...Case study: Tivo Tivo delivers broadcasted content, makes house software and large storage devices, and provides software features to skip the advertisement. In deciding where to position itself in the value chain, TiVo management initially focused on software and service. To entice brand-name CE firms to manufacture and distribute TiVo, the company subsidized CE manufacturers up to $200 per box. After TiVo discontinued CE subsidies in 2002 in an effort to conserve cash, management discovered that there was not enough profit in the TiVo Series2 box for CE manufacturers to make their required margins. TiVo reduced the number of parts, outsourced to a very efficient contracting firm, and started selling boxes. In addition to the retailer deals, TiVo worked with manufacturers to gain broader distribution for the TiVo technology. Porter’s Five Forces Analysis The Threat of new entrants is high. TiVo confronted a rash of new entrants. Biggest part of the technology, such as PC, hard drives, MPEG is available to anyone. For hardware, capital requirements are high and TiVo is defending its intellectual property patents aggressively to compete with new entrants. While patents have contributed to keep TiVo’s advantage, litigation has been costly and time-consuming. Besides, TiVo also focused on innovating new technology and features. For software, capital requirements are low and therefore the threat of new entrants is higher than for hardware though the reputation of TiVo remained strong...
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...market is experiencing rapid growth, with an expected consumer base of 19.6 million DVR units in homes by the year 2006. Tivo implemented an aggressive marketing strategy in the late 1990’s; as a result Tivo Inc. has become the most recognizable brand name and thus setting the standard in this exploding industry. But Tivo is not without shortcomings. It faces inabilities to effectively reach large amounts of the DVR market due to the current monopolies that cable and satellite companies enjoy. The fairly expensive retail price of the Tivo unit could possibly jeopardize the company’s ability to stay competitive in the market for an extended period of time. The rapid growth of this industry is also creating increased competition for Tivo, and it seems the management of Tivo will be left with some crucial decisions to make if they are to continue to survive in this industry. Currently, Tivo develops DVR software and stand-alone units with a selling focus towards television viewers seeking an improved and interactive viewing experience. A DVR unit is a set-top box that performs three different main functions: 1. Tivo and live television – Tivo allows the viewer to pause and rewind live T.V. programs so they don’t miss a moment of their show. No longer does a trip to the bathroom or the refrigerator keep the viewer from watching their entire program. Tivo also automatically records the show you are watching as you are watching which allows you to rewind it as far as fifteen...
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...402 DESIGNING AND MANAGING THE SUPPLY CHAIN rlX\s '-----' E ~\C)I\ The Great Rebate Runaround Ah, the holiday shopping season: Santa Claus, reindeer-and rebate hell. Those annoying mail-in offers are everywhere these days. Shoppers hate col lecting all the paperwork, filling out the forms, and mailing it all in to claim their $10 or $100. But no matter how annoying rebates are for consumers, the country's retailers and manufacturers love them. From PC powerhouse Dell to national chains Circuit City and OfficeMax to the Listerine mouth wash sold at Rite Aid drugstores, rebates are prolifer ating. Nearly one-third of all computer gear is now sold with some form of rebate, along with more than 20% of digital cameras, camcorders, and LCD TVs, says market researcher NPD Group. Hal Stinchfield, a 30-year veteran of the rebate business, calculates that some 400 million rebates are offered each year. Their total face value: $6 billion, he estimates. Office-products retailer Staples says it and its vendors alone pay $3.5 million in rebates each week. TAX ON THE DISORGANIZED sees lower redemption rates during the Christmas shopping season, when consumers may be too dis tracted to file for rebates on time. Credit this bonanza for retailers and suppliers partly to human nature. Many consumers are just too lazy, forgetful, or busy to apply for rebates: Call it a tax on the disorganized. Others think the 50 cents, $50-or even $200---is just not worth the hassle of...
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...in rebates each week. TAX ON THE DISORGANIZED. Why the rage for rebates? The industry's open secret is that fully 40% of all rebates never get redeemed because consumers fail to apply for them or their applications are rejected, estimates Peter S. Kastner, a director of consulting firm Vericours. That translates into more than $2 billion of extra revenue for retailers and their suppliers each year. What rebates do is get consumers to focus on the discounted price of a product, then buy it at full price. "The game is obviously that anything less than 100% redemption is free money," says Paula Rosenblum, director of retail research at consulting firm Aberdeen Group. The impact on a company's bottom line can be startling. Consider TiVo (TIVO). The company caught Wall Street off guard by sharply reducing its first-quarter loss to $857,000, from $9.1 million in the same period last year....
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...Chapter 1: Convergence Multiple Choice 1. E-marketing affects traditional marketing in which of the following ways? a. increases efficiency of traditional marketing functions b. technologically transforms marketing strategies c. decreases the reach of marketing campaigns d. both A and B (d; Medium; p. 3) 2. _____ is the subset of e-business focused on transactions. a. E-commerce b. E-marketing c. Digital technology d. ESP (a; Hard; p. 3) 3. Convenient access to digital information has the ability to transform all of the following except _____. a. ecosystems b. governments c. societies d. businesses (a; Easy; p. 5) 4. The Internet consists of all of the following except _____. a. computers with data b. users who send & receive data files c. a technology infrastructure to move, create and view or listen to the content d. a central mainframe (d; Medium; pp. 3-4) 5. A network that runs internally in an organization but uses Internet standards and browsers is known as _____. a. an Intranet b. an Extranet c. an Internet d. the Web (a; Medium; p. 4) 6. Internet technology has changed traditional marketing in all of the following ways except _____. a. made place less important b. increased the importance of interdisciplinary understanding ...
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...demand at the pre-determined price is dictated by market supply, members of this market structure are price takers, and any additional units sold above the constant product’s price will add profit to firm’s total revenue. Pricing will relate to the elasticity of the product due to the demand being dependent on price. According to Bolton (1989), price elasticities will differ amongst brands, product dimensions, and regions. Brand market share is a trend that helps to determine fluxuations in price elasticities. According to Shankar and Bolton (2004), relative brand price should be taken into consideration before pricing because it is one of the main pricing dimensions and factors consumers use for comparing products. For example, when Tivo...
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...COURSE DESCRIPTION FORM School/Faculty/Institute Sabancı University, Faculty of Management Program B.A. in Management Semester Summer 2014 Course Code MKTG405 Course Title in English Marketing Strategy Course Title in Turkish Pazarlama Stratejisi Language of Instruction English Type of Course Lecture/Seminar/Practical/Fieldwork Level of Course Senior, Junior Intermediate Semester Summer Hours per Week 3 Number of Credits 5 ECTS Grading Mode Letter Grades (A: 100-93, A-: 92-86, B+: 85-78, B: 77-70, B-: 69-63, C+: 62-50, F:49-0) Pre-requisites Principles of Marketing or Introduction to Marketing Course Description MKTG405 will deepen students’ knowledge of marketing strategy. Students will not only be provided with a capstone class that enables integration of their learning in marketing (“pull it all together”), but they will be equipped with thinking strategically when making and implementing marketing decisions (“strategic decision making”). Extensive application of specific analytical approaches and tools for understanding customers, competition, and markets (“applications of marketing data and information”) will help students in developing an appreciation for the relationship between marketing and the other functional areas of business. Course Description in Turkish MKTG405, öğrencilerin pazarlama stratejisi bilgisini derinleştirmeyi hedefler. Öğrencilere pazarlama bilgilerini entegre edebilme kabiliyeti kazandırmanın yanı sıra, pazarlama kararlarına...
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... Trends and Forces 7 Cyclicality of Rental Sector 7 The Future of Media and BBI´s Brick-and-Mortar Model 7 Saturation in Kiosk Distribution Market 7 Competition 8 In-Store Rentals and Sales 9 Movie Gallery 9 Online Rentals 10 Netflix 10 Amazon 11 Apple 11 Online Viewing 11 SWOT Analysis 12 Strengths 12 Weaknesses 12 Opportunities 12 Threats 13 Summary 13 Executive Summary Movielink is the leading movie download service offering U.S customers an extensive selection of new and classic movies, foreign films, TV shows and other hard-to-find content. It is a web-based video on demand (VOD) and electronic sell-through (EST) service offering entertainment for rental or purchase. It was created in November 2002, as a joint venture ($100 million investment) of most of the big studios – Metro-Goldwyn-Mayer Studios, Paramount Pictures, Sony Pictures Entertainment, Universal Studios, Warner Bros., and others on a non-exclusive basis. While it was only available to users in the United States, it was the first company in the world to offer legally downloadable movies from major studios. Today, Movielink is a wholly-owned subsidiary of Blockbuster Inc., purchased in August 2007, a leading global provider of in-home movie and game entertainment, with approximately 7,800 stores throughout the Americas, Europe, Asia, and Australia. Clearly a hedge move by Blockbuster, whom is locked in a death spiral with the cheaper and more convenient Netflix. Netflix...
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...INTRODUCTION The traditional broadcast television advertising model is based on the 30-second ad that regularly interrupts TV shows. Most viewers find these ads boring and intrusive, but until recently were forced to endure them in order to watch the show. With the advent of digital video recording (DVR) and the growing popularity of TiVo, television viewers are no longer a passive audience. DVR technology allows viewers to fast-forward or skip ads. According to a study done by the major television networks in 2005, 90% of viewers surveyed said they skipped all or most of the commercials. In addition, one of the most desirable demographics (18-34 year old males) are moving away from television all together, and spending more time using more interactive forms of media, such as video games. The peak time of day for game console usage coincides directly with primetime network programming, much to the chagrin of network executives as well as advertisers. Attempting to fight the loss of a passive audience, in 2001 a group of 28 plaintiffs including Disney, Paramount Pictures, ABC, NBC, CBS, and others sued SonicBlue, a former TiVo competitor. They claimed that the company's commercial-skipping technology in ReplayTV constituted "contributory and vicarious infringement of plaintiff's copyrights." As part of the lawsuit Paramount v. SonicBlue, the television studios...
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...electronics, health & beauty, automotive, tools, sports & outdoors etc… * 1997 Amazon starts in the NASDAQ stock exchange, and opened with $18.00/share. * 1998 Amazon.co.uk (UK) & Amazon.de (Germany) websites are launched in October. A month later Amazon opens DVD/video store. * 1999 Fulfillments centers are open in Nevada, Kansas and Kentucky, Customer service center opens in Tacoma Washington. * 2001-02 Amazon partners with Target stores, and opens Apparel and accessories store. * 2005-2007 TiVo services is available to access movies and tv shows online. * 2009 Apps for IPhone and android are introduced. Kindle 2 is launched, and Amazon overtakes Zappos.com (Webs most popular shoes store) for 1.2 billion * 3) Key Events http://amazongenius.com/timeline-history-amazon-com/ * Jeff Bezos is named in Time Magazines “The man of the year” (1999) * In-store pick up are available & Amazon launched its Web Services (2001-2002)...
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...Twenty Four - Best Show on TV I. INTRO: 1. Attention: Which CTU agent was executed in season three of "24"? When did the vindictive Nina and Sherry die? How does Jack Bauer return to CTU after being assumed dead at the conclusion of season four? 2. Credibility: I have not missed a single episode of twenty four since its deputed 5 years ago. Tonight the show is on from 8pm-9pm but you better believe that the TIVO is set. 24 revolutionized the after work action/drama genre for me. It deals with contemporary issues, real and more or less plausible terrorist threats, and a real-time hourly format, 24 redefined my expectations for all shows going forward. 3. Thesis: 24 is a great alternative to mindless, dull, and uninteresting television shows that flood the airways today. 24 is sure to grasp your attention away from other shows such as “The Apprentice©”, “Americas Funniest Home Videos©”, and “Gilmore Girls©” that sure the same time slot. II. BODY: 1. NEED STEP: A. There are many shows on television that just don’t catch the attention of the viewers. If any of you are like my uncle you may just watch whatever show the remote takes you too. While this can be entertaining, it does may not satisfy you as much as it could. B. Although “CSPAN©” may teach you politics, “Iron Chef©” may enhance your cooking skills, and “WWE Raw©” may give some that macho soap opera experience; none of these shows will give you the overall satisfaction...
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...Adarsh shikshan prasarak mandal Govt.Regd.No.Mah – 5653 ADARSH MANAGEMENT INSTITUTE OF INDIA MARKS: 100 COURSE: MBA SUB: BUSINESS MANAGEMENT N.B.: 1) Attempt any Four Questions 2) All questions carries equal marks. NO. 1 THE FORECAST IS SUNNY FOR THE WEATHER CHANNEL When The Weather Channel, the first 24 – hour all – weather network, began broadcasting in 1982, it quickly became the object of mockery. “Many in the industry ridiculed us, suggesting that the only type of advertiser we would attract would be a raincoat company or a galoshes company,” remembers Michael Eckert, The Weather Channel’s CEO. Besides pondering where advertising support would come from, critics questioned what kind of audience was going to tune in to a channel that boasts wall-to-wall weather, a topic that sounds as interesting as staring at wallpaper. So far, the answers to these questions have been quite surprising. In its over twenty years of broadcasting, the channel has gained support from a cadre of deep-pocket advertisers, which include Buick, Motorola, and Campbell’s Soup. In 2003, the Weather Channel reached more than 83 million U.S. households in Latin America under the name, El Canal del Tiempo. According to The Weather Channel’s Vice-president of strategic marketing, Steven Clapp, “There might have been a time when...
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...Strategy & Technology a gallaugher.com chapter provided free to faculty & students for non-commercial use © Copyright 1997-2008, John M. Gallaugher, Ph.D. – for more info see: http://www.gallaugher.com/chapters.html Last modified: Sept. 13, 2008 Note: this is an earlier version of the chapter. All chapters updated after July 2009 are now hosted (and still free) at http://www.flatworldknowledge.com. For details see the ‘Courseware’ section of http://gallaugher.com INTRODUCTION Managers are confused, and for good reason. Management theorists, consultants, and practitioners often vehemently disagree on how firms should craft tech-enabled strategy, and many widely read articles contradict one another. Headlines such as "Move First or Die" compete with "The First Mover Disadvantage." A leading former CEO advises "destroy your business,” while others suggest firms focus on their "core competency" and "return to basics." The pages of the Harvard Business Review declared “IT Doesn’t Matter”, while a New York Times’ bestseller hails technology as the "steroids" of modern business. Theorists claiming to have mastered the secrets of strategic management are contentious and confusing. But as a manager, the ability to size up a firm's strategic position and understand its likelihood of sustainability is one of the most valuable, yet difficult skills to master. Layer on thinking about technology – a key enabler to nearly every modern business strategy, but also a function...
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...Project 2 – Technological Innovations Nathan Brenner Westwood College 2014/05/09 SOCS-299 Abstract The open source software Linux, was introduced in 1991, by Linus Torvalds. He developed the UNIX based operating system because, the education oriented operating system he was working with was not meeting his needs. Linux has grown to be an innovative powerhouse, because Linux is so versatile it can be used in hundreds of applications and shows no signs of age or being outmoded. Technological Innovations The financial burden put on college students is staggering. However, there is one corner that can be cut when deciding what kind of operating system for your computer to purchase. Most people are mundane and choose whatever is pre-installed on the computer they are purchasing, but did you know there is an alternative? When you think of a computer operating system, what is the first thing that comes to mind? Windows? Apple? Did you know there was a third alternative? I am talking about the open source software known as Linux. What is Linux? The actual definition is “a freely-distributable open source operating system that runs on a number of hardware platforms” (webopedia, 2014). The technological advantage that the open source software Linux has given to the world is immense. This open source software has come a long way since its inception in the early 1990’s, and has grown to be the most versatile open source operating system to date. Along with its versatility...
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...way by which people can develop an extensive list of contacts, as your network consists of your own connections, your connections’ connections (2nd degree connections), as well as your 2nd degree’s connections (called your 3rd degree connections). From this network, individuals can learn of and search for jobs, business opportunities, and people. LinkedIn also serves as an effective medium by which both employers and job seekers can review listed professional information about one another. LinkedIn follows strict privacy guidelines wherein all connections made are mutually confirmed and individuals only appear in the LinkedIn network with their explicit consent. * LinkedIn started out in the living room of co-founder Reid Hoffman in 2002. * The site officially launched on May 5, 2003. At the end of the first month in operation, LinkedIn had a total of 4,500 members in the network. * As of March 31, 2012 (the end of the first quarter), professionals are signing up...
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