...Case Report-1: The Fashion Channel 1) What is expected outcome of each of the targeting scenarios? (complete both the Ad Revenue and Financial calculators to fully understand the financial impact of the scenarios) Ad Revenue Calculator | | | | | | | Current | 2007 Base | Scenario 1 | Scenario 2 | Scenario 3 | TV HH | 110.000.000 | 110.000.000 | 110.000.000 | 110.000.000 | 110.000.000 | Average Rating | 1,0% | 1,0% | 1,2% | 0,8% | 1,2% | Average Viewers (Thousand) | 1100 | 1100 | 1320 | 880 | 1320 | Average CPM* | $2,00 | $2,00 | $1,80 | $3,50 | $2,50 | Average Revenue/Ad Minute** | $2.200 | $2.200 | $2.376 | $3.080 | $3.300 | Ad Minutes/Week | 2016 | 2016 | 2016 | 2016 | 2016 | Weeks/Year | 52 | 52 | 52 | 52 | 52 | Ad Revenue/Year | $230.630.400 | $230.630.400 | $249.080.832 | $322.882.560 | $345.945.600 | Incremental Programming Expense | | $ - | $ - | $ 15.000.000 | $ 20.000.000 | | 2006 Actual | 2007 Base | Scenario 1 | Scenario 2 | Scenario 3 | Exhibit 5: Financials | | | | | | Revenue | | | | | | Ad Sales | $230.630.400 | $230.630.400 | $249.080.832 | $322.882.560 | $345.945.600 | Affiliate Fees | $80.000.000 | $81.600.000 | $81.600.000 | $81.600.000 | $81.600.000 | Total Revenue | $310.630.400 | $312.230.400 | $330.680.832 | $404.482.560 | $427.545.600 | | | | | | | Expenses | | | | | | Cost of Operations | $70.000.000...
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...because it directly relates to those who will buy the data plans and ultimately use the product. It’s important to identify these segments and do their own marketing to help promote the use of the services to increase revenues. If they don’t get end user to use it telecom companies will drop them as the value to both the consumer and the telecom will not be profitable. 2. Sara : Married 42 has kids works part time, not tech savey, needs the technology to be easy to use. Her key features tend to put her into segment 1 Steve: 27 single late adopter of technology convenience is important to him thus most likely fits into segment 4 as he doesn’t have the newest technology and his adoption is slower. Regina most likely fits into segment 3 as value for the computer is quite high and she disagrees highly with q1, she also would search for the best price when looking to buy as she is younger and does not necessarily have the disposable income to upgrade. The advantage to doing both the qualitative and quantitative data is they both may show different types of customers you may not have originally thought of. Qualitative data really shows you who a person is and what they do however quantitative data substantiates the qualitative or turns it on its head because it is what the consumer perceives. Segment 1 Segment 2 Segment 3 Segment 4 Segment 5 yes they seem very interested and have higher responses to wanting to use the service no They have a very low...
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...1. Describe the data storage industry in China in this case. Include comments on technology and issues in accepting new technology? “Data storage devices allow users to store digital files in a secondary location in order to prevent the loss of important information. Such devices came in many forms, depending on the needs of the users” (Hao, 2012). Prior to the introduction of the data storage industry in China, approximately 20 percent of small to medium companies were still using CDs as their form of data backup, or other outdated methods, such as external hard drives. Some Chinese companies did not use any form of data back up at all. Even the larger companies’ back up systems that they were paying millions for were outdated. They used integrated back up systems to store their core data, while their non-core data was stored through outdated means. However the Chinese weren’t as receptive to Cloud storage initially, as they feared their data would be leaked, or that the cloud- storage providers would go bankrupt and disappear with all of their data. In China it was common for Client’s information to be sold by individuals working for service industries, and as a result companies did not “trust service providers with storing sensitive information” (Hao, 2012). 2. Compare the buying practices of small companies versus large companies with respect to backup technology. In respect to backup technology, there were clear differences between the buying practices...
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...BizLabs – Student Manual Business Strategy Simulation Table of Contents 1 INTRODUCTION ................................................................................................................................................ 4 1.1 COMPANY DEPARTMENTS ......................................................................................................................... 4 1.1.1 RESEARCH & DEVELOPMENT (R&D) ........................................................................................................................ 4 1.1.2 MARKETING ..................................................................................................................................................................... 4 1.1.3 PRODUCTION ................................................................................................................................................................... 4 1.1.4 FINANCE ........................................................................................................................................................................... 4 1.1.5 HUMAN RESOURCES ........................................................................................................................................................
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...audience. However, the Lifetime audience is 63% women between 18-34 years old; that means that TFC has older viewers than Lifetime. Another interesting figure is that CNN has the greater number of men with 45%, mostly between 35-40 years old. Given these figures, it’s clear that Dana Wheeler is focusing on attracting a younger segment of women to TFC, competing directly with Lifetime. She is not interested in reaching the male segment. TFC dedicates more broadcast time to fashion programming than any other network. However, TFC’s fashion programs rank lower in the ratings than its competitors’ shows. That negatively affects TFC because lower-rated shows are less attractive to advertisers, resulting in lower income from commercials. According to a study conducted by GFE Associates, people who are interested in fashion can be divided into four segments: Fashionistas (serious fashion followers), who represent 18% of this population; Planners and Shopers (less serious fashion followers), with 35%; Situationalists (people who are interested in fashion only once in a while), with 30%; and Basics (people with no interest in fashion), with 20%. In this last segment...
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...the Kunst 1600? Value Elements - The total cost involved in oil changing and messiness is reduced Price Element - Increased pump durability -- The Kunst 1600 lasts 2 to 3 times longer than the incumbents in most segments. This means that repair firms will have to buy more conventional pumps than Kunst 1600s. This impacts the price a repair firm has to pay for conventional pumps (i.e., 2 to 3 times greater) and not the number of jobs it can complete. 2. What additional value placeholders merit consideration in your value model? • Weight differential – The Kunst 1600 is lighter than pumps currently used in residential AC repairs and heavier than those used in home refrigerator and light commercial refrigerator repairs. These weight differences may impact technician preferences. • Durability of parts – As the Kunst 1600 is constructed of molded aluminum, its parts may be subject to less corrosion and thus last longer. • Brand equity – Currently, Kunst and Atler have little brand equity in the potential market segments. This may put them at a competitive disadvantage with long-established rivals. 3. Construct a customer value model for the Kunst 1600 in the residential AC, home refrigerator, and light commercial refrigerator repair market segments. Exhibits 1 and 2 contain the components needed to construct a customer value model for the Kunst 1600. Exhibit 1 contains the word equations, with substitution of numerical estimates, and summarizes important assumptions...
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...HOW TO DEVELOP A MEASUREMENT FRAMEWORK THAT DELIVERS BUSINESS INTELLIGENCE A SIMPLE STEP BY STEP GUIDE TO BUILDING REPORTS THAT ACTUALLY ALLOW BUSINESSES TO MAKE ACTIONABLE INSIGHTS PAGE 1 INTRODUCTION HOW OFTEN HAVE YOU LOOKED FOR REPORTING AND ANALYTICS TO GET BUSINESS INTELLIGENCE AND HAVE END UP WITH MOUNDS OF DATA ON EXCEL SPREADSHEETS? MORE OFTEN THAN NOT, YOU FIND YOURSELF WITH AN ENDLESS SUPPLY OF REPORTS BUT ARE STILL UNABLE TO GET ANSWERS TO YOUR MOST CRITICAL BUSINESS QUESTIONS? DON’T WORRY – YOU’RE NOT ALONE. Many companies are faced with the same exact issues that you are. It’s very likely these companies have one or more of the following foundational problems: ›› They don’t tie business results back to business objectives or measure against a set of key goals THE 6 STEPS FOR BETTER REPORTING Instead of diving right in and building another report, I’m going to recommend that you take a step back to outline a measurement framework using the following steps: ›› They lack a cohesive strategy to measure 01 IDENTIFY BUSINESS OBJECTIVES ›› They tend to build reports from the 02 DETERMINE KPIs 03 DEFINE KPI GOALS 04 IDENTIFY SUPPORTING METRICS 05 DETERMINE REPORTING DIMENSIONALITY 06 ORGANIZE INTO A FRAMEWORK their efforts across the entire business ground up and overload their end-users with pages of data and metrics with few next steps or optimization suggestions DO YOU...
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...to the case study, Dana Wheeler can invest in one of the following 3 scenarios to generate better output for ‘The Fashion Channel’ (TFC): Scenario1: Broad appeal to a cross segment of Fashionistas, Planner & Shoppers and Situationalists Advantages: Investing in marketing and advertisement campaign for new target segment, will lead to increase in the rating from 1.0 to 1.2 and also increase in average viewers. Disadvantages: Since there is no real change in viewers’ type and programming, the CPM will drop by 10% or more and competitors will continue taking its market share. Scenario2: Focus on Fashionistas segment Advantages: This segment has the highest interest in fashion and is strong in the highly valued 18-34 female demographic, which will lead to increase in CPM. Disadvantages: Fashionistas is the smallest segment in four clusters .Require spending of additional $15million per year on programming to attract and retain interest of this segment. Scenario3: Focus on both Fashionistas plus Shoppers & Planners clusters Advantages: Dual-targeting will ensure the average viewers and rating. It is expected that rating will grow to 1.2 with a potential CPM of $2.50 Disadvantages: Require spending of additional $20million to ensure there were selections aimed at both segments. Recommendations: Observing the advantages and disadvantages of the three options, Scenario 3 looks to be the most appropriate option. Firstly, since the Fashionistas are one...
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...caters to the three major segments of the power tools business namely, Industrial, Tradesmen, and Consumer. D&B’s market share is almost the same as Milwaukee and Makita in the Industrial and Consumer segment but with regards to the Tradesmen segment, B&D is behind. Despite its major presence in the industry, it faces a problem in the Tradesmen segment which only holds about a 9% share. This problem has been caused by a bad perception of the tradespeople regarding B&D due to its expansion into the Consumer segment shown by its successful Dustbuster® hand-held vacuum. D&B’s expansion to the Consumer segment has proved to be successful but it has also affected D&B’s image with the tradesmen who worked on residential construction. One tradesman stated, “. . . Black & Decker makes a good popcorn popper, and my wife just loves her Dustbuster, but I’m out here trying to make a living. . .” Tradesmen such as, electricians, plumbers, framers, roofers and etc are workers who are expected to show up to work with their own tools and this segment usually purchase their tools from home centers; and they regularly purchase tools for replacement basing their choices on conversations between co-workers at the job site. The fact that the households of these tradesmen use D&B as house appliances makes them think that D&B products won’t hold up in the work place making them choose other brands that focused more on the tradesmen segment. D&B looked for...
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...A.) The ZIP CODE that I chose is 48038. B.) The Five most common PRIZM Segments for 48038 Clinton Township, MI according to the website are Middleburg managers (upper mid older w/o kids), Mobility Blues (downscale middle age w/o kids), Park Bench Seniors w/o kids), Second City Elite (upscale older w/o kids) and Sunset City Blues (lower mid older mostly w/o kids). C.) The PRIZM Segment that I chose is Mobility Blues. I chose Mobility Blues because it the only one out of the top five that I felt even remotely came close in reference to myself. Mobility Blues describes young singles/single parents. A working class neighborhood racially mixed between the ages of 30 and under. This PRIZM Segment lives a modest lifestyle because of the lower income blue collar jobs. It has been shown that their activities consist of movies, playing basketball and shooting pool. D.) The description matched to the ZIP CODE I chose does and does not fit what I believe I know about the area in my opinion. I agree to a certain extent because the statistic (survey) is correct with the age criteria (30 and under), my area is definitely of working class and racially mixed. However I do believe that we make money than what is noted. From the look of my neighborhood (homes and apartments) and the vehicles that are driven I would say that our life styles are decent, very adequate. As far as activities everyone has their own interest but overall I agree with the activities listed in addition to gymnastics...
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...An operating segment is defined as a component of a business that engages in business activities, earns revenues, and incurs expenses. Other characteristics of operating segments include results being regularly reviewed by the entity’s decision maker, which the title may vary from entity to entity. This is done to allocate resources and assess performance. Financial information must also be available to the public for review. After reviewing the case, Sell-It Products Inc. has a total of seven operating segments that are in accordance with the information listed about operating segments. The seven segments include Shampoo, Cosmetics, Diapers, Paper Towels, Jazzy Juice, Blasto Energy Drink, and Fruit & Granola Snack. According to ASC 280-10, a reportable segment is an operating segment or an aggregation of two or more segments that exceeds certain quantitative thresholds. In regards to Sell-It Products Inc., there are four reportable segments which include Cosmetics, Paper Towels, Blasto Energy Drink, and Jazzy Juice Juice and Fruit & Granola Snack. The threshold test that was performed was the revenue test which means that the segments revenue must be at least 10 percent of combined revenue of all segments. Although Jazzy Juice and Fruit & Granola Snack did not pass the revenue test, I made an exception for them because they have similar characteristics when compared to each other. I categorized them as aggregated. Together, they meet the threshold for the revenue and are now...
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...raise the debt-to-capital ratio to 55% to 60%. If they leave the problem unaddressed, they might risk bankruptcy in the future. Analysis: Both of Champion and Cameron Iron Works were in related industries, automotive and petroleum equipment, which were profitable businesses. Cooper Industries was already doing those two businesses. For the opportunities identified in the case have to do with the purchase of Champion and Cameron Iron Works, both of them have a strategic fit with Cooper Industries’ long-term plans. For example, Champion has a poor management, old technology, and failures at diversification. But Cooper Industries is good at this field. Cameron Iron Works had a biggest Compression and Energy Business Segment until 1981. But it was the smallest segment of Cooper Industries. Moreover, Cameron Iron Works is a strong competitor of Cooper Industries. By buying its Cameron Iron Works, Cooper Industries would only have major competitor. Also, it would help Cooper Industries to manage its Five Forces, such as avoids high entry barriers and eliminates a competitor. Recommendation: In my point of view, Cooper Industries should buy both Champion and Cameron Iron Works. First of all, Cooper...
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...The cafe serves meals, drinks, salads, desserts, snacks and sandwiches. The students are paying for the meals through students cards via an electronic payment process within the campus area. During the summit time, the waiting time creates difficulties for the students. The cafe is facing trouble of waiting time and students have already started looking for an alternative of the cafe. Mah is one of the students who is searching a way to solve the issue in order to suggest to the management of the campus so that they have noticed this issue. These service supervisors come under the oversight of manager that serves all the home services segments. The services segment has its own two levels that include the home advisers along with assistant home supervisor. However, ARM and RA who is the full-time supervisor met to talk about the issues with the home. Nottingham Hall and Cambridge Hall are sharing a number of services so that is resulted in a single supervisor that is supervising both of the residencies. RA’s and ARM are met bi-weekly to talk about the issues of Nottingham Hall residencies and Cambridge Hall. The cafeteria was designed in the manner that it has three waiting lines such as L1, L2, and L3. Line 1 is devoted to precook meals and there is the record of serving food things. Line 2 is dedicated for the interactional cooking station where students are select the key ingredients for their meals. However, line 3 is dedicated for payment of the meals. These...
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...Case 1 Issue 1: Identify the Operating Segments for SPI According to ASC 280-10-50-1 an operating segment is a component of a public entity that has all of the following characteristics: • It engages in business activities from which it may recognize revenues and incur expenses (including revenues and expenses relating to transactions with other components of the same public entity). • Its operating results are regularly reviewed by the public entity's chief operating decision maker to make decisions about resources to be allocated to the segment and assess its performance. • Its discrete financial information is available. According to these rules SPI has 7 operating segments, they include the following: shampoo, cosmetics, diapers, paper towels, Jazzy Juice, Blasto Energy Drinks, and fruit and granola snacks. Issue 2: Determination of Reportable Segments — Based on the information provided, identify the facts that are useful and develop initial thoughts as to which of SPI’s operating segments can be aggregated. Provide support for your initial thoughts regarding aggregation of operating segments and identify additional information that may be needed in order to reach a conclusion. According to ASC 280-10-50-(11-13) Two or more operating segments may be aggregated into a single operating segment if they are similar in the following areas: • The nature of the products and services • The nature of the production processes • The type or class of customer for their...
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...Myntra.com has very clearly sorted the information element on its sight, where the each segment has been covered very clearly in its landing page or home page. This covers a large portion of the information that a customer would look for while shopping online. Myntra has covered from the most basic information to more complex information that advanced customers would look for. The below are listed as basic information 1) Information on apparels based on gender 2) Information on discounts 3) Information on sale The more advanced information like 1) Designer ware 2) Beauty tips 3) Fashion trends 4) Information on designers 5) Information on new launches from brands It also carries information on all that the customer would want to know on what are the current trends. The information on the site is elaborate with regard to the fashion and apparel, and one more advantage of the information on Myntra is that it is much sorted and the customer does not have to look for in sub pages. This makes the experience on Myntra easy to navigate and a pleasure. It also covers information on shipping, tracking the consignment, cancellation and returns Price Like all other .com organizations the price is very clearly displayed on Myntra for each and every product and if compared to the market it is competitive. The price range displayed is vast which gives every segment an opportunity to feel as part of the site. This is indicated by the presence of products...
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