...Defining customers as those people and organizations for whom R&R creates value, R&R serves the following customers: 1. TV Guide; 2. American board game players, i.e. adults and children; 3. Retail outlets, which can be classified as mass merchandisers and department/gift stores; 4. The game developer, i.e. ‘a professional inventor’; 5. TV guide employees who develop the questions; 6. Sam Kaplan; 7. Sales representatives; 8. Kaplan’s supplier; 9. Swiss Colony; 10. Heller Factoring. Arguably, TV guide is a supplier/ marketing channel/ licensor, yet R&R creates value for TV Guide in the sense of creating a business opportunity. A similar argument holds for the other customers of R&R as well. If we look at the final consumers of the product, then according to the definition of Osterwalder and Pigneur, R&R serves a mass market. Taking into consideration the remarks of Mr. Reiss, who mentions that his customers are the manufacturers representatives and the buyers of major chains, we can argue that he distinguishes between input and output in his firm. Thus making the business model multi sided, the suppliers need many retail outlets to have their products for sale; and vice versa: the retail outlets require large production. The value proposition describes what value is delivered to the customer. Or, to be more precise, what are the bundles of products and services that create value for R&Rs customers. Given the limited space of 1 page, I will stick to the customers defined by Mr...
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...three years * He could easily foresee the rise of Trivial Pursuit in Canada and its potential market and thus success in the US market (US market had approx 10 times the sales of Canada) * TV guide thought of involving themselves because of the monetary gain that the venture assured and supported the idea of working with a small company instead of a big one * Apart from the this Bob due to his earlier network had come up with an amazing idea of coming up with a TV board game * As an average American spent 7 hours on an average watching TV and thus the theme had chances of being enormously successful (The success of Trivia) * Kaplan had ample experience to be a good business advisor and guide * Lastly, an association with Kaplan brought Reiss in contact with Swiss Colony and HellenFactoring who were the other partners in Trivia 2) What risks & obstacles have to be overcome in order to pursue the opportunity successfully? How did Bob Reiss accomplish this? (Cover the Risks & Obstacles and steps by Bob Reiss in pursuing the opportunity successfully) * In this industry the fad of products was really high * The industry was highly competitive with big retailers having maximum say and share * R and R was a new and small player in this industry which was unknown to both retailers and customers so there were doubt of their acceptance * In order to achieve credibility, they went ahead with collaborating with TV Guide * TV Guide could...
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...BoReissROBERT REISS Robert “Bob” Reiss, HBS 1956, started out as a waiter at resorts in upstate New York. He moved on after HBS to run the personalized-pencil division of a small New York company. He saw that as an opportunity to learn about running a business while someone else “picked up the tab.” He then started a sales rep company and soon stumbled on opportunities in adult games like chess and magic. Eventually he sold his company to a needlecraft company. Bob then founded R&R to create and sell games, including the TV Guide Trivia game produced during the Trivial Pursuit craze in the 1980s. Bob described his entrepreneurial career in a video interview from his office in Boca Raton, Florida, in February 2001. Interviewer: Amy Blitz, HBS Director of Media Development for Entrepreneurial Management. The Early Years I grew up in the Bensonhurst section of Brooklyn. Both my parents worked. They taught me a strong work ethic and a strong sense of morality. They also taught me to never, ever complain about anything in life. I had a brother who was three years younger than me. We grew up in a very competitive environment. We weren’t aware that it was competitive since that was just the way things were. Sports were everything in our world. We had millions of street games in front of the house. Basketball was the big sport, because in Brooklyn we didn’t have the big playing fields, so everybody played in the schoolyards. Three-man basketball was the game all weekend long. In the winter...
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...$12000000 within three years * He could easily foresee the rise of Trivial Pursuit in Canada and its potential market and thus success in the US market (US market had approx 10 times the sales of Canada) * TV guide thought of involving themselves because of the monetary gain that the venture assured and supported the idea of working with a small company instead of a big one * Apart from the this Bob due to his earlier network had come up with an amazing idea of coming up with a TV board game * As an average American spent 7 hours on an average watching TV and thus the theme had chances of being enormously successful (The success of Trivia) * Kaplan had ample experience to be a good business advisor and guide * Lastly, an association with Kaplan brought Reiss in contact with Swiss Colony and Hellen Factoring who were the other partners in Trivia 2) What risks & obstacles have to be overcome in order to pursue the opportunity successfully? How did Bob Reiss accomplish this? * Offering incentive, 5% ad allowance, to department stores for placing ad in print * Free media publicity * In this industry the fad of products was really high * The industry was highly competitive with big retailers having maximum say and share * R and R was a new and small player in this industry which was unknown to both retailers and customers so there were doubt of their acceptance * In order to achieve credibility, they went ahead with collaborating with TV Guide * TV Guide could...
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...Harvard Business School 9-386-019 Rev. November 15, 1987 R&R During the summer of 1983, Bob Reiss observed with interest the success in the Canadian market of a new board game called “Trivial Pursuit.” His years of experience selling games in the U.S. had taught him a rough rule of thumb: the sales of a game in the U.S. tended to be approximately ten times those of sales in Canada. Since “Trivial Pursuit” had sold 100,000 copies north of the border, Reiss thought that trivia games might soon boom in the U.S., and that this might represent a profitable opportunity for him. Reiss’ Background After his graduation from Harvard Business School in 1956, Reiss began working for a company that made stationery products. His main responsibility was to build a personalized pencil division, and he suggested that he be paid a low salary and a high sales commission. He was able to gain an excellent understanding of that market, and by 1959 could start on his own as an independent manufacturer’s representative in the same industry. His direct contact with stores that sold stationery products revealed that many of them were beginning to sell adult games. He decided to specialize in those products. In 1973, Reiss sold his representative business to a small American Stock Exchange company in the needlecraft business in exchange for shares. He then set up a game manufacturing division and ran it for that company, building sales to $12,000,000 in three years. Reiss decided to go into...
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...Reis and Trivia inc. accomplished. First of all the large established companies are driven by the resources they currently control. No large company controlled the knowledge nor the resources needed to design a new trivia game. Reiss, as an entrepreneur, saw the changing market and the opportunity it created. Secondly the opportunity was only there for a short period of time. Reis predicted that the new trivia game would sell for only one year. Larger companies want to invest in opportunities that are profitable for a more than one year. Reis exploited the opportunity with the (correct) assumption that it wouldn't last for more than a year. Finally, Reis, who outsourced all the steps of the production, development, marketing and sales process, was able to keep the risks for himself very low. A large established company normally does all the steps by itself and therefore has a larger risk. When one of the steps fails, the company will definitely lose money. Reis distributed the risk in such a way that that he and his company Trivia inc. had virtually no risk. The opportunity WHOOZIT is a different cook. The market has changed since the production of The TV Guide TV Game. In 1984 over 80 trivia games came to the US market. The sales for trivia games plummeted. The opportunity WHOOZIT therefore comes in a less favorable time than the “The TV Guide TV Game”. On the other hand, the WHOOZIT game is different than the existing trivia games. Where other trivia games...
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...Q.1. What factors created the opportunity for Bob Reiss and the TV Guide Game? 1. Demand for “Trivia” products were on the upswing, and had yet to reach the U.S. 2. Success of Trivial Pursuit in Canada was crucial 3. Reiss’s experience in the logistics and lead time concerns of manufacturing in the toy industry 4. Reiss’s personal connections: • Kaplan (Equity) • Helen Factoring (Billing & Accounts Receivables) • Swiss Colony (production and shipping) • Suppliers for books, boards and boxes Q.2. What risks and obstacles had to be overcome to pursue the opportunity successfully? 1. Advertising (Did not possess the Advertising budget of larger companies, i.e. Parker Bros.) 2. Public’s interest in Trivia Games declining (Over saturation can/will occur rapidly) 3. Manufacturing with little lead time 4. Cash Flow 5. Sales 6. Competition (mainly Trivial Pursuit) How did Bob Reiss accomplish this? 1. Advertising Strategy 2. Offering incentive(5% ad allowance) to dept. stores for placing ad in print 3. Free media publicity 4. Ensured product would be available for sale before “fad” of Toy/Game had occurred 5. Utilized personal experience and intelligence to create an efficient product design (booklet, instead of cards) 6. Business Partner Kaplan 7. Sales Strategy 8. Price Point was set significantly...
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...R&R Case Write UP By: XXXXXXXXX Bob Reiss is an experienced player in the Toy/Game market. Currently he is deciding how to follow his successful TV Guide trivia game. He could try to create a spinoff of the TV guide game. He could launch a new proposed trivia game called Whoozit, where you guess people based on clues. Mr. Reiss has to make a decision launch Whoozit, a new trivia game, or try to spin off the TV Guide game. My recommendation is to launch Whoozit. The Whoozit game allows Trivia Inc. to leverage their skills developed in the launch of the TV guide game. Trivia Inc. has access to the channels, the manufacturers, and the pulse of the trivia market customer. The case indicates that Trivia Inc. had a preliminary royalty deal with the Bettman Archive, keeper of the images necessary for Whoozit. I think the addition of a magazine like People, Life, or Time would create a direct point of touch/access and lend more recognition to the endorsement. Another reason to launch Whoozit is the low cost of the endeavor. If analogous estimation holds true, Trivia Inc. could produce these units for about $5/unit and stand to make profits of about $2.00 per unit on 500,000 units. The total cost to launch The TV trivia game was $50K, but profits were over $2M net for Trivia Inc. If Whoozit could be executed as successfully as TV Guide TV game, it would be money well spent. Finally, the lessons that Reiss had gleaned from Trivial Pursuit’s US launch are incorporated...
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...THE ORIGINS AND DEVELOPMENT OF THE ENGLISH LANGUAGE This page intentionally left blank THE ORIGINS AND DEVELOPMENT OF THE ENGLISH LANGUAGE SIXTH EDITION ± ± John Algeo ± ± ± ± ± Based on the original work of ± ± ± ± ± Thomas Pyles Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States The Origins and Development of the English Language: Sixth Edition John Algeo Publisher: Michael Rosenberg Development Editor: Joan Flaherty Assistant Editor: Megan Garvey Editorial Assistant: Rebekah Matthews Senior Media Editor: Cara Douglass-Graff Marketing Manager: Christina Shea Marketing Communications Manager: Beth Rodio Content Project Manager: Corinna Dibble Senior Art Director: Cate Rickard Barr Production Technology Analyst: Jamie MacLachlan Senior Print Buyer: Betsy Donaghey Rights Acquisitions Manager Text: Tim Sisler Production Service: Pre-Press PMG Rights Acquisitions Manager Image: Mandy Groszko Cover Designer: Susan Shapiro Cover Image: Kobal Collection Art Archive collection Dagli Orti Prayer with illuminated border, from c. 1480 Flemish manuscript Book of Hours of Philippe de Conrault, The Art Archive/ Bodleian Library Oxford © 2010, 2005 Wadsworth, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including...
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...Outliers THE S T O R Y OF S U C C E S S MALCOLM G LAD W E L L # 1 bestselling author of The Tipping Point and Blink $27.99 $ 3 0 . 9 9 in C a n a d a Why d o s o m e p e o p l e succeed far more than others? T h e r e is a story that is usually told a b o u t extremely successful p e o p l e , a story that focuses o n intelligence a n d ambition. In Outliers Malcolm Gladwell a r g u e s that the true story o f s u c c e s s is very different, a n d that if we want to u n d e r s t a n d h o w s o m e p e o p l e thrive, we s h o u l d s p e n d m o r e time l o o k i n g around them — at s u c h things as their family, their birthplace, or even their birth d a t e . T h e story o f s u c c e s s is m o r e c o m p l e x — a n d a lot m o r e interesting — than it initially a p p e a r s . Outliers e x p l a i n s w h a t the B e a t l e s a n d Bill G a t e s have in c o m m o n , the e x t r a o r d i n a r y s u c c e s s o f A s i a n s at m a t h , the h i d d e n a d v a n t a g e s o f star athletes, why all t o p N e w York lawyers have the s a m e r é s u m é , a n d the r e a s o n y o u ' v e never h e a r d o f the w o r l d ' s s m a r t e s t m a n — all in terms o f g e n eration, family, c u l t u r e , a n d c l a s s . It matters w h a t year y o u were b o r n if y o u want to b e a S i l i c o n Valley billionaire, G l a d w e l l a r g u e s , a n d it matters w h e r e y o u w e r e b o r n if y o u want to b e a s u c cessful p i l o t . T...
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...Hundreds(of(real(personal(accounts(of Group'Discussions'&'Personal'Interviews during(MBA(admissions(to(India’s(best(B9schools Written'by Compiled'by Loads'of'MBA'Aspirants The'PaGaLGuY'MadCapz'Group PaGaLGuY.com Antholo gy Hundreds of real personal accounts of Group Discussions and Personal Interviews during MBA admissions to India’s best business schools. In this edition: The IIMs at Ahmedabad, Bangalore, Calcutta, Lucknow, Indore & Kozhikode. Written by Loads of MBA aspirants Compiled by The PaGaLGuY MadCapz Team PaGaLGuY GD-PI Anthology Copyright © 2011, PaGaLGuY.com All text and content in this document is solely owned by PaGaLGuY.com. Reproduction without permission in any form or means is illegal. Special copy prepared exclusively for mustafa rokerya Get your own Free personalized copy (with your name on it) of this book from http://www.pagalguy.com/books/ What this book is about What is a real IIM interview like? What kind of questions do they ask and what judgments do applicants have to make while answering them? Since 2003, those with real Group Discussion and Personal Interview calls from India’s top bschools have been posting entire and detailed transcripts of their admission interviews immediately after they happen, so that others slotted for later interviews can learn what GDPI is going to be like this year. This book is a collection of dozens of handpicked GDPI experiences from the country’s top bschools during the admission...
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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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