...library. This deters many new users from switching over to Songbird, because they fear losing their play count, “starred” songs, and stored metadata like lyrics and album information. Essentially all this information should be stored with the audio file itself, by making use of ID3 tags. iTunes, however, chooses to maintain this information both in its proprietary “itl” format, and as an XML file. To ease the transition for new users, Songbird should support importing from the user’s iTunes library. The other limitation of Songbird is that it can’t connect to, or use, songs from the Apple iTunes store. Many iTunes users have already purchased a lot of songs from the iTunes online store, and not being able to add or play this music in Songbird is a major drawback. In addition to the iTunes store, there are many other places for buying music online – the Amazon MP3 store, Rhapsody, and Jamendo to name...
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...MASTER 1 GE2 - GROUP 3 DA CUNHA Andreï DE QUEYLARD Claire PHILIPPE Benoit TZOTCHEV Mariano VENNEVAULT Charlène CASE STUDY Industry dynamics in the hi-fi sector Q1. Perform a SWOT analysis and use this to help think through the industry dynamics in the hi-fi sector. i. What are the opportunities and threats facing these specialist hi-fi firms? * Internal diagnotic | STRENGHTS | WEAKNESSES | Marketing criteria | Product | Sound system at highest quality | | Price | Prenium prices can be a proof of quality | Premium prices are only dedicated to a small segment of customers | Promotion | | High costs of advertising | Place | Prime location: factories are in UK which has a potential appeal compared to other countries. | | Functional criteria | Functionning | One factory with access to a chain of retailers. | Few good suppliers with specialist materials.HRM has to recruit skilled staff what is difficult. | Resources | Financial | | Low turnover (million vs billion for Phillips: £20bn) and profitability (less than 2 million) | Human | Highly skilled workforce.Ability to recruit key talent. | | Technological | Patents of previous technology.High R&D | | Which is a value perceived by the customers | High brand value= High pricesCustomers are faithful to one brand. | Their reputation is not enough developped | Competencies | | Expertise :Produce sound system of the highest qualityKnowledge of high quality production and...
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...MASTER 1 GE2 - GROUP 3 DA CUNHA Andreï DE QUEYLARD Claire PHILIPPE Benoit TZOTCHEV Mariano VENNEVAULT Charlène CASE STUDY Industry dynamics in the hi-fi sector Q1. Perform a SWOT analysis and use this to help think through the industry dynamics in the hi-fi sector. i. What are the opportunities and threats facing these specialist hi-fi firms? * Internal diagnotic | STRENGHTS | WEAKNESSES | Marketing criteria | Product | Sound system at highest quality | | Price | Prenium prices can be a proof of quality | Premium prices are only dedicated to a small segment of customers | Promotion | | High costs of advertising | Place | Prime location: factories are in UK which has a potential appeal compared to other countries. | | Functional criteria | Functionning | One factory with access to a chain of retailers. | Few good suppliers with specialist materials.HRM has to recruit skilled staff what is difficult. | Resources | Financial | | Low turnover (million vs billion for Phillips: £20bn) and profitability (less than 2 million) | Human | Highly skilled workforce.Ability to recruit key talent. | | Technological | Patents of previous technology.High R&D | | Which is a value perceived by the customers | High brand value= High pricesCustomers are faithful to one brand. | Their reputation is not enough developped | Competencies | | Expertise :Produce sound system of the highest qualityKnowledge of high quality production...
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...1. a. The firms for which Spotify’s new business model is a threat are traditional music outlets, like record stores and chain retailers with music sections, and even online retailers like iTunes. Even though record companies have also partnered with Spotify to distribute their music, it is possible that it will cannibalize their other channels of distribution, like brick and mortar retailers and even radio stations. Radio stations, too, will be drastically affected by an increase in the success of Spotify’s new business. While people listening to AM and FM radio, or even Internet radio stations, generate revenue for the radio stations by creating an advertising audience for local and national advertisers, Spotify’s success will certainly steal market share for broadcast listeners. Less obvious examples of businesses that might be affected are television stations, because an increase in control of music choice might increase music listenership and take away from television viewing. b. An example of this from history is how iTunes changed the music distribution model by making brick and mortar sales of music nearly obsolete. Record stores haven’t fared well in the 21st century because of the increase of sales in the iTunes store and other online retailers. c. There are barriers to entry for other firms using the same business concept, because they, too, must negotiate contracts with record labels and figure out a revenue model that pays for the cost of royalties...
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...2.www.peapod.com 2.1 Introduction- Peapod is wholly owned subsidiary of international food provider Royal Ahold, and works in partnership with Ahold USA supermarket companies Stop & Shop, Giant Food Stores (Giant-Carlisle) and Giant Food (Giant-Landover). Founded in 1989 by Brothers Andrew and Thomas Parkinson, Peapod has grown from a small, family-run shopping and delivery service in Illinois to America's leading Internet grocer, delivering more than 23 million orders across 24 U.S. markets. As in other pure-play online and clicks-and-bricks alliances, what Peapod brings to the partnership is e-commerce and home shopping expertise, web-based software and ordering systems, web marketing and additional information technology (IT) skills. Ahold’s contributions lie in its considerable buying power, real estate, strong store brand recognition, extensive customer base and category management expertise Products Peapod features over 8,000 products in a range of categories: produce; meat and seafood; deli items; prepared foods; natural and organic foods; Kosher foods; office and school supplies; seasonal items; video products; pet items; health and beauty aids; wine, beer and spirits (in specific markets); and private labels from Stop & Shop and Giant. Markets Served * Illinois - Greater Chicago land * Wisconsin - Milwaukee, Kenosha, Racine, Madison * Indiana - Portions of Lake County in Northwest Indiana * Maryland * District of Columbia * Virginia...
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...Peapod Online Grocery Case Analysis Abstract This paper explores Peapod Online Grocery (2008) and its possibilities for success and failure based on several types of consumer behaviors. Most analysts do not expect the online grocery business to become more popular than the 8 to 10 percent of consumers that are estimated to purchase their products online. Parkinson, one of the founders of Peapod could not disagree more. “He states that this strategy can leverage the buying power of Ahold to make higher volume, lower priced purchases, lower distribution and transportation costs” ( Peter & Olson, 2010). The types of consumers attracted to online grocery shopping are also discussed as well as why these consumers find online grocery services to be convenient. Peapod Grocery Case Analysis Peapod online grocery was founded in 1989 by brothers Andrew and Thomas Parkinson. Back in the early 1990’s, Andrew and Thomas Parkinson believed that they had a sure winner with Peapod. Dual income families with little time can go online and do their grocery shopping in a matter of minutes. Consumers can browse the aisles on their home computer and place orders online, by fax machine or by telephone. The orders are then processed at affiliating stores and delivered to homes with in a 90 minute window. Peapod has grown from a small family shopping and delivery service in Illinois to America’s leading Internet grocer. Peapod delivers to more than 23 million orders across 24...
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...Survey data analysis: We conducted an online survey and had 121 respondents from different US cities. Most of them did not use Peapod for their grocery shopping (Appendix A) * Attributes important for choosing Grocery Items: From our findings, we could find that most of the people cared about past experience at the store and price for choosing their grocery stores (Appendix B). Also the other major factors were nutritional information and looks of the items. Therefore, making the grocery experiences better and optimizing prices for the consumers could play an important role in the improvement of retention rate. Surprisingly people did not care about novelty aspect that usually is one of criteria’s to go for grocery shopping. * Attributes to choose the grocery destination: In order to segment the customers who might have different preferences for choosing the grocery destination, we did a cluster analysis (Appendix C) to perform the segmentation, but there was not much difference between the clusters and almost all of them across the three clusters chose – proximity, prices and quality as the important criteria. The good news for Peapod is that consumers do not care about touch and new products discovery while choosing their shopping destination. We also segmented customers into three categories – Non-peapod users, Peapod users and users who stopped using it to see if there are any differences in the preferences they might have (Appendix Heat-map)...
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...Point of View by Jia Chen Peapod: The e-version of shopper marketing Overview In Sorensen’s “Inside the Mind of the Shopper” book, I explored some of the key features from the shopper purchase behavior, the quick trip, three moments of truth for the shopper, in-store “migration” patterns, and how to put products in the path of customers through anticipatory retailing. I also looked at how manufacturers and retailers could collaborate better in shaping flow and adjacency to sell more products in stores. With the development of new digital technology, the penetration of the online browsing, and the conveniences to compare products, more and more customers begin to choose to do the grocery shopping by click-through internet on their personal computers or smartphones. Peapod is one of the online retailer that allows us to study the click-click-click shopper behavior resemblance to what we studied on the physical store. Founded in 1989 by brothers Andrew and Thomas Parkinson, Peapod has grown from a small family-run shopping and delivery service in Illinois to America's leading Internet grocer, delivering more than 23 million orders across 24 U.S. markets. Sorensen’s key concepts application 1. Shopper kinds In Sorensen’s book, we has learned about the three kinds of shoppers: Quick trips-These shoppers spend a short time in a small area, with a relatively slow walking speed...
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...Q1. What behaviors are involved in online grocery shopping? How does online shopping compare with traditional shopping in terms of behavioral effort? Ans.: The online grocery shopping consists of various types of behaviors; such as information contact, funds access, store contact, product contact and transaction behaviors. Information contact behavior is mostly a part of online grocery shopping, where consumers used to search their required products and order through online processes. The fund access behavior is also used in online grocery shopping while purchasing products through online by using their credit/debit cards or net banking. Sometime, customers used to order through online but visit the nearest stores to bring the product after inspecting; such as fresh vegetables, milk products and meat or animal proteins etc. therefore, they must search for the nearest store and product and contact them to bring those pre-ordered products. As said in this case; very rare i.e. 1-5% of people used to order or purchase products through online marketing procedure. As per the behavioral terms found in online grocery shopping, people used to go for this, only in emergency cases and when they do not have sufficient time to visit the stores and retail shops. Some of the common behaviors found in traditional and online shopping are; information contact, fund access, store contact, product contact and transaction behaviors. The other post-purchase behaviors found in traditional shopping...
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...on the web today and get next-day delivery of the best food at the best price, exactly the way you want it, with 100 percent satisfaction guaranteed.”1 However, recently many consumers have questioned the freshness of the food delivered by FreshDirect. Since online shopping does not give the chance for customers to feel and choose the products themselves, they must rely completely on FreshDirect to select the food for them. This notion has not appealed to some customers. Operating out of its production center in Long Island City, Queens, FreshDirect offers online grocery shopping and delivery service to more than 300 zip codes in Manhattan, Queens, Brooklyn, Nassau County, Riverdale, Westchester, select areas of Staten Island, New Jersey, and parts of Connecticut. FreshDirect also offers pickup service at its Long Island City facility, as well as corporate service to selected delivery zones in Manhattan and summer delivery service to the Hamptons on Long Island. When it was launched in July 2001 by Joseph Fedele and Jason Ackerman, FreshDirect pronounced to the New York area that it was “the new way to shop for food.” This was a bold statement given that the previous decade had witnessed the demise of numerous other online grocery ventures. However, the creators of FreshDirect were confident in the success of their business because their entire operation had been designed to deliver one simple promise to grocery shoppers: “higher quality at lower prices.” While this promise...
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...Case 1: Cub Foods In 2003, Cub Foods had 78 corporate and 30 franchised stores. The chain built its success by focusing on its primary market: families of four or five individuals with adults ages 24 to early 40s who are informed. Value-conscious consumers – consumers like Leslie Wells. Leslie Wells’s recent expedition to the new Cub Foods store in Melrose Park, Illinois, was no ordinary trip to the grocery store. “You go crazy,” says Wells, sounding a little shell-shocked. Overwhelmed by Cub’s vast selection, tables of samples, and discounts as high as 30 percent, Wells spent $76 on groceries - $36 more than she had planned. Wells fell prey to what a Cub executive calls “the wow factor”. A shopping frenzy brought on by low prices and clever marketing. That’s the reaction Cub’s super warehouse stores strive for and often get. Cub Foods has been a leader in shaking up the food industry and forcing many conventional supermarkets to lower prices, increase services, or, in some cases go out of business. With Cub and other super warehouse stores springing up across the country, shopping habits are changing too. Some shoppers must drive 50 miles or more to a Cub store instead of going to the nearest neighborhood supermarket and bag their own groceries at Cub Foods. Their payoff is that they find almost everything they need under one roof, and most of it is cheaper than at competing supermarkets. Cub’s low prices, smart marketing, and sheer size encourage shoppers to spend...
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...What behaviors are involved in online grocery shopping? How does online grocery shopping compare with traditional shopping in terms of behavioral effort? There are several behaviors involved in online grocery shopping. For peapod grocery, the order were filled at affiliated stores and delivered to the customer’s home in a ninety minute time period; this save the customers time and reduced the stress that grocery shopping often causes due to lack of time and overcrowding. For these conveniences, the consumers were willing to pay a monthly fee as well as a fee per order that included the services of packaging, transporting, and delivering. Most of the items available for this service are brand name goods, which caused little risk in the consumers mind in purchasing their products and their goods ending up not being quality. Even produce and meat are able to be ordered without much concern. Online grocery shopping has many advantages over traditional grocery shopping, but there are a few downsides to the online experience as well, in terms of behavioral effort. The convenience of online grocery shopping cannot be beat. It is a no pressure experience and ultimately saves the average female consumer four hours per week and the average man two (Krantz-Kent, 2009). Additionally, there is no question about prices of goods. The prices on the site are clearly marked and are consistent. There is no driving to the store and looking for a parking spot, which saves gas and frustration...
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...Grocery Store Going Online! The Value of Convenience YOUR NAME MBA6004 Unit 4 Professor Steinhagen 11/15/2013 Table of Contents History of Martin’s………………………………………………………………...3 The Journey of Martin’s…………………………………………………………..3 The Future of Grocery Shopping…………………………………………………5 Strategy Recommendation………………………………………………………...6 Conclusion………………………………………………………………………….8 References…………………………………………………………………………. 9 Many industries in the United States are expected to utilize the web to expedite services and to meet the demands of customers. Grocery shopping is one of the most popular industries that are expected to change by offering online shopping and home delivery services. There are many benefits to online grocery shopping which include accessibility, consuming healthier produce, and convenience. Online grocery shopping is estimated to grow by 9.5 percent annually and is on track to become a $9.4 billion industry by 2017 (usnews.com). Amazon, Costco, Google, and Peapod have already invested millions in the infrastructure of their online grocery business. However, Martin’s grocery store has chosen not to follow the business model of offering customers online ordering and delivery services. The grocery legend believes customers would rather have a “hands on” shopping experience that includes friendly cashiers, attractive store displays, and helpful baggers. Martin’s must change their business model to offer customers local produce by online ordering...
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...Note: Solve any 4 Case Studies Case 1: Cub Foods In 2003, Cub Foods had 78 corporate and 30 franchised stores. The chain built its success by focusing on its primary market: families of four or five individuals with adults ages 24 to early 40s who are informed. Value-conscious consumers – consumers like Leslie Wells. Leslie Wells’s recent expedition to the new Cub Foods store in Melrose Park, Illinois, was no ordinary trip to the grocery store. “You go crazy,” says Wells, sounding a little shell-shocked. Overwhelmed by Cub’s vast selection, tables of samples, and discounts as high as 30 percent, Wells spent $76 on groceries - $36 more than she had planned. Wells fell prey to what a Cub executive calls “the wow factor”. A shopping frenzy brought on by low prices and clever marketing. That’s the reaction Cub’s super warehouse stores strive for and often get. Cub Foods has been a leader in shaking up the food industry and forcing many conventional supermarkets to lower prices, increase services, or, in some cases go out of business. With Cub and other super warehouse stores springing up across the country, shopping habits are changing too. Some shoppers must drive 50 miles or more to a Cub store instead of going to the nearest neighborhood supermarket and bag their own groceries at Cub Foods. Their payoff is that they find almost everything they need under one roof, and most of it is cheaper than at competing supermarkets. Cub’s low prices, smart marketing, and...
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...Date: October 27, 2011 Student Name: Instruction Name: Professor James Young Course/Class: BUS100096VA016-1118-001 Assignment #1: Urban Outfitters Continuing Case Study Part 2: Creating a Business 1. Setting up a business can be a very challenging job. Having a beautiful dream thinking about the business while sitting in your nice office with all the amenities is not enough. It is great to have an idea, but you have to make that idea work. There are lots of challenges that face their owners when setting up a business. It could take years for a business to produce enough profits for the owners to be able to enjoy. Most businesses start small and in time, with experience, goodwill, and success, they can grow into bigger businesses. Here are three challenges that new business face: ➢ Idea/Concept: Many entrepreneurs face risks to create their own business because they do not have the right idea or concept. Sometime ideas and concepts are good but if customers will not buy what they are offering, the business will fail. Richard Hayne and his wife Judy along with an old college roommate, Scott Belair had a great idea. They wanted to open a small shop filled with unique objects that they could sell. The basically sold used second hand clothes, bohemian knickknacks, and “found objects”. Their customers would come for the unique “found objects” and were willing to pay what they were being sold for. Entrepreneurs- people...
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