
assumptions. A change in assumptions or responsibilities
may result in: 1) a change of scope, 2) a change in
time-to-completion or 3) changes to current cost estimates.
Strategy / User Intelligence
The existing focus group information that has been gathered
by FilaNet can provide an initial baseline for Razorfish user
intelligence activities, but should not be considered a substitute
for user research.
Necessary user intelligence activities will be defined and
agreed upon during the Envision Phase.
The Razorfish strategy group will be engaged to ensure
continuity of branding throughout the online experience based
on FilaNet’s offline brand work-to-date.
All costs related to user intelligence (i.e., facilities, recruiting,
transcription) will be the responsibility of FilaNet. Costs will
be estimated in advance for FilaNet pre-approval.
[ 31 ]

32. Experience
An estimate of five key page types will be developed to support
the information architecture of the site. For every new key page
type that is added to the solution the time to design, implement
and test will likely increase.
A key page type is defined as a unique type of page within
the site architecture (i.e., primary transactional, secondary
transactional, public, popup, etc.).
A Project Steering Committee will be established with members
from FilaNet and Razorfish. All issues that cannot be resolved
within the project team will be escalated to this committee. Any
and all change orders will be reviewed and approved by this
committee.
Razorfish will provide resources for re-purposing content and
generating original supporting, navigational and transactional
content for the April launch. Thereafter, FilaNet will maintain
primary responsibility for content creation and re-purposing.
Technology
For the April launch it is assumed that only the base technical
infrastructure will be put in place (i.e., web server, application
server, database server). Basic community functionality will be
included in the April release and will be determined in the
Envision stage.
Content Management, Commerce Engine, Customer Service,
Back-End Integration, Site Analysis and Campaign Management
components are explicitly excluded in the April launch but
will be included in subsequent releases throughout 2001
as jointly agreed.
The selection of a hosting partner will be a joint
Razorfish/FilaNet effort. The focus will be on finding a partner
that can provide the proper mix of technical hosting expertise,
service-level agreements and other contractual terms.
[ 32 ]

33. Razorfish will provide infrastructure specifications for the
production environment (i.e., hardware sizing, network configu-
ration, etc.) based on anticipated usage and growth criteria.
FilaNet will be responsible for all activities related to selecting
other technology outsourcing partners (hosting is addressed
above), i.e., Network Management, Application Server Providers
(ASP’s), etc. Razorfish will provide guidance and knowledge
based on our experience to assist in the decision making
process unless otherwise engaged by FilaNet.
All hardware and software costs are the responsibility of FilaNet
and are not included in cost estimates. However, Razorfish
does use its own software for object modeling (Rational Rose)
and testing (Segue Silk suite) and may be used for such if
amenable to FilaNet.
Razorfish, FilaNet and hosting partner resources will jointly
set up and configure the production environment at a to-be-
named third party hosting facility.
[ 33 ]

34. Why Razorfish?
We Are Engineers of Opportunity
[ People ]
Talent is the single most important competitive advantage that
Razorfish has to enhance its position as a leading-edge
provider of digital communications solutions. quot;Fishquot; are deeply,
broadly skilled across platforms and disciplines. Collectively
and individually, they know digital media better than any other
body of people.
Additionally, Razorfish is known for its working culture, part of
which is influenced by our clients. We have a sense of
adventure that encourages us to be creative and brave in all of
our endeavors. We have a working environment that encourages
individuality and initiative to promote the development of
innovative, cutting-edge solutions.
Our matchless brand of team, talent, innovation and dedication
is what uniquely aligns us to FilaNet’s mission and culture.
[ Global Reach ]
Razorfish employs more than 2000 people across offices in
G
Amsterdam, Boston, Frankfurt, Hamburg, Helsinki, Los Angeles,
London, Milan, Munich, New York, Oslo, San Francisco, Silicon
Valley, Stockholm and Tokyo.
Our number and geographic variety of offices ensure our
stability and reach. Additionally, our offices and project teams
work in effective, enthusiastic collaboration with each other.
We have knowledge sharing mechanisms and practices that
cut across time zones, oceans and other barriers that can
provide you with the most global, holistic digital practices the
world over.
[ 34 ]

35. [ Vision ]
Our vision, peppered throughout this proposal, expresses our
verve, commitment, insight, courage, energy and values. These
transcend the Web and all digital media. Our qualities and
Values encompass more than our work—they are the way we
live our lives. As we’ve come to know FilaNet in the last few
weeks, we’ve seen immense alignment between Razorfish
and FilaNet in these terms. This alignment will allow us to have
shared aspirations and methods from the start and will contribute
to a solution not just with intelligence, but with heart – reflecting
Fila’s Italian roots and flavor.
We look forward to partnering with you.
[ 35 ]

36. Appendix A
[ Relevant Experience ]
Armani Exchange
[ Challenge ]
Optimize the electronic shopping experience for Armani
Exchange fashion apparel – Razorfish also helped Armani
Exchange establish a compelling digital brand that is distinct,
yet has integrity with its parent brand, Giorgio Armani.
[ Solution ]
Razorfish delivered an innovative electronic commerce site that
includes compelling editorial information to help users
personalize their shopping experience. The site also features:
• products organized and presented around style categories,
enabling customers to identify with a brand visually and
emotionally;
• simplified shopping architecture — minimal clicks to
purchase and purchase confirmation process;
• a distinct online identity leveraging offline advertising assets
to establish unity across mediums;
• original audio capabilities — composed and developed by
Razorfish — that allow the user to experience an urban
element through ambient, soulful sounds.
[ Benefits ]
• Enabled rapid time to market — very important for Armani
Exchange's 2000 Spring fashions to be available online
at launch of the spring line
• Increased site traffic — 4,000 to 5,000 new users a day after
2 months
• Increased online sales — up from 0% to 1% of total revenue
the first month
• Provided Armani Exchange customer intelligence — customer
information and purchasing patterns
• Provided a modular, template based system that is easily
adaptable to seasonal and product changes
• Created competitive advantage through a superior
e-commerce experience
[i]

37. FT.com
[ Challenge ]
Extend the Financial Times brand by establishing the FT.com
site as the leading destination for business people worldwide.
[ Solution ]
Razorfish provided a solution that established FT.com as the
leading global business brand. The site enables FT.com to
deliver world-class analysis of financial markets, industries and
companies, plus clear and insightful content on a full range of
business topics. Features of the site include:
• Intuitive DHTML navigation
• Integration with numerous third-party content providers,
technologies, and back-end systems
[ Benefits ]
• Comprehensive: the site has the allure of a one-stop shop
for information.
• Integration and contextualization: the site provides business
people with an integrated offering of relevant tools and clear,
insightful content in context.
• Flexibility of design: the interface and information design
solution created by Razorfish allows for global expansion
and scalability across different cultures, countries, and
distribution channels.
[ ii ]

38. mrBid AB
[ Challenge ]
Help invent mrBid as the eBay of Sweden.
[ Solution ]
Razorfish provided complete end-to-end services to the client,
mrBid AB. This was necessary since the client had no staff of
their own, but had to rely on Razorfish to completely carry the
responsibility for all aspects of the development of their online
business idea.
The client, mrBid AB, is a Swedish start-up funded by two
venture capital companies in Sweden: Spray Ventures and Time
Vision. Spray Ventures has funded many other cutting-edge
e-commerce initiatives in Sweden such as Sumo (online store
for electronic goods), Ingo (online store for computer games
and software), and Mr. Jet (online travel agent).
Features of Razorfish’s partnership with mrBid include:
• Developed objectives and strategy for the client
• Designed site's complete user experience
• Implemented technical requirements such as heavy/high
volume transactions and the integration of a complex backend
• Partnered with Open Site to create an auction transaction
engine and security system
[ Benefits ]
Razorfish built a compelling site that transformed mrBid’s
business, propelling mrBid AB from disorganized startup to
the premier auction site in Sweden.
• Launched mrBid as the premier brand in Sweden’s
consumer-to-consumer market space
• Solution received national media attention
[ iii ]

39. Smithsonian Without
Walls
[ Challenge ]
Extend the Smithsonian Institution’s reach beyond its
physical walls.
[ Solution ]
In 1997, The Smithsonian Institution began to explore ways to
extend its ability to curate and critique art beyond the museum’s
physical confines. Its first project was an exploration of material
culture—a digital exhibition created to convey the depth of its
vast collection of artifacts and curiosities donated by the public.
To achieve this, the museum partnered with Razorfish and
Plumb Design to create the working prototype of “Smithsonian
Without Walls – Revealing Thing,” a virtual, multidimensional
museum experience.
Pictures, video, music, and spoken word are streamed via Flash
technology, communicating narratives that explain the objects.
The complete exhibition will provide users with the option of
saving their personal pathway through the site and sharing it
with others. Users can also enhance the exhibit by donating
their own objects online.
Features include:
• Unique Java-based interface and navigation for access
to online archives
• Games and puzzles
• Comment book
• Object locator
• Online tours
[ Benefits ]
• Expands the reach of the Smithsonian Institution by
increasing availability of the exhibition
• Solidifies the leadership role of the Smithsonian Institution
in preserving cultural heritage
[ iv ]

40. Spray Mobile
[ Challenge ]
Spray is one of Europe’s most successful Internet portals,
offering e-mail services, news, chat rooms, shopping links
and other content delivered throughout the continent in local
languages. In January 2000, Spray created Spray Mobile,
a wireless channel that includes business, entertainment and
m-commerce applications licensed to other companies.
Spray wanted Spray Mobile to establish itself quickly as a
leading global wireless portal.
[ Solution ]
Spray contracted with Razorfish to create Spray Mobile, the
mobile-themed area of the Spray website.
• Razorfish created a technical platform that would be dynamic
and flexible enough to enable Spray Mobile’s features and
functionality to expand as the portal grew.
• The platform was integrated with a range of internal and
external resources.
• These included mobile operators, Spray Mobile’s customer
service system (and those of its clients and business
partners), billing and statistics applications and third-party
content providers.
• One of the key challenges of the project involved linking
wireless and Internet capabilities within a single integrated
solution. Razorfish’s experience and expertise in developing
SMS and WAP applications and designing sophisticated
user experiences enabled Spray Mobile to launch with a
distinctive and impressive offering.
[ Benefits ]
• Within four months of the launch, Spray Mobile had become
one of Spray’s most popular channels in Sweden.
• The flexible platform and applications developed by Razorfish
also positioned Spray to implement wireless portals quickly
within Spray sites in other European countries.
[v]

41. Appendix B
[ Razorfish Value Proposition ]
Razorfish is acknowledged as an industry leader in digital change
management. Razorfish employs the most talented individuals
to help companies invent and reinvent themselves within the
digital economy. We help clients manage the complex issues
and exciting opportunities of Internet-based solutions, wireless
technologies, back-end systems integration, broadcast and
broadband solutions and physical devices. Razorfish leverages
our expertise in business management, including branding
and marketing, interface and product design, user experience
and information architecture, software and hardware development,
to provide our clients with innovative digital solutions.
Specifically, Razorfish will utilize the following strengths to help
FilaNet build a successful digital product:
Commitment and Collaboration
At the core of all our efforts is our multi-disciplinary team of
talented and creative individuals. Razorfish will work very
closely with FilaNet and will share an emotional attachment
to the project. It is through teamwork and dedication that
we can assure a quality, innovative product.
User-Centered Design
Razorfish is committed to implementing digital change
management through the facilitation and development of a
dynamic user experience. We believe that ultimately, we
work for our clients’ clients.
The user experience encompasses everything a user perceives,
thinks, feels and observes when interacting with a company’s
products and communication through all touchpoints, including
its Internet presence and other technology platforms such as
kiosks and wireless phones. Taking a holistic view of the user
experience helps Razorfish work with FilaNet to develop a user
[i]

42. experience that is consistent across medium, product, function
and feature, and is aligned with your on and off-line business
mission and objectives. A well-designed user experience is
more than just the application of graphic design principles and
technological features. It is deeply rooted in how users attempt
to find information and/or perform tasks.
With the increased level of competition fostering the
commoditization of products and services on the Internet,
creating a consistent, engaging and effective user experience
allows companies to compete on overall product value
rather than just commodity pricing strategies. Furthermore,
the user experience acts as the guiding principles for the
site’s functionality, navigation and information architecture,
visual design and identit, and technical implementation.
Creating a compelling user experience will result in
www.fila.com users performing their online tasks more
efficiently. A compelling user experience will also reinforce
positive associations for the Fila brand. Razorfish firmly
believes that the creation of a compelling user experience –
from device, through interface, software, transaction, to
relationship dialogue – is a critical factor in differentiating
Fila from its competition.
Brand Strategy
Razorfish Brand Strategy focuses on enabling accurate
portrayal of an organization’s current brand and creating a plan
for achieving that portrayal across all devices and platforms.
Razorfish is committed to developing a digital brand strategy
that motivates passionate and proactive involvement with the
www.fila.com offering. Our efforts will:
• evaluate Fila’s current brand architecture
• review the current state of the Fila brand
• analyze the current competitive marketspace
• identify additional opportunities to extend the Fila brand
• digitally
• effectively translate the Fila brand across all platforms
[ ii ]

43. User Relationship Strategy
Razorfish believes it is crucial to have a vision for the user
relationship, and that this vision must be based on the
relationship the user wants with the organization rather than on
what the organization wants with the user. A critical part of our
engagement initially will be to answer questions such as:
• Who are the unique users and user groups?
• What relationship should we deliver?
• What do we need to know to deliver the relationship?
• How do we initiate and nurture this relationship?
• How well are we delivering the relationship?
• What platforms, devices, partnerships, and content will
enhance/facilitate the delivery of this relationship?
Razorfish will work with FilaNet to develop effective
communication plans, identify relationship management
guidelines, skills and partnerships and evolve these as
required over time.
User Intelligence
Razorfish believes that the key to a successful user experience
is to understand the behavior and motivations of the audience.
The only way to achieve this is to identify, and work closely with
the people who will ultimately determine the project’s success –
namely the users. User intelligence combines a number of
different research techniques to ensure that both the client and
the project team have a thorough understanding of their
audience. We employ these research techniques (discussion
groups, interviews, ethnographic research) in the initial stage
of the engagement to segment user groups, understand what
drives them and how they perceive the world around them in
order to develop a compelling offering which will motivate
their involvement with the www.fila.com site.
[ iii ]

44. Technology
Razorfish’s interface development and technology groups are
at the core of building and integrating digital solutions to
FilaNet’s existing platforms or third-party applications. Members
of the interface development group work with other team
members to define and execute client-side technology solutions
into project components throughout the project’s life cycle.
Razorfish technologists are experts at delivering structured,
functional and transactional solutions using a select set of
technologies. While experienced with a wide range of
application servers, databases and dynamic publishing systems,
we have developed deep expertise in several technologies:
• Java and ASP server languages,
• Vignette StoryServer, OpenMarket, ColdFusion,
BroadVision, and ATG Dynamo as publishing platforms,
• WebSphere, NetDynamics, and WebLogic as application
servers,
• Oracle, SQL Server, and IBM DB2 as databases.
We also have ongoing strategic partnerships with Vignette,
IBM, Oracle, ATG, and Allaire.
With the November 1999 acquisition of i-Cube, a premier
systems architecture and integration firm with core capabilities
in large-scale back office integration, Razorfish can truly offer
complete end-to-end solutions to meet the most rigorous
systems requirements. The combined firm further strengthens
Razorfish’s ability to deliver solutions that seamlessly tie
front-end Web and wireless applications to back-end ERP
and legacy systems.
[ iv ]

45. We envision our approach to the technical aspects of the
Razorfish/FilaNet relationship will function on the following key
philosophies with respect to technology:
Intentional user experience drives functionality,
which in turn drives technical architecture. Razorfish believes
that quot;user experiencequot; transcends mere look and feel of a web
site. It encompasses all aspects of a user’s agenda in
interacting with an enterprise and is the fundamental driver for
the applications that the user comes in contact with. It is the
modeling of this agenda, and the translation into appropriate
functions that drives the applications. The technical architecture
is the means to implement that set of functions and needs to
come after the intentional user experience has been designed.
Architecture is the differentiator, not technology.
Building on the need to deliver an intentional user experience
through an integrated functional architecture, the connections
and interfaces that link the various functional components
together is the focus of establishing architectures for the long-
term. Razorfish believes that defining an end-to-end
architecture, from presentation to back-office support system,
is a critical first step and not an afterthought.
Isolation of key components for risk mitigation.
Razorfish has long developed applications that conform to a
multi-tier architecture model. A technical isolation of presentation,
business logic and data access layers, is a fundamental
principle underlying strong distributed application development.
Developing on this principle, Razorfish proposes that functional
isolation of key components, including content management,
content assembly, application services, presentation, customer
modeling and enterprise application integration, is a significant
advantage for an organization, in the creation of
a sustainable architecture model.
[v]

46. Tailor the development/integration process to the
business, without sacrificing quality. Razorfish insists on
the development of key deliverables to guarantee quality and
maintainability of the end product. These deliverables are
typically a certain level of functional specification, object models,
test plans, software configuration processes, development
and test environments, system and user acceptance tests.
Technology choices are based on tradeoff criteria.
Every functional architecture can be implemented in one of at
least a dozen technical alternatives. Technology choices have
to be made with end goals of extensibility and maintainability
in mind. While some cases may dictate obvious choices,
Razorfish believes in the development and exercising of joint
tradeoff criteria to arrive at the technology options for
implementing a solution.
The realized technical solution is usually a balance between the
user experience requirements, the business priorities in terms
of time and resources, as well as the constraints of the existing
technical environment.
Audio Experience
As convergence proceeds and technology affords us greater
design opportunities, the barrier between quot;silent sitesquot; and
quot;talkie sitesquot; will soon be broken. Razorfish has recently instituted
an audio design department in support of our belief that no
Web site is complete without a visual and audio solution.
Audio provides a myriad of benefits. Sound conveys emotion in
a way that visual and motion design cannot. By allowing the
user the ability to close their eyes while experiencing the overall
stimulus, we can influence what they quot;seequot; when they hear the
site (whether it is a joyful past memory or a sad moment).
The user internalizes the brand by identifying and aligning it
with a positive or negative past experience or a desired state of
[ vi ]

47. consciousness. Razorfish audio designers are experienced
in creating and coordinating original and licensed aural
elements for digital platforms. Specifically, we will work closely
with both the design team and the information architecture
team to translate music and sounds into a dynamic and
compelling user experience.
[ vii ]

48. Appendix C
[ Razorfish Biographies ]
M. Ryan Alderman / General Manager
Ryan creates and grows partnerships with strategic clients,
manages a diversified pool of talented resources, and
represents and articulates Razorfish's capabilities. Prior to
Razorfish, Ryan helped form the Money Management and
Trading Group at Cambridge Technology Partners and before
that he worked at Andersen Consulting and Merrill Lynch.
Ryan has collaborated with industry-leading clients including
Fidelity Investments, Daimler-Chrysler, JP Morgan, and Credit
Suisse First Boston. Ryan earned his BA in Finance from
the University of Florida and his MBA in Finance from Vanderbilt
University. Ryan enjoys climbing and reading in his spare time.
Haig Bedrossian / Principal Visual Systems Designer
Haig is responsible for creating the visual language system that
reflects brand aesthetics and expresses the overall creative
direction. Before joining Razorfish, Haig designed and launched
television channels including Cinemax, MTV2, Warner Bros.
Channel in Latin America, Universal Studio's 13th Street across
Europe, and more recently, Oxygen. He holds a degree in Visual
Communication Design and Interactive Systems from Ontario
College of Art & Design. In his free time, Haig enjoys watching
people in local coffee houses and reading self help books.
Tina Bronkhorst / Director of User Intelligence
Tina is responsible for the development of the User Intelligence
practice inside of the Boston office. Additionally, she is involved
in all phases of the user research and strategy process at
Razorfish. Prior to joining Razorfish, Tina was a Senior
Consultant at Stratford Associates (now KnowledgeNetworks,
Inc.) where she was responsible for the sales and service of
large marketing research studies for a Fortune 500 client base
that included Citibank, PNC Bank, Compaq Computer, HP,
Bank One, Key Bank, and Lotus Development Corporation.
[ viii ]

49. From 1989 until 1996, Tina was a member of the technical
staff at GTE Laboratories, where her research focused on the
empirical links between customer satisfaction and revenue.
Tina holds a BS in Industrial Psychology from Bridgewater
State College and an MBA in Organizational Behavior and
Finance from Suffolk University. In her free time, Tina power
walks and travels internationally.
Megan Gudas / Senior Writer
Meg strategizes, evaluates, creates, and edits digital media
content and contributes to overall solution development for
clients including Fidelity Investments, Chanel, Boston University,
and Quick & Reilly. Before Razorfish, Meg performed editorial
work at Etineraries and Addison Wesley Longman, and legal
advocacy at Northwest Justice Project. She earned her BA
in English from Boston College. These days, Meg’s learning
to fly fish and speak Italian.
Sam Kumar / Strategist
Sam focuses on developing digital strategy, business models,
and solutions for clients including DuPont and Coors.
Before he came to Razorfish, Sam was an ebusiness consultant
at Pricewaterhouse Coopers. Sam holds an MBA and an
MS from the University of Maryland. When not strategizing,
Sam likes to read fiction and watch TV.
Eric Martin / Experience Lead
Eric is responsible for delivering successful user experience
across multiple projects, managing and representing a team of
content specialists, information architects, visual designers, and
interface developers. Prior to joining Razorfish, Eric worked at
TVisions managing the delivery of information architecture and
consulting services for clients such as Fidelity Investments,
[ ix ]

50. Staples, and Harvard Business School Publishing.
Eric designed and implemented the use of quot;virtual classroomsquot;
for the School for New Learning at DePaul University and
provided various sales consulting services at The Richardson
Company to clients including KPMG, Johnson & Johnson,
and Tiffany & Co. Eric has a BA in English from The College
of Wooster and an MA in Critical Theory from The University
of Delaware. Eric enjoys interior design and cooking.
Kevin Messina / Principal Information Architect
Kevin uses his expertise in technology consulting, interaction
design, and information architecture to bridge the gap between
design and technical teams. At Razorfish, Kevin has managed
User Experience Audits for clients including Sallie Mae and
Compaq, and developed experience concepts for clients such
as Sun Microsystems and Coors Brewing Company. Before
joining Razorfish, Kevin was an application designer specializing
in the design and development of content management
systems, Web-based workflow applications, and secure extranets
for clients including the United States Postal Service and
Analog Devices. He conducted an Independent Concentration
in German Studies and Social Theory at the University of
Massachusetts at Amherst. In his free time, Kevin enjoys the
beach, independent film and above all, iced coffee.
Scott Morgan / Client Partner
Scott works with executive level clients to ensure that we
are delivering beyond expectations and building a long-term
partnership. Scott determines the right mix of skills and
resources to deliver the best solutions for our clients.
He brings a strong technology background as well as 16 years
of experience working with 'CxO' level clients. Prior to
Razorfish, Scott worked at EDS where he managed several
large fortune 500 company contracts and had overall
responsibility for the outsourcing delivery of an 8 year, $400
million contract. Scott enjoys working out at the gym, playing
the piano and traveling to Europe and Asia.
[x]

51. Emily Muldoon / Visual Designer
Emily designs visual interface with clients including Fidelity
Investments and Estee Lauder. Prior to Razorfish, Emily worked
as an advertising Account Executive at Irma Mann Strategic
Marketing for clients including Four Seasons,
Sheraton/Starwood, and the The Islands of the Bahamas Board
of Tourism. She was also the Marketing Print Production
Manager for the Appalachian Mountain Club. Emily received a
BA in Art History and German from Colby College and a BFA in
Graphic Design from Rhode Island School of Design. She
enjoys hiking, running, skiing, yoga, theater and travel.
Jordan Nollman / Physical Design Specialist
Jordan is responsible for supporting the Boston office's
capability to deliver market-leading solutions in the area of
physical design. Jordan has worked for product-related
design companies and consultancies including IDEO, Eleven,
Proteus Design, Adriaansen Design (now Octane Design),
Gemline Bags, and Norwood PPI (TX). He has worked on a
wide variety of design programs ranging from Consumer
Electronics to Environmental Design. Jordan’s clients have
included Burton Snowboards, New Balance Athletic Shoes,
Jansport, Gramicci, Lee Jeans, Polaroid, Bose, Honeywell,
Braun, Homedics, Stanley, Amtrak, GN Netcom, Cyrix Corp.,
Kraft Foods, and Fisher Price. Jordan received a BFA in
industrial design from Rochester Institute of Technology, in
Rochester, NY. He likes to play basketball, bike, kayak,
snowboard and collect retro furniture.
Germaine Wong / Information Architect
Germaine creates concepts, structure, navigation, and page
layout for digital solutions. Prior to being an Information
Architect, she was a Business Analyst specializing in business
process and transactional flows. She has worked with clients
including DuPont Lycra, SAP and Adero. Germaine holds a BS
in Business Administration from Babson College. In her free
time, she enjoys reading and traveling.
[ xi ]

52. Marta Zelitsky / Project Manager
Marta serves as the primary point of contact between Razorfish
and client project teams. She ensures that the skills and
experience within her project team are brought to bear on the
overall solution, focusing on quality and communication
over the life of the project. Before Razorfish, Marta worked as
a designer at Standard & Poors DRI, creating browser-based
product demos and corporate capabilities presentations.
She was responsible for managing the redesign of DRI’s
corporate web site, and sat on the steering committee for
S&P’s global e-branding efforts. Before that, she worked in
the creative departments of several management consulting
firms, including Andersen Consulting and The Hay Group.
Marta has a BA in Russian & East European Studies from the
University of Michigan and an MS in Physical Therapy from
Boston University. Marta’s hobbies include black and white
photography, yoga, kickboxing, and playing with her dog, Scout.
[ xii ]

53. Appendix D
[ Financials ]
1995 1996 1997 1998 1999 2000
(as of 9/30/00)
Revenues (000's) $22,286 $35,438 $56,169 $83,863 $170,179 $217,754
The 1999 Annual Report and detailed 2000 financials through third quarter can be found at www.razorfish.com
[ xiii ]