...15.566 Information Technology Calyx and Corolla Case Questions Leslie Prince Rudolph 2/25/98 15.561A and 15.566 Example Case Writeup for Calyx and Corolla #1 – Value Added Chain The value-added chain for typical florists can be depicted as follows: Customers call in order growers distributors wholesalers florists consumers The distributors are typically located in the growing regions. The wholesalers are geographically dispersed. Most flowers are ordered directly from the florist and delivered to the recipient (consumer). Small family-operated companies dominate the entire chain. In many cases, industry participants have some role across the organizations (i.e. some wholesalers also grow some flowers). Mark-ups are substantial from one organization to the next, causing a resultant mark-up of almost 800% from the growers to the consumer. In contrast, the value-added chain using Calyx & Corolla’s approach can be depicted as follows: Calyx & Corolla send order info to growers Customers call in order growers Fed Ex consumers With the Calyx and Corolla approach, information travels from the customers to Calyx & Corolla, directly to the growers. The growers then package the flower orders in their final consumer packages. The flowers are transported by Fed Ex to the consumer. The Calyx & Corolla approach allows consumers to receive fresher flowers by as many as 710 days over the traditional approach. #2 – Strengths and Weaknesses ...
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...A Case Analysis of Calyx and Corolla This analysis focuses on the case study of Calyx & Corolla, a mail order flower company. Calyx & Corolla is a relatively new company that utilizes a different distribution channel than conventional companies for fresh flowers. Calyx & Corolla mails flowers direct from the growers to the customers via Federal Express and eliminates the middleman (Appendix A). This permits Calyx & Corolla to provide fresher, longer-lasting flowers to consumers. The management of Calyx & Corolla is contemplating a change in their long-term business strategy as they examine their ability to compete with more traditional outlets such as retail flower shops and wire services like FTD. Ruth Owades, the founder of Calyx & Corolla, has hired Marketing Consultants (MarCo) to assess the strengths and weaknesses of her business and make recommendations on how her company can fully develop their mail order concept. Background: Calyx & Corolla is a small mail order flower company that was founded in 1988 by Ruth Owades. Ms. Owades secured $2 million in capital from approximately 18 different investors in order to launch the company. By 1991, Calyx & Corolla exceeded $10 million in annual sales and Owades and her associates were reassessing the firm's long-term growth strategy (Wylie and Salmon, 1991). Up to this point, Calyx & Corolla was primarily a mail order company, but management is now considering expanding their market and is...
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...Calyx and Corolla Case Report Introduction Calyx & Corolla was a new entrant into the $8 billion flower industry in the United States in 1991. Through the use of overnight air freight (Fed Ex), information technology, an 800 number, and a catalog, Calyx & Corolla was able to bypass three layers of distribution and provide fresh flowers directly from growers to consumers. As a result of their efficient distribution system, Calyx and Corolla changed the way flowers were distributed to consumers. Strengths and Weaknesses I. Strengths A. Good niche and mission. Calyx and Corolla filled a consumer need. Consumers wanted very fresh and long lasting flowers and the company delivered it. Efficient distribution was the key to flower industry and the company was able to shorten delivery to customers by bypassing the middle distribution layers, and provide much faster deliveries than traditional FTD deliveries. For example, Calyx and Corolla delivered roses from growers to consumers within 1-2 days of purchase order compared with one to two weeks for other FTD retailers and florists. B. Sales growing at a faster rate than cost of goods sold. Projected FY4 and FY5 also had projected sales growing faster than cost of goods sold. See graph for details (Derived from Exhibit 1). Growth rate 1988-1989 to 1989-1990 Growth rate 1989-1990 to 1990-1991 Growth rate FY3 to FY4 Growth rate FY4 to FY5 Sales 4.31 1.55 .49 .61 Cost of goods sold 4.14 1.52 .42 .58 C. Good creative...
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...Calyx & Corolla: Case Analysis Calyx & Corolla is a newly founded venture in the fresh flowers selling business. With two and a half years’ experiences and practices, it has consummated over 150,000 transactions, yielding revenues in excess of $10 million and successfully pioneered the concept of selling fresh flowers by mail. However, the managers of the company, Fran Wilson and Ann Lee, are reassessing the firm’s long-term growth strategy. Although the business achieved a huge success in such a short time, it is hard for the business to grow and generate more revenues when facing with growing challenges. Hence, the management is thinking of a more aggressive growth strategy to stimulate the business and increase the sales. In order to conclude a better strategy, an analysis of the industry would be necessary to help understand the company’s current situation. In 1990, retail flower and plant sales were almost a $9 billion business in the United States. Most of these flowers are planted domestically while several types of flowers, including carnations, roses and a variety of other flowers, are imported from other parts of the world. Although there are some large sellers in the industry, major sellers are still small, family-operated companies. Usually, growers sell their flowers to distributors. And then distributors sent flowers to different wholesalers and wholesalers then sent flowers to florists. This whole process will add a 500% to 700% markup to the final selling...
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...Technology (IT) at Vermont Teddy Bear (VTB), walked a tranquil path from his car to his Shelburne, Vermont office early one morning in mid-February 2010. The landscape outside his office, and the White Mountains beyond, were blanketed in a coating of fresh snow. Just a few days before, the scene was not tranquil at all; a small army of nearly 2000 temporary employees had descended on the company’s multi-building campus to help process and pack gifts ordered by tens of thousands of customers for delivery to their sweethearts for Valentine’s Day. Bob and his seven person IT organization had worked feverishly behind the scenes, ensuring that the company’s information systems could handle the surge in orders for pajamas, custom teddy bears, flowers and other gifts, placed via telephone, mail-order, and the Web. There were a few tense moments when the system - comprising a mix of homegrown and packaged applications from a variety of vendors, and knit together with middleware - occasionally ‘paused’ when its capacity was strained. Fortunately, his team - veterans of past Valentine’s Day ‘peak experiences’ - helped patch things together and ensured that nearly all orders were processed and delivered on time. Recognizing that customer retention was an important goal, Stetzel was relieved that most customers were happy with the service they received during the Valentine’s rush. Stetzel had been hired in November 2009 - just in time for a Christmas rush which included several tense moments...
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...Calyx and Corolla: Case Study Write-up Prepared by: Group 3 Brendon Jordan Krystal Juren Matt Leslie Andreas Rudin University of Florida Gainesville Executive Summary Tivo’s new consumer electronics product has the potential to revolutionalize media consumption habits and the structure of the television industry. The key challenges include: i) how to improve the value of the product in terms of the benefit to cost ratio and ii) how to increase awareness of the brand as well as the many different product attributes. We recommend that i) TiVo improve the value of the product by unbundling it in terms of the various benefits provided and then bundling the individual components with other complementary products. ii) So as to increase the awareness of the different TiVo products and the brand, we propose to segment the market in terms of the specific customer profile whose needs are aligned to the particular benefit provided by the product. Accordingly, we arrive at a communication plan for the different TiVo products that target different customer segments through a mix of advertising, promotion, distribution and branding strategies. In the following section, we analyze the situation that Tivo is faced with and follow it up with the logical sequence that helped us arrive at the above recommendations. Company Analysis Calyx and Corolla is a new company in the fresh flowers market. They have pioneered the concept...
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...describe Vermont Teddy Bear (VTB)’s business model (the products and services it sells, target market/s to whom it sells them, the value proposition it offers, and its financial model)? Vermont Teddy Bear (VTB) has been found by John Sortino in 1981. This company has served as a gift delivery service with three main product lines: Bears (plush toys), PajamaGrams (apparel), and Calyx Flowers (gifts). All gift orders are made via four different channels (retail store, mail, phone, web order), each channel supported by different software. First, VTB’s customers design bears by selecting the colors and outfits from a menu of options. All bears are produced on the Shelburne campus; fabrics and raw materials are purchased from vendors worldwide. Second, VTB offers low-cost pajamas. Most pajamas are sold through department stores, mass merchandisers, and other outlets. Third, Calyx Flowers offers high-end floral arrangements for discerning customers who appreciated the long ‘vase life’. It purchases directly from growers and coordinates with shippers such as UPS to ensure that highly perishable fresh cut flowers would be refrigerated and given special care en route. The main target market of VTB is men between the ages of 20 to 64 buying for wives or girlfriends as a gift, many at the last moment. 2) How strong are VTB’s operational capabilities, given their chosen business model? What challenges do they face during so-called ‘peak experiences’? The strength of the VTB operational...
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...particular benefit provided by the product. Accordingly, we arrive at a communication plan for the different TiVo products that target different customer segments through a mix of advertising, promotion, distribution and branding strategies. In the following section, we analyze the situation that Tivo is faced with and follow it up with the logical sequence that helped us arrive at the above recommendations. Company Analysis Calyx and Corolla is a new company in the fresh flowers market. They have pioneered the concept of selling fresh flowers by mail. In its short lifetime, C&C has established strong relationships with many large growers, who cut flowers when ordered, thereby increasing the life of the buds tremendously over typical florist shops whose buds may already be a week old when purchased. They have also developed a strong relationship with Federal Express, who is their primary distributor. Federal Express has a well-established brand name, known for speedy, on-time, and reliable delivery, giving C&C’s promise fro freshly delivered flowers credibility among customer who are unfamiliar with...
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...Vermont Teddy Bear Management information systems – MBA 615 2014 Table of Contents Executive Summary 2 Current Situation 3 Business Situation 3 IT situation 3 Problem Statement 4 Proposed solutions and alternatives 4 Overview 4 ERP 6 Supply Chain Management Software 7 CRM 7 Data Warehouse 8 Localized upgrades 8 Comparative study 9 Ideal Infrastructure 10 Recommendations 11 References …………………………………………………………………………………………………………………………….. 13 Executive Summary Vermont Teddy Bears is a private company that specializes in the manufacture of novelty items based on an e-commerce business model. Company management aims to generate new revenue streams through modifications to the retail system and the underlying IT infrastructure. The current IT infrastructure is robust enough and can handle peak times, but is constituted of an amalgamation of off-the-shelf software and home developed middleware with no comprehensive documentation available. The company CIO is studying four plans to upgrade the existing infrastructure, replacing legacy systems with an ERP, implementing a CRM system, implementing an SCM system, and creating a data warehouse for business analytics purposed. Also proposed is a mix and match alternative whereas only the necessary upgrades are done. An ideal model for the VTB IT infrastructure is built and compared against the proposed alternatives. A final recommendation combining 2 alternatives with the objective of upgrading...
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...present Assistant Professor: Kellogg School of Management, Northwestern University, 1998 – 2001 Visiting Assistant Professor: Kellogg School of Management, Northwestern University, 1997 – 1998 Marketing, Duke University, 1997 Psychology, Sofia University, 1990 B.A. Honors & Awards Ph.D. Ph.D. Education Psychology, Sofia University, 1986 Faculty Impact Award. Given by students to faculty demonstrating “true excellence in interactions with students,” 2009 Outstanding Reviewer, Journal of Consumer Research, 2008 Early Career Contribution Award, Society for Consumer Psychology/ American Psychological Association, 2005. Given annually to the most productive researcher in the field of consumer behavior who has been a faculty member for less than ten years. Fellow, Young Scholars Program, Marketing Science Institute, 2005 Outstanding Reviewer, Journal of Consumer Research, 2003 Chair’s Core Course Teaching Award, Kellogg School of Management, 2002 – 2003 Dean’s Recognition of Teaching Excellence, Kellogg School of Management (based on student evaluations), 1998 – present McManus Research Chair, Kellogg School of Management, 1998 – 1999, 2001 – 2002 Kraft Research Chair, Kellogg School of Management, 2000 – 2001 Fellow, American Marketing Association Doctoral Consortium, 1996 Honorable Mention, Alden G. Clayton Doctoral Dissertation Proposal Competition, 1995 Alexander Chernev 2/2012 RESEARCH Focus Research Articles (Peer Reviewed) ...
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...����������������� ���������� ����� ���������������������������������������������������� ��� ��������������� ������� � �� ����� ����� ����� UBINIG Unnayan Bikalper Nitinirdharoni Gobeshona In English it means Policy Research for Development Alternatives. It is essentially a policy advocacy and research organization that implement the ideas which come out of research works in the form of various programmes and projects. The implementations are elements of living interaction with the community. Contact: 5/3 Barabo Mahanpur, Ring Road, Shaymoli Dhaka - 1207, Bangladesh Phone: 811-1465, 329-620 e-mail: ubinig@citecho.net CWEARC The Cordillera Women’s Education Action Research Center It is a non-governmental organization engaged in organizing, education and services among indigenous women in the Cordillera Region, Philippines since 1987. CWEARC is presently working together with Innabuyog in empowering the indigenous women of the Cordillera through organizing, capacity building and advocacy on indigenous women’s issues. At the same time, CWEARC assists community-level women’s organizations address their socio-economic needs and problems. Contact: #16 Loro Street,Dizon Subdivision, Baguio City Email: cwerc@mozcom.com PEAC Pesticide Eco-Alternatives Center The mission of PEAC is to reduce the use of harmful pesticides in China and to promote alternative ecological forms of pest control, and eventually protect the human health and ecological health for sustainable development...
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...9-798-062 REV: FEBRUARY 25, 2006 PANKAJ GHEMAWAT JAN W. RIVKIN Creating Competitive Advantage Some companies generate far greater profits than others. The pharmaceutical maker ScheringPlough produced an economic profit of more than $10 billion during the period 1984-2002. That is, the accounting profit it generated exceeded its cost of equity capital by that amount. Over the same period, U.S. Steel produced an economic loss of nearly $500 million; its cost of capital exceeded its accounting profit by a wide margin. Such large differences in economic performance are commonplace. Understanding their roots is crucial for strategists. Differences in industry structure shed some light on such differences in performance. To a certain extent, Schering-Plough has generated more economic profit than U.S. Steel because the pharmaceutical industry is structurally more attractive than the steel industry. Rivalry in the pharmaceutical market is muted by factors such as patent protection, product differentiation, and expanding demand; in contrast, rivalry in the steel industry is fierce—fueled by excess capacity, limited differences across products, and slow growth. Many pharmaceutical users hesitate to switch among products or brands, while steel customers are usually willing to switch among producers to get a better price. Many pharmaceuticals are made from commodities with little labor input, while unions exercise such power in the steel industry that labor costs often account for...
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...The Prevention of Food Adulteration Act & Rules (as on 1.10.2004) CONTENTS PRELIMINARY SECTION 1. 2. 2-A Short title, extent and commencement Definitions Rule of construction PAGE 1 1 10 MISCELLANEOUS SECTION PAGE 14. Manufacturers, distributors and dealers to give warranty 35 14-A Vendor to disclose the name, etc, of the person from whom the article of food was purchased 36 15. Notification of food poisoning 36 16. Penalties 36 16-A Power of Court to try cases summarily 39 17. Offences by companies 43 18. Forfeiture of property 45 19. Defences which may or may not be allowed in prosecutions under this Act 46 20. Cognizance and trial of offences 47 20-A Power of Court to implead manufacturer, etc. 53 20-AA Application of the Probation of Offenders Act, 1958 and Section 360 of the Code of Criminal Procedure 1973. 54 21. Magistrates power to impose enhanced penalties 54 22. Protection of action taken in good faith 54 22-A Power of Central Government to give directions 54 23. Power of Central Government to make rules 55 24. Power of the State Government to make rules 58 25. Repeal and saving 59 THE PREVENTION OF FOOD ADULTERATION RULES, 1955 Part I PRELIMINARY RULE PAGE 1. Short title, extent and commencement 60 2. Definitions 60 vi CENTRAL COMMITTEE FOR FOOD STANDARDS AND CENTRAL FOOD LABORATORY 3. 3-A 4. 5. 6. 7. The Cental Committee for Food Standards Appointement of Secretary and other staff Central Food Laboratory GENERAL PROVISIONS AS TO FOOD Prohibition of import...
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...University, Montgomery Campus PhysioEx™ Exercises authored by Peter Z. Zao, North Idaho College Timothy Stabler, Indiana University Northwest Lori Smith, American River College Greta Peterson, Middlesex Community College Andrew Lokuta, University of Wisconsin—Madison San Francisco • Boston • New York Cape Town • Hong Kong • London • Madrid • Mexico City Montreal • Munich • Paris • Singapore • Sydney • Tokyo • Toronto Editor-in-Chief: Serina Beauparlant Project Editor: Sabrina Larson PhysioEx Project Editor: Erik Fortier Editorial Assistant: Nicole Graziano Managing Editor: Wendy Earl Production Editor: Leslie Austin Composition: Cecelia G. Morales Cover Design: Riezebos Holzbaur Design Group Senior Manufacturing Buyer: Stacey Weinberger Marketing Manager: Gordon Lee Copyright © 2009 Pearson Education, Inc., publishing as Pearson Benjamin Cummings, 1301 Sansome St., San Francisco, CA 94111. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. To obtain permission(s) to use material from this work, please submit a written request to Pearson Education, Inc., Permissions Department, 1900 E. Lake Ave., Glenview, IL 60025. For information regarding permissions, call (847) 486-2635. Many of the designations...
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...62118 0/nm 1/n1 2/nm 3/nm 4/nm 5/nm 6/nm 7/nm 8/nm 9/nm 1990s 0th/pt 1st/p 1th/tc 2nd/p 2th/tc 3rd/p 3th/tc 4th/pt 5th/pt 6th/pt 7th/pt 8th/pt 9th/pt 0s/pt a A AA AAA Aachen/M aardvark/SM Aaren/M Aarhus/M Aarika/M Aaron/M AB aback abacus/SM abaft Abagael/M Abagail/M abalone/SM abandoner/M abandon/LGDRS abandonment/SM abase/LGDSR abasement/S abaser/M abashed/UY abashment/MS abash/SDLG abate/DSRLG abated/U abatement/MS abater/M abattoir/SM Abba/M Abbe/M abbé/S abbess/SM Abbey/M abbey/MS Abbie/M Abbi/M Abbot/M abbot/MS Abbott/M abbr abbrev abbreviated/UA abbreviates/A abbreviate/XDSNG abbreviating/A abbreviation/M Abbye/M Abby/M ABC/M Abdel/M abdicate/NGDSX abdication/M abdomen/SM abdominal/YS abduct/DGS abduction/SM abductor/SM Abdul/M ab/DY abeam Abelard/M Abel/M Abelson/M Abe/M Aberdeen/M Abernathy/M aberrant/YS aberrational aberration/SM abet/S abetted abetting abettor/SM Abeu/M abeyance/MS abeyant Abey/M abhorred abhorrence/MS abhorrent/Y abhorrer/M abhorring abhor/S abidance/MS abide/JGSR abider/M abiding/Y Abidjan/M Abie/M Abigael/M Abigail/M Abigale/M Abilene/M ability/IMES abjection/MS abjectness/SM abject/SGPDY abjuration/SM abjuratory abjurer/M abjure/ZGSRD ablate/VGNSDX ablation/M ablative/SY ablaze abler/E ables/E ablest able/U abloom ablution/MS Ab/M ABM/S abnegate/NGSDX abnegation/M Abner/M abnormality/SM abnormal/SY aboard ...
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