...About Yahoo! First published in April, 1994 by David Filo and Jerry Yang as a website directory for friends. Currently, world’s best-known interactive web portal. Averaging over 144 million page views. Earnings of $2 billion on revenues of $6.4 billion. Employs around 11,000 people. Yahoo!’s services Communication Media Retail online shopping Entertainment Email and instant messaging Finance Stock alerts Personal stock portfolio tracking Games Yahoo!’s acquisitions RocketMail- email service provider eGroups- social mailing list GeoCities- free web hosting service Broadcast.com- streaming audio and video Viaweb- online shopping portal Yoyodyne Entertainment- direct marketing Business Model Revenue generation Advertisements Individuals and small business customer SWOT Analysis Strengths: •First mover advantage •Large number of services •Large number of users Weaknesses: •Weak search engine •Heavily dependent on advertisement •‘peanut butter’’syndrome Opportunities •Growing number of internet users Threats: •Major competitors(Google) •Low barrier environment Environment Specific environment Emergence of competitors with killer applications Rising demand for customization General Environment Dot com burst Economic recession Decreasing cost of technology Web Portal Industry Internet Service Provider portals Product Bundling portals Customized portals Social Networking...
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...Define “beautyism” and its potential discriminatory effects on hiring in the workplace. “Beautyism” is giving a person preference or hiring someone due to their outward beauty. Some research has suggested that people who are outwardly beautiful get hired faster, get paid more, and receive better treatment in life in general, becoming more successful than others. While this may be true to an extent, I do believe that the opposite is also true, attractive people are over-looked due to their outward appearance and are taken less seriously even when qualified or more qualified than another candidate. This is not to mention that life brings challenges, hurts, and un-pleasantries, regardless of how a person looks. So we cannot be too quick to say that beautiful people have better lives. In this case though, the issue is beautyism as a “free-pass” in a sense, or a way into a job position without the proper qualifications (or in spite of the proper qualifications). There has been some evidence that people who hire for job openings do give preference at times to people who are obviously physically attractive. Researchers have noted that “beautiful people” tend to charm interviewers with their looks and create a positive tone and impression based solely off of how they look. Assess the Chair’s behavior from a human resource management perspective. I feel that if people try to regulate every detail of a hiring process, including the way people look, there will be even more...
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...If you wanted to get rich, how would you do it? I think your best bet would be to start or join a startup. That's been a reliable way to get rich for hundreds of years. The word "startup" dates from the 1960s, but what happens in one is very similar to the venture-backed trading voyages of the Middle Ages. Startups usually involve technology, so much so that the phrase "high-tech startup" is almost redundant. A startup is a small company that takes on a hard technical problem. Lots of people get rich knowing nothing more than that. You don't have to know physics to be a good pitcher. But I think it could give you an edge to understand the underlying principles. Why do startups have to be small? Will a startup inevitably stop being a startup as it grows larger? And why do they so often work on developing new technology? Why are there so many startups selling new drugs or computer software, and none selling corn oil or laundry detergent? The Proposition Economically, you can think of a startup as a way to compress your whole working life into a few years. Instead of working at a low intensity for forty years, you work as hard as you possibly can for four. This pays especially well in technology, where you earn a premium for working fast. Here is a brief sketch of the economic proposition. If you're a good hacker in your mid twenties, you can get a job paying about $80,000 per year. So on average such a hacker must be able to do at least $80,000 worth of work per year...
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...A few weeks ago I found to my surprise that I'd been granted four patents. This was all the more surprising because I'd only applied for three. The patents aren't mine, of course. They were assigned to Viaweb, and became Yahoo's when they bought us. But the news set me thinking about the question of software patents generally. Patents are a hard problem. I've had to advise most of the startups we've funded about them, and despite years of experience I'm still not always sure I'm giving the right advice. One thing I do feel pretty certain of is that if you're against software patents, you're against patents in general. Gradually our machines consist more and more of software. Things that used to be done with levers and cams and gears are now done with loops and trees and closures. There's nothing special about physical embodiments of control systems that should make them patentable, and the software equivalent not. Unfortunately, patent law is inconsistent on this point. Patent law in most countries says that algorithms aren't patentable. This rule is left over from a time when "algorithm" meant something like the Sieve of Eratosthenes. In 1800, people could not see as readily as we can that a great many patents on mechanical objects were really patents on the algorithms they embodied. Patent lawyers still have to pretend that's what they're doing when they patent algorithms. You must not use the word "algorithm" in the title of a patent application, just as you must...
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...September 2012 I've done several types of work over the years but I don't know another as counterintuitive as startup investing. The two most important things to understand about startup investing, as a business, are (1) that effectively all the returns are concentrated in a few big winners, and (2) that the best ideas look initially like bad ideas. The first rule I knew intellectually, but didn't really grasp till it happened to us. The total value of the companies we've funded is around 10 billion, give or take a few. But just two companies, Dropbox and Airbnb, account for about three quarters of it. In startups, the big winners are big to a degree that violates our expectations about variation. I don't know whether these expectations are innate or learned, but whatever the cause, we are just not prepared for the 1000x variation in outcomes that one finds in startup investing. That yields all sorts of strange consequences. For example, in purely financial terms, there is probably at most one company in each YC batch that will have a significant effect on our returns, and the rest are just a cost of doing business. [1] I haven't really assimilated that fact, partly because it's so counterintuitive, and partly because we're not doing this just for financial reasons; YC would be a pretty lonely place if we only had one company per batch. And yet it's true. To succeed in a domain that violates your intuitions, you need to be able to turn them off the way a pilot...
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...Want to start a startup? Get funded by Y Combinator. | August 2010 Two years ago I wrote about what I called "a huge, unexploited opportunity in startup funding:" the growing disconnect between VCs, whose current business model requires them to invest large amounts, and a large class of startups that need less than they used to. Increasingly, startups want a couple hundred thousand dollars, not a couple million. [1] The opportunity is a lot less unexploited now. Investors have poured into this territory from both directions. VCs are much more likely to make angel-sized investments than they were a year ago. And meanwhile the past year has seen a dramatic increase in a new type of investor: the super-angel, who operates like an angel, but using other people's money, like a VC. Though a lot of investors are entering this territory, there is still room for more. The distribution of investors should mirror the distribution of startups, which has the usual power law dropoff. So there should be a lot more people investing tens or hundreds of thousands than millions. [2] In fact, it may be good for angels that there are more people doing angel-sized deals, because if angel rounds become more legitimate, then startups may start to opt for angel rounds even when they could, if they wanted, raise series A rounds from VCs. One reason startups prefer series A rounds is that they're more prestigious. But if angel investors become more active and better known, they'll increasingly...
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...commerce | Services | Online shopping | Revenue | CN¥76.204 billion (2015)[1] | Operating income | CN¥22.716 billion (2015)[1] | Net income | CN¥24.261 billion (2015)[1] | Total assets | CN¥255.434 billion (2015)[1] | Total equity | CN¥146.097 billion (2015)[1] | Employees | 34,985 (March 2015)[2] | Subsidiaries | Guangzhou Evergrande Taobao F.C., Taobao, Tmall,UCWeb, AliExpress | Slogan(s) | Global Trade Starts Here | Website | alibabagroup.com | Alibaba Group | Simplified Chinese | 阿里巴巴集团 | Traditional Chinese | 阿里巴巴集團 | [show]Transcriptions | | Alibaba Group Holding Limited is a Chinese e-commerce company that providesconsumer-to-consumer, business-to-consumer and business-to-business sales services viaweb portals. It also provides electronic payment services, a shopping search engine and data-centric cloud computing services. The group began in 1999 when Jack Ma founded the website Alibaba.com, a business-to-business portal to connect Chinese manufacturers with overseas buyers. In...
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...Note from the Authors: “Creative Entrepreneurship” was born out of the desire, want and curiosity of kbs+’s staff to understand the crazy world of entrepreneurship. “Creative Entrepreneurship” curates the perspectives of leading entrepreneurs and venture capitalists as a guide for people interested in learning more. Each writer graciously contributed their work to create a curated resource for creative entrepreneurs. This book is the teaching and inspirational aid for our kbs+ Ventures Fellows – a highly select group of kbs+ staffers from all levels and areas of the agency – who go through a six-month educational program to immerse themselves in the startup and venture capital world. Share this entrepreneurial inspiration with friends using @kbspvc or #kbspvcbook. If you would like to share any inspiration, thoughts or feedback, please contact us at @kbspvc anytime – we look forward to hearing from you. Thank you for downloading our book! Darren Herman Taylor Davidson Creative Entrepreneurship Darren Herman Taylor Davidson a kbs+ partner We have received explicit permission from all authors of the works found in this book. Unless otherwise stated, we do not claim to have written or own any of this work. We are purely aggregating it into a simple book format for the education of anyone who picks up this book. The price of this book is free; if anyone tries to sell this book to you, please report them to us. Hopefully this book inspires you as much as it does...
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...Marmara Universität Fakultät für Wirtschafts- und Verwaltungswissenschaften Deutsprachige Abteilung für Betriebswirtschaftslehre Die Einflussfaktoren von virtuellen Gemeinschaften über Kaufverhalten– am Beispiel der Produktkategorie „Technologische Produkte” Abschlussarbeit Vorgelegt von: Zeynep DAGALTI Matrikel Nummer: 041000038 Studienbezeichnung: BWL/ Marketing Vorgelegt bei: Yrd. Doç. Dr. Gülpınar Kelemci Schneider Istanbul, Juni, 2010 INHALTSVERZEICHNIS ABBILDUNGSVERZEICHNIS ABKURZUNGSVERZEICHNIS TABELLENVERZEICHNIS 1.WEB 2.0 1. Definition 2. Grundbegriffe des Web 2.0 3. Typologie von Web 2.0 4. Bedeutung des Web 2.0 5. Problemstellung und Ziel der Arbeit 6. Ablaufplan der Arbeit 2. VIRTUELLE GEMEINSCHAFTEN 2.1. Perspektiven 2.1.1.Soziologisch und Sozialpsychologisch 2.1.2.Technologisch 2.1.3.Kommerziell 2.1.4.Gesellschaftlich 2.2. Definition und Merkmale 2.3.Besonderheiten von Online Communities 2.3.1.Bedürfnisse und Ziele 2.3.2.Rollen 2.3.3.Mehrwerte 2.4. Klassifikation von Online Communities 2.5.Zukunftliche Aspekte von Online Communities 3. ONLINE COMMUNITIES ALS INSTRUMENT DES MARKETINGS 3.1. Bedeutung von Online Communities für das Marketing 3.2. Negative und Positive Buzz Beispiele auf Online Communities 3.3. Online Brand Communities 3.3.1. Die Vorteile vom Online Brand Community...
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...S U C C E S S F U L ON THE INTERNET A DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS OF A MASTERS IN BUSINESS ADMINISTRATION (MBA) AT THE UNIVERSITY OF CAMBRIDGE ROBIN S. CLELAND SEPTEMBER 2000 BUILDING SUCCESSFUL BRANDS ON THE INTERNET CONTENTS SUBJECT PAGE CHAPTER 1 1.1 1.2 1.3 1.4 Overview Objectives Methodology Structure INTRODUCTION 6 7 9 9 11 CHAPTER 2 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 THE NATURE OF BRANDS 12 13 13 14 15 16 18 19 20 22 22 23 2.9 Introduction What is a Brand? The Layers of a Brand Product and Service Brands Branding & the Buying Process The Importance of Customer Satisfaction and Loyalty Emotional Loyalty The Concept of Brand Equity 2.8.1 The Value of Brands to Customers 2.8.2 The Value of Brands to Companies Conclusion CHAPTER 3 3.1 3.2 3.3 BUILDING BRANDS 24 25 25 26 27 28 30 31 32 32 3.4 3.5 3.6 3.7 Introduction Overview of the Brand-Building Process The Value Proposition 3.3.1 Added Value 3.3.2 Distinctive Brand Identity Developing the Framework and Communicating the Value Proposition Building Customer Relationships Characteristics of Successful Brands Conclusion 1 BUILDING SUCCESSFUL BRANDS ON THE INTERNET CHAPTER 4 4.1 4.2 4.3 4.4 4.5 4.6 THE INTERNET 33 34 34 35 35 39 40 43 Introduction Overview of the Internet 4.2.1 The Defining Characteristics of the Internet The Growth of the Internet The Internet & e-Commerce The Impact of the Internet...
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