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Martha Stewart Case Study Analysis

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Aretha Jackson, president of a private investment firm received a call from a client asking for her advice whether to invest in Martha Stewart Living Omnimedia (MSLO). Jackson emailed Kate Prescott, director of Research, and asked her to prepared reports for her which will help Jackson assess the risks of investing in MSLO. Prescott delivered three reports to Jackson: one on the MSLO business model, one concerning the company’s core competitors, and one detailing consumer attitudes and behaviors (Herman, 2002). These three reports provided Jackson a complete overview on MSLO and it’s up to her to decide whether it’s favorable to invest in MSLO or not. The MSLO business model report mentioned that on October 19, 1999, MSLO went public. At the close of business day, MSLO reached a market value of $1.73 billion and a stake for Stewart worth $1.21 billion. MSLO described itself as a branded and highly integrated content company dedicated to helping people improve the quality of living in and around the home. MSLO produced original how to information and related product in seven core content areas such as home, cooking and entertaining, gardening, craft, holidays, keeping, and weddings. According to 60 Minutes, Stewart sold “that most indefinable and ambiguous of all products.” MSLO keys areas of strengths were in publishing, television, merchandising, internet and ecommerce (Neal, 2007). The company’s core competitor report defined MSLO’s competition based upon major and emerging players in the four business segments in which it operated. In publishing MSLO books, magazines, and related publishing products faced intense and multifaceted competition based on price, editorial content, and aesthetic quality. According to the company’s 1999 Annual Report, MSL magazine competed for advertising dollars with Ladies’ Home Journal, McCall’s, and Redbook in the women’s

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