...2014 Research and Reflection on IM Success and Failure Syracuse University School of Information Studies Dexi Kong Success case #1: Yo, an English slang is now the name of a widely successful app. How it works? Nothing but sending “Yo” to your friends--Stupid but simple. The app, which debuted in April, has been downloaded two million times, according to Or Arbel, the chief executive. "We Yo with co-workers alerting them that a meeting is starting; I Yo with my wife as a 'hi' during a busy day, I Yo with friends, without any more expectation or need than a Yo back." -- Investor of Yo John Borthwick As much as $10 million. That is the valuation investors have assigned to the new smartphone app. ere is how it success, from my personal perspective. Usefulness is the success metric of any technology rather than capabilities. Say, we need alert someone of something. A phone call might be too intrusive or unnecessary, a text message is not noticeable enough, an email may be even more ignorable. Fortunately, now we have Yo, that could help us fill this gap, fill those tiny moments that we don’t want it to be ignored but would rather not bother others by making a phone call. Technology is meant to simplify people’s life. By using this app, we can save lots of words by simply saying “Yo”. Under certain context, it’s not necessary to “make things so clear”, both the massage deliver and receiver knows what’s going on. Most communication app can do what Yo can do...
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...rP os t op yo Vendor Partnering Important Considerations When IT Outsources IT E xc e r p t e d fro m tC The Adventures of an IT Leader By Do No Robert D. Austin, Richard L. Nolan, and Shannon O’Donnell Buy the book: Amazon Barnes & Noble HarvardBusiness.org Harvard Business Press Boston, Massachusetts ISBN-13: 978-1-4221-3046-9 3028BC This document is authorized for use only by Paolo Neirotti until September 2011. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. rP os t op yo Copyright 2009 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America This chapter was originally published as chapter 14 of The Adventures of an IT Leader, copyright 2009 Harvard Business School Publishing Corporation. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@harvardbusiness.org, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. Do No tC You can purchase Harvard Business Press books at booksellers worldwide. You can order Harvard Business Press books and book chapters online at www.harvardbusiness...
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...os t 9-806-105 REV: NOVEMBER 9, 2006 THOMAS R. EISENMANN rP KERRY HERMAN Google Inc. Google’s mission is to organize the world’s information and make it universally accessible and useful. — Google’s mission statement yo In December 2005, Google paid $1 billion for a 5% stake in Time Warner’s America Online (AOL) unit. The implied $20 billion valuation for AOL came as a surprise; JPMorgan had recently valued the unit at $13.7 billion.1 However, the partnership was important to Google, which had signed a fiveyear deal to continue providing web search results and search-based advertising to AOL, as it had done since 2002. Google was expected to earn about $600 million in gross advertising revenue from AOL searches in 2005.2 The share of ad revenue that Google would pay to AOL was not disclosed, but seemed likely to exceed the 85-90% estimated for the prior deal.3 No tC op In addition to its $1 billion equity investment, Google would provide a $300 million credit for ads on Google promoting Time Warner products and would showcase Time Warner content in a special box on some Google search results pages. Critics complained about reports that Google would provide Time Warner with information about its search algorithms in order to help its partner’s pages secure higher positions in search results. Commenting on Google’s accommodations to AOL, author John Battelle said: “Each of them represents a step closer to a slippery slope. What they...
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...os t 9-806-105 REV: NOVEMBER 9, 2006 THOMAS R. EISENMANN rP KERRY HERMAN Google Inc. Google’s mission is to organize the world’s information and make it universally accessible and useful. — Google’s mission statement yo In December 2005, Google paid $1 billion for a 5% stake in Time Warner’s America Online (AOL) unit. The implied $20 billion valuation for AOL came as a surprise; JPMorgan had recently valued the unit at $13.7 billion.1 However, the partnership was important to Google, which had signed a fiveyear deal to continue providing web search results and search-based advertising to AOL, as it had done since 2002. Google was expected to earn about $600 million in gross advertising revenue from AOL searches in 2005.2 The share of ad revenue that Google would pay to AOL was not disclosed, but seemed likely to exceed the 85-90% estimated for the prior deal.3 No tC op In addition to its $1 billion equity investment, Google would provide a $300 million credit for ads on Google promoting Time Warner products and would showcase Time Warner content in a special box on some Google search results pages. Critics complained about reports that Google would provide Time Warner with information about its search algorithms in order to help its partner’s pages secure higher positions in search results. Commenting on Google’s accommodations to AOL, author John Battelle said: “Each of them represents a step closer to a slippery slope. What they...
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...CONTENT ANALYSIS OF CREATIVE CONCEPTS PAGE DECLARATION 2 1 MAIN RESEARCH ISSUE 3 2 RESEARCH CRITERIA 3 3 EXTENT OF RESEARCH ISSUE 3 4 POPULATION 4 5 ASSUMPTIONS/SUB-ISSUES 4 6 GOAL/OBJECTIVE 5 7 RESEARCH QUESTIONS 5 8 THEORETICAL APPROACH 5 9 RESEARCH DESIGN 8 10 DATA COLLECTION 10 11 DATA ANALYSIS 13 12 QUALITATIVE FINDINGS 17 13 CONCLUSION 27 14 SELF ASSESSMENT AND SELF REFLECTION 28 SOURCES CONSULTED 29 I, the undersigned, hereby declare that this is my own and personal work, except where the work(s) or publications of others have been acknowledged by means of reference techniques. I have read and understood Tutorial Letter CMNALLE/301 regarding technical and presentation requirements, referencing techniques and plagiarism. Name: YB Student number: Date: 01/04/2016 A witness name: M B MAIN RESEARCH ISSUE To explore and describe by means of a cross sectional content analysis of eight different creative concepts and their characteristics applied in eight different advertisements selected from Women’s Health and YOU published in 2012 and 2010 respectively. RESEARCH CRITERIA 2.1 Relevance * The main premise of the approach is the study of content. Documents are studied to understand culture, they can be conceptualized as the process and the array of objects, symbols, and meanings that make up social reality shared...
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...WENDY STAHL The Fashion Channel Introduction Dana Wheeler, senior vice president of marketing for The Fashion Channel (TFC), sat in her Chicago office and scrolled through the email messages in her inbox. Thankfully, none required an urgent reply. She toggled over to her calendar: no meetings for the rest of the day. Finally, she could focus her thoughts on reviewing her recommendations for TFC’s new segmentation and positioning strategy. Wheeler believed that she had prepared a solid analysis; she felt confident about the strategy she was proposing. But next week’s senior management meeting would mark her first big presentation to the company’s leaders since she had joined TFC, and, she admitted to herself, she was eager to gain the support of her colleagues. There was a lot riding on the outcome of this meeting, both for Wheeler and for the channel. If founder and CEO Jared Thomas and his team liked what they heard, Wheeler would move forward to implement her recommendations. The company needed to strengthen its competitive position and would be spending more than $60 million in all national and affiliate advertising, promotion, and public relations in 2007, based on these recommendations. This would be an increase of $15 million over 2006 spending. Do No Background TFC was a successful cable TV network– and the only network dedicated solely to fashion, with up-to-date and entertaining features and information broadcast 24 hours per day, 7 days per week. Founded...
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...op yo rP os t NA0186 A Telemedicine Opportunity or a Distraction? Janis L. Gogan, Bentley University Monica J. Garfield, Bentley University S hawn Farrell, Executive Director of the Partners TeleStroke program, glanced at his smart phone while striding toward his office at Massachusetts General Hospital (MGH) in Boston; he nearly collided with Lee Schwamm, MD. Knowing that Dr. Schwamm’s overfull schedule as Vice Chairman of Neurology and Director of Acute Stroke and TeleStroke Services meant he had little time to chat, Farrell used the near-collision as an opportunity to quickly mention a recent conversation with a nurse from Falmouth Hospital on Cape Cod. An active participant in the TeleStroke service, Falmouth Hospital was regularly honored for its adherence to best practices in stroke care. “Recently some Falmouth nurses asked how we can convince other MGH departments—such as in critical-care pediatrics—to provide similar telemedicine consultation services,” Farrell stated, adding “Their nurse stroke coordinator, Jean Estes, is a huge cheerleader for TeleStroke.” Dr. Schwamm continued moving toward his office as he replied, No tC Shawn, don’t we already have too much to do? I need to see patients, complete the analysis for a study I am working on, submit a grant application. Next week I will speak at an international neurology conference. Telemedicine can certainly be invaluable in many clinical domains, but there just are not enough...
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...rP os t 4183 APRIL 14, 2010 JOHN A. QUELCH HEATHER BECKHAM op yo Metabical: Pricing, Packaging, and Demand Forecasting for a New Weight-Loss Drug In April 2008, after 10 years of testing and $400 million in research and development costs, Cambridge Sciences Pharmaceuticals’ (CSP) newest prescription drug, Metabical (pronounced Mehtuh-bye-cal), was about to receive its coveted Food and Drug Administration (FDA) approval. CSP was an international healthcare company with over $25 billion in sales in 2007. The company, based in Cambridge, Massachusetts, focused on developing, manufacturing, and marketing products that treated metabolic disorders, gastrointestinal diseases, and immune deficiencies, as well as other chronic and acute medical conditions. Metabical was part of a strategic initiative that would allow CSP to enter the $3.74 billion market for weight-control products in the United States.1 tC CSP’s chief marketing officer, Bernard Long, said of the new product: No Metabical is revolutionary. It will be the first and only prescription drug to receive FDA approval to meet the needs of the millions of individuals struggling with moderate weight-loss goals. Previous prescription weight-loss drugs had negative side effects that, in the agency’s judgment, outweighed the benefits provided to individuals who were not considered obese. Metabical will be approved for use by those looking to shed between 10 to 30 pounds. Initial reviews...
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...Guide to Assessment 2 for MKC1200 Principles of Marketing Due to space constraints, the Unit Outline contains the bare minimum of information needed for this assessment task, so I have put together a few notes here to guide you through. I hope it helps you and results in better quality assignments for us to mark and more rewarding results for you! 1.0 Format and style Basically, you are writing a report on some marketing issues. Make sure you use a consecutive numbering system throughout the report, and an appropriate heading/sub heading for each section – probably somewhat as I am doing in this paper. Your assignment must be submitted in Times New Roman size 12 pitch with 1.5 spacing. Any smaller and it’s very tiring to read after about 25 papers; and with single spacing there isn’t any room for feedback. Remember not to use any personal pronouns: we, us, I, our, your and so on. This is a formal paper and must be written in the third person. Please don’t use slang, either. Sometimes I see phrases such as ‘heaps of…’, and ‘a great idea…’ - this informal style of writing is OK when you’re writing to your friends, or when we’re having an informal conversation, but doesn’t belong in an academic paper that you submit for assessment. Use marketing language wherever you can – think in terms of the core concepts. Abbreviations are also inappropriate in a formal document: hasn’t, doesn’t, won’t, can’t, ad, advert, advt’g. Remember to give words their...
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...THE ON OT C OP YO CASE STUDY HANDBOOK RP OS T ON OP YO RP OT C OS T THE ON OT C Write Persuasively About Cases OP CASE STUDY HANDBOOK How to Read, Discuss, and William Ellet Harvard Business School Press Boston, Massachusetts YO RP OS T Copyright 2007 William Ellet All rights reserved Printed in the United States of America 11 10 09 08 07 5 4 3 2 1 No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. The copyright on each case in this book unless otherwise noted is held by the President and Fellows of Harvard College and they are published herein by express permission. Permission requests to use individual Harvard copyrighted cases should be directed to permissions@hbsp.harvard.edu, or mailed to the Permissions Editor, Harvard Business School Publishing, 60 Harvard Way, Boston, MA 02163. ON OT C Case material of the Harvard Graduate School of Business Administration is made possible by the cooperation of business firms and other organizations which may wish to remain anonymous by having names, quantities, and other...
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...Accounting Standards & & Regulation – 22420 – A Autumn 2013 3 ASR A gnmen Part 2 A Assig nt – P 2 Contents: ge: General Notes for P Part 2; next p page: this pag General No otes for Part 2 of the Assignment 1) Rec commended Start: you m may start this s part of the assignment at any time. 2) Sub bmission Dea adline: 20th M May, 2013 (5 pm) through h turnitin in U UTSOnline (A Assignments) 3) Hea ading require (in bold): Name – St ed tudent ID – Tutorial Num T mber – Tuto orial Time. (T heading This g must be a part o of the docum ment header r. If using Wo ord 2007+, press VH H to access t the header. ename requir red: When yo ou submit yo our filename e, please nam me the file as s follows: 4) File Txx x_ISurname_ _SID_ASRess say2.docx; w where xx is yo our tutorial n number (for Ku‐ring‐gai p people, put K1), I is your initial, Surnam me is your sur rname, and S SID is your 8‐ ‐digit studen nt ID. Quite a a few people ve the same i initial/surname combina ations, so this s is importan nt. I am askin ng you for the format so hav that t I can sort the essays qu uickly for ma rking. The ex xtension (“.d docx”) would d be different t depending on t the word pro ocessor you use. So Robe ert’s essay w would be calle ed T00 0_RCzernkow wski_999999 999_ASRessa ay2.docx 5) Acc cording to tu urnitin’s web bsite, the sof ftware ensures original work by che ecking submitted papers s aga ainst 17+ bil llion web pa ages, 200+ million stud...
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...1/22/07 3:37 PM Page i RP OS T ElletFM.qxp THE DO N OT C OP YO CASE STUDY HANDBOOK 1/22/07 3:37 PM Page ii DO N OT C OP YO RP OS T ElletFM.qxp 1/22/07 3:37 PM Page iii RP OS T ElletFM.qxp YO THE OP CASE STUDY HANDBOOK How to Read, Discuss, and OT C Write Persuasively About Cases DO N William Ellet Harvard Business School Press Boston, Massachusetts 1/22/07 3:37 PM Page iv RP OS T ElletFM.qxp Copyright 2007 William Ellet YO All rights reserved Printed in the United States of America 11 10 09 08 07 5 4 3 2 1 OP No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. The copyright on each case in this book unless otherwise noted is held by the President and Fellows of Harvard College and they are published herein by express permission. Permission requests to use individual Harvard copyrighted cases should be directed to permissions@hbsp.harvard.edu, or mailed to the Permissions Editor, Harvard Business School Publishing, 60 Harvard Way, Boston, MA 02163. OT C Case material of the Harvard Graduate School of Business Administration is made possible by the...
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...rP os t 9-699-022 REV: MAY 6, 2002 ROBERT D. AUSTIN RICHARD L. NOLAN MARK J. COTTELEER Cisco Systems, Inc.: Implementing ERP History of Cisco op yo Pete Solvik, Cisco Systems chief information officer (CIO), considered the last remaining line item of his ERP (Enterprise Resource Planning) implementation budget. Cisco had a history of rewarding performance with cash bonuses, but the amount allocated for rewarding the ERP team, over $200,000, was unprecedented. To be sure, they had delivered a lot in a time frame that no one had believed possible. It had not been easy either. The team members, Solvik included, had taken a risk in joining the project. Rewards should, and would, be generous. The size of the bonus pool, though, made Solvik think: they had done well, but how well? What had gone right? What had gone wrong? Given another project of this magnitude and risk, would they be able to do it again? No tC Cisco Systems, Inc. was founded by two Stanford computer scientists in 1984 and became publicly traded in 1990. The company’s primary product is the “router,” the combination of hardware and software that acts as a traffic cop on the complex TCP/IP1 networks that make up the Internet (as well as corporate “Intranets”). With the rise of Internet technologies, demand for Cisco’s products boomed and the company soon began to dominate its markets. By 1997, its first year on the Fortune 500, Cisco ranked among the top five companies in...
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...rP os t W14161 APPLE INC.: MANAGING A GLOBAL SUPPLY CHAIN 1 Ken Mark wrote this case under the supervision of Professor P. Fraser Johnson solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. op yo This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Copyright © 2014, Richard Ivey School of Business Foundation INTRODUCTION Version: 2014-06-12 tC Jessica Grant was an analyst with BXE Capital (BXE), a money management firm based in Toronto. 2 It was February 28, 2014, and Grant was discussing her U.S. equity mandate with BXE’s vice president, Phillip Duchene. Both Grant and Duchene were trying to identify what changes, if any, they should make to BXE’s portfolio. “Apple is investing in its next generation of products, potentially the first new major product lines since Tim Cook took over from Steve Jobs,” she...
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...op yo rP os t www.hbr.org H B R CAS E ST U D Y Can Transition expand without losing its elite aura? Six commentators offer expert advice. AND COMMENTARY How Do You Grow a Premium Brand? by Regina Fazio Maruca Do No tC • Reprint 95205 H B R CAS E ST U D Y rP os t Transition is the Tiffany of health clubs. Now its owner wants to expand. op yo How Do You Grow a Premium Brand? No tC Do COPYRIGHT © 1995 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Regina Fazio Maruca It was a great idea. The first of its kind. A series of ultrapremium health clubs located in major cities throughout the world. Targeted at senior executives too busy to eat. Frequent business travelers. Singles. People who just plain liked the extra attention and pampering and could afford to pay for the best. And it really had taken off. Since its flagship club had opened at one of New York City’s most prestigious addresses 15 years ago, Transition’s sales had doubled each year. The first location, a 25,000-square-foot facility with 14 full-time staff members, plus numerous sales associates, was almost maxed out at 2,300 members. Within its first two years of operation, Transition had opened similarly popular facilities in other major cities: Chicago, Washington, Los Angeles, London, Paris, Milan, Singapore, Hong Kong, and Tokyo. Within five years, it was also operating through the five-star Printemps...
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