...Google, the world's most powerful brand, endeavors to purchase Netflix, the largest U.S. based online movie rental service provider. This acquisition is consistent with the Google focus on improving how people connect with information. The acquisition will address a strategic opportunity to deliver more diverse online content to the world, where the graphical and video display-ad market is estimated to grow to $200 billion (Efrati, 2012). It will also further build on the expansive Google acquisition model strategy and use of capital (Rosoff, 2012). Google enjoys proven success and market dominance in online advertising. With its graphical and video advertising successes through its YouTube platform and thousands of other sites, the company has established a significant competitive advantage in the market of display-advertising. With Netflix, Google would leverage its ad expertise to pair advertisements with video search requests and video themes/genres. This acquisition will continue the Google growth model of winning loyalty across every facet of the internet experience which translates into "overall time spent on Google services,[...]more time (for consumers to be) exposed to ads, [and] increased brand loyalty (Young, 2011). The acquisition would provide a diversified monetization model of membership/fee based service which provides strong direct customer and revenue competition to Hulu (streaming video currently offered only to users in Japan and the USA and its overseas...
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...2014 REPRINT R1401E Trust people, not policies. Reward candor. And throw away the standard playbook. by Patty McCord How Netflix Reinvented HR SPOTLIGHT ON TALENT AND PERFORMANCE This document is authorized for use only by Janet Hughes (JAH612@LEHIGH.EDU). Copying or posting is an infringement of copyright. Please contact customerservice@harvardbusiness.org or 800-988-0886 for additional copies. SPOTLIGHT ON TALENT AND PERFORMANCE Spotlight ARTWORK Freegums, Good Vibrations 2011, acrylic on wood, 8' x 15' This document is authorized for use only by Janet Hughes (JAH612@LEHIGH.EDU). Copying or posting is an infringement of copyright. Please contact customerservice@harvardbusiness.org or 800-988-0886 for additional copies. FOR ARTICLE REPRINTS CALL 800-988-0886 OR 617-783-7500, OR VISIT HBR.ORG Patty McCord is the founder of Patty McCord Consulting and the former chief talent officer at Netflix. How Netflix Reinvented HR Trust people, not policies. Reward candor. And throw away the standard playbook. by Patty McCord S heryl Sandberg has called it one of the most important documents ever to come out of Silicon Valley. It’s been viewed more than 5 million times on the web. But when Reed Hastings and I (along with some colleagues) wrote a PowerPoint deck explaining how we shaped the culture and motivated performance at Netflix, where Hastings is CEO and I was chief talent officer from 1998 to 2012, we had no idea it would go viral. We realized that...
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...surpassing its competitors with its number of self-service kiosks. Redbox’s growing popularity is facilitated by its physical distribution, which places the kiosk in high traffic locations such as WalMart, Kroger, McDonalds and Walgreens. Due to redbox’s standing as the progressive option for DVD rental, its decision to target the 18-24 year old demographic was evident. This demographic embodies the idea of innovation, experimentation, and dependency on technology, all of which are imperative to transform an introductory product into a nationwide brand. The following report provides secondary and primary research in order to construct an accurate glimpse of redbox and its emergent status within the 18-24 year old target market of the DVD rental industry. This report includes the description and results of eighty self-administered surveys completed by samples of the target market. Based on an analysis of these results, the report concludes with recommendations designed to assist redbox in more effectively reaching its 18-24 year old target market. 1|Page Industry Size: Revenue & Product...
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...The advent of the internet has had a profound effect on countless aspects of our lives. Since the internet’s commercialization and availability to the general public in 1995, its impact and influence on our culture and commerce has been immeasurable. Nearly every industry has been affected to some extent or another by the widespread use of the internet. The entertainment industry has received seemingly endless media coverage pertaining to the industry’s adaptation, or lack of adaptation, to the new age of the internet. The entertainment industry (also informally known as show business or show biz) is a broad term for the industry of providing entertainment, which includes the sub-industries of radio, television, film, music, and theatre. This industry has gone through an enormous transformation since the internet’s inception in 1995. The internet continues to pose many challenges and opportunities to the industry. This paper will examine the impact, both positive and negative, that the internet has on the entertainment industry. Media coverage indicates that, among the entertainment industry, the film and music industries have been most affected by the World Wide Web. However, the other forms of the entertainment world have, albeit to a lesser extent, been affected as well. The least affected area of show business is theatre. The very nature of theatre is to view a performance live and in-person. There are websites, such as Arte Live Web, that do broadcast live theatre...
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...SPOTIFY An Analysis of Spotify’s Market Strategies Spotify Spotify AN ANALYSIS OF SPOTIFY’S STRATEGY Spotify is a Swedish online music streaming service that was launched in 2008. Since, its launch Spotify has had a meteoric rise and currently boasts a library of around 15 million music tracks and about 20 million users. Though Spotify still lags behind Pandora, the market leader, it is interesting to understand how Spotify managed to succeed in the competitive music streaming industry. The following report will start off by giving a brief overview of the music industry, Spotify’s features and the competition Spotify faces. We will then analyze how Spotify managed to succeed in the competitive music streaming industry. Finally, we will discuss the risks Spotify faces and future strategies it could undertake in continuing its success in the online music streaming industry. DIGITAL MUSIC INDUSTRY The digital music industry can be divided into two submarkets: the streaming market with numerous competitors and the digital download market dominated by iTunes and Amazon. Digital music industry revenues have grown by 8% in 2011 reaching a valuation of $5.2 billion. Currently the streaming market only generates 10% of digital music industry revenue but the growth rate of this market is greater than the growth rate of the download market. Competition within the streaming industry is very strong as many companies operate in this market with similar business models. Companies...
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...SPOTIFY An Analysis of Spotify’s Market Strategies Spotify Spotify AN ANALYSIS OF SPOTIFY’S STRATEGY Spotify is a Swedish online music streaming service that was launched in 2008. Since, its launch Spotify has had a meteoric rise and currently boasts a library of around 15 million music tracks and about 20 million users. Though Spotify still lags behind Pandora, the market leader, it is interesting to understand how Spotify managed to succeed in the competitive music streaming industry. The following report will start off by giving a brief overview of the music industry, Spotify’s features and the competition Spotify faces. We will then analyze how Spotify managed to succeed in the competitive music streaming industry. Finally, we will discuss the risks Spotify faces and future strategies it could undertake in continuing its success in the online music streaming industry. DIGITAL MUSIC INDUSTRY The digital music industry can be divided into two submarkets: the streaming market with numerous competitors and the digital download market dominated by iTunes and Amazon. Digital music industry revenues have grown by 8% in 2011 reaching a valuation of $5.2 billion. Currently the streaming market only generates 10% of digital music industry revenue but the growth rate of this market is greater than the growth rate of the download market. Competition within the streaming industry is very strong as many companies operate in this market with similar business models. Companies...
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...JaNuaRy–FeBRuaRy 2014 23 consumer Behavior What Marketers Don’t Get About Online Reviews Itamar Simonson and emanuel rosen 78 competition The Big Lie of Strategic Planning roger l. Martin 103 risk Management The New Rules of Globalization Ian Bremmer : -( : -( ; -) : A greAt plAce to work What ideo, BlackRock, and Netflix know about building high-performance cultures Page 53 ©2013 Cartier calibre de cartier CHRONOGRAPH 1904-CH MC THE 1904-CH MC, THE NEW AUTOMATIC WINDING CHRONOGRAPH MOVEMENT, WAS CONCEIVED, DEVELOPED AND ASSEMBLED BY THE CARTIER MANUFACTURE IN THE GREATEST WATCHMAKING TRADITION. THIS MOVEMENT IS EQUIPPED WITH INGENIOUS SYSTEMS FOR UTMOST PRECISION: A COLUMN WHEEL TO COORDINATE ALL THE CHRONOGRAPH FUNCTIONS, A VERTICAL CLUTCH DESIGNED TO IMPROVE THE ACCURACY OF STARTING AND STOPPING THE TIMING FUNCTION, A LINEAR RESET FUNCTION, AND A DOUBLE BARREL TO ENSURE UNRIVALED TIMEKEEPING. 18K PINK GOLD 42 MM CASE, MECHANICAL MANUFACTURE CHRONOGRAPH MOVEMENT, SELF-WINDING, CALIBRE 1904-CH MC (35 JEWELS, 28,800 VIBRATIONS PER HOUR, APPROXIMATELY 48 HOUR POWER RESERVE), CALENDAR APERTURE AT 6 O’CLOCK, 18K PINK GOLD OCTAGONAL CROWN, SILVER OPALINE SNAILED DIAL, GOLD FINISHED CHAMFERS. ALLIGATOR STRAP. EXPLORE AND SHOP WWW.CARTIER.US - 1-800-CARTIER hbr.org January–February 2014 Contents 53 SpoTlIghT on TalENT aND PErformaNCE 54 IDEo’s Culture of helping Research at one office of the design firm ...
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...2014 Siwar Chihi, Bas Geelen, Konstantin Kraft & Ines Garic Zuyd University of Applied Sciences 2014 Siwar Chihi, Bas Geelen, Konstantin Kraft & Ines Garic Zuyd University of Applied Sciences Table of contents 1.1 Introduction to the research 3 1.2 Problem statement 3 Current 3 Desired 4 Gap 4 1.3 Methodology 5 1.4 Justification of methods 9 Research design 9 Research method 10 Research format 10 Research technique 10 2.1 Ethics 13 Data protection U.S. banks 15 Banks cash in on big data 16 Privacy vs. Security 17 Predicting with privacy 18 Privacy selling 19 Contrast between consumers privacy expectation versus their own online behavior 20 Expectations for growth internet users 2025 20 2.2Technology 22 Online banking approaches by different banks 22 SaaS business models 23 Why cloud computing for banks? 24 Privacy Trends 2014 – privacy trends in the age of technology 25 In-memory computing 27 2.3 Legislation 30 Europe Union 30 2.4 Future 31 Out in the open 31 Future sharing of finances 32 Changing Online ignorance 34 Cyber security trends for financial services 34 2.4 Results in-depth interviews 36 3.1 Basic needs 38 3.2 Drivers of change 39 3.3 Emerging consumer expectations 41 3.4 Inspiration 43 Target 43 Innovation by other banks 44 Luth Research 44 4.1 Technology 46 4.2 Changing user behaviors 46 4.3 Inconsistency 47 4.4 Legislation 47 5.1 Value...
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...University, Atlanta, GA 30302-4015 U.S.A. {vstorey@gsu.edu} Business intelligence and analytics (BI&A) has emerged as an important area of study for both practitioners and researchers, reflecting the magnitude and impact of data-related problems to be solved in contemporary business organizations. This introduction to the MIS Quarterly Special Issue on Business Intelligence Research first provides a framework that identifies the evolution, applications, and emerging research areas of BI&A. BI&A 1.0, BI&A 2.0, and BI&A 3.0 are defined and described in terms of their key characteristics and capabilities. Current research in BI&A is analyzed and challenges and opportunities associated with BI&A research and education are identified. We also report a bibliometric study of critical BI&A publications, researchers, and research topics based on more than a decade of related academic and industry publications. Finally, the six articles that comprise this special issue are introduced and characterized in terms of the proposed BI&A research framework. Keywords: Business intelligence and analytics, big data analytics, Web 2.0 Introduction Business intelligence and analytics (BI&A) and the related field of big data analytics have become increasingly important in both the academic and the business communities over the past two decades. Industry studies have highlighted this significant development. For example, based on a survey of over 4,000...
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...*IS1347* //integrafs1/cengage/3-Pagination/Cengage_US/Business_and_Economics/FFM13e/3B2/brigham_endpaper.3d, 11/16/11, 17:35, page: 1 FREQUENTLY USED SYMBOLS/ABBREVIATIONS ACP Average collection period ADR American depository receipt AFN Additional funds needed AMT Alternative minimum tax APR b Annual percentage rate Beta coefficient, a measure of an asset’s riskiness bL Levered beta bU Unlevered beta BEP BVPS CAPEX CAPM CCC Basic earning power Book value per share Capital expenditures Capital Asset Pricing Model Cash conversion cycle CF Cash flow; CFt is the cash flow in Period t CR Conversion ratio CV Coefficient of variation Dp Dividend of preferred stock Dt Dividend in Period t DCF Discounted cash flow D/E Debt-to-equity ratio DEP Depreciation D1/P0 DPS DRIP Expected dividend yield Dividends per share Dividend reinvestment plan DRP Default risk premium DSO Days sales outstanding e Approximately equal to 2.7183 EAA Equivalent annual annuity EAR Effective annual rate, EFF% EBIT EBITDA EPS EVA F Earnings before interest and taxes; operating income Earnings before interest, taxes, depreciation, and amortization Earnings per share Economic value added (1) Fixed operating costs (2) Flotation cost FCF Free cash flow FVN Future value for Year N FVAN g GAAP HVN I IFRS IPER I/YR INT IP IPO IRR LIBOR ...
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... Atlanta, GA 30302-4015 U.S.A. {vstorey@gsu.edu} Business intelligence and analytics (BI&A) has emerged as an important area of study for both practitioners and researchers, reflecting the magnitude and impact of data-related problems to be solved in contemporary business organizations. This introduction to the MIS Quarterly Special Issue on Business Intelligence Research first provides a framework that identifies the evolution, applications, and emerging research areas of BI&A. BI&A 1.0, BI&A 2.0, and BI&A 3.0 are defined and described in terms of their key characteristics and capabilities. Current research in BI&A is analyzed and challenges and opportunities associated with BI&A research and education are identified. We also report a bibliometric study of critical BI&A publications, researchers, and research topics based on more than a decade of related academic and industry publications. Finally, the six articles that comprise this special issue are introduced and characterized in terms of the proposed BI&A research framework. Keywords: Business intelligence and analytics, big data analytics, Web 2.0 Introduction Business intelligence and analytics (BI&A) and the related field of big data analytics have become increasingly important in both the academic and the business communities over the past two decades. Industry studies have highlighted this significant development. For example, based...
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...ABSTRACT Today is the Era of Globalization and the consumer is not bound within boundaries of a particular place to access products available in the outer world, now he can go beyond the boundaries of any market area where he lives, to access the things of his interest. But this virtual connectivity known as “ONLINE SHOPPING OR E-TAILING” is really a challenge for Indian customers to be associated with; they face some real time problems related to trust and quality. But the Indian shopping trend shows some rigid type of behavior towards online shopping. They do not trust this shopping style as they have to see and choose a product virtually and pay for it, without any kind of physical touch, which was really difficult to be done in Indian market, but in past 2-3 years the trends have changed at least in metros and big cities. It has been observed that Indore is adapting the changes in shopping trends in metros very quickly, they love to shop from home and enjoy online shopping. So the process of analysis of factor affecting customer satisfaction levels was initiated, ACSI Model uses the three manifest variables: Customer’s Expectation, Perceived Values and Over-all Quality, which leads to satisfied customer. This will give us the clear insights of satisfied online shoppers across Indore. Factors affecting online shopping behavior Online shopping is a relatively new type of retail shopping. It has now been adopted all over the world including Thailand. In Thailand, electronic...
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...Executive Summary Apple Inc., formerly Apple Computer, Inc., is a multinational corporation that creates consumer electronics, smart phones, tablets, personal computers, computer software, and commercial servers, and is a digital distributor of media content. Apple's core product lines are the iPhone smartphone, iPad tablet computer, iPod portable media players, and Macintosh computer line. Founders, Steve Jobs and Steve Wozniak effectively created Apple Computer on April 1, 1976, with the release of the Apple I, and incorporated the company on January 3, 1977, in Cupertino, California. Apple experienced modest, but above average growth from its founding until the mid-2000s when the popularity of its iPods and iTunes Store were joined by Apple’s release of the first iPhones. This combination, along with then-CEO Steve Jobs’ iconic leadership, catapulted Apple to successes rarely seen as it became the largest publicly traded company in the world by 2012. Our financial analysis of Apple revealed many things, not the least of which is the simple fact that Apple is a well-run, efficient, innovative company. Over the last three years, Apple realized a consistent positive trend in well over half of the twenty-two key financial ratios analyzed, highlighted by improvements in all profitability and inventory management ratios. It kept pace with the growth experienced in the technology and consumer electronics industries, despite significant gains in market share by giants...
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...Begin Reading Table of Contents Photos Newsletters Copyright Page In accordance with the U.S. Copyright Act of 1976, the scanning, uploading, and electronic sharing of any part of this book without the permission of the publisher is unlawful piracy and theft of the author’s intellectual property. If you would like to use material from the book (other than for review purposes), prior written permission must be obtained by contacting the publisher at permissions@hbgusa.com. Thank you for your support of the author’s rights. For Isabella and Calista Stone When you are eighty years old, and in a quiet moment of reflection narrating for only yourself the most personal version of your life story, the telling that will be most compact and meaningful will be the series of choices you have made. In the end, we are our choices. —Jeff Bezos, commencement speech at Princeton University, May 30, 2010 Prologue In the early 1970s, an industrious advertising executive named Julie Ray became fascinated with an unconventional public-school program for gifted children in Houston, Texas. Her son was among the first students enrolled in what would later be called the Vanguard program, which stoked creativity and independence in its students and nurtured expansive, outside-the-box thinking. Ray grew so enamored with the curriculum and the community of enthusiastic teachers and parents that she set out to research similar schools around the state with an eye toward writing a book about...
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...Amazon Web Services ™ Amazon Web Services ™ by Bernard Golden Amazon Web Services™ For Dummies® Published by: John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, www.wiley.com Copyright © 2013 by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the Publisher. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 7486008, or online at http://www.wiley.com/go/permissions. Trademarks: Wiley, For Dummies, the Dummies Man logo, Dummies.com, Making Everything Easier, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc. and may not be used without written permission. Amazon Web Services is a trademark of Amazon Technologies, Inc. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc. is not associated with any product or vendor mentioned in this book. LIMIT OF LIABILITY/DISCLAIMER OF WARRANTY: THE PUBLISHER AND THE AUTHOR MAKE NO REPRESENTATIONS OR WARRANTIES WITH RESPECT TO THE ACCURACY OR COMPLETENESS...
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