...13th out of 28 leading electronics makers. Recent achievements 6. Samsung Electronics’ brand value has steadily increased and in 2011 was ranked 17th, according to Interbrand which annually ranks the Top 100 Brands in the world. In 2012, the brand value was worth USD 23.43 billion, which was a 20% increase from the previous year 7. Visual Display Business a. Top Global Flat Panel TV Marketshare in 2012, capturing 30.56%. b. Top Global Smart TV Marketshare in 2012, capturing 37.22%. c. Amazing feat as they have earned no.1 global market share across all TV categories every year from 2006 through 2012. 8. Printers d. 2nd in Global A4 Laser Printer Market share in 2012 with 16%. 9. Mobile phone e. Top Global Smartphone sales and marketshare in 2012 with 213 million units sold. Market share of 30.4% i. Apple capturing 26% of the market share. f. 16% growth in mobile pc sale revenue, garnering the best industry growth rate in...
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...Task 2 A. Simulation Analysis A1. Brand Design Decisions TMC brand shows a very satisfactory rating from the customers above the competitors. They felt that the company brand quality, credibility and superiority were above others. In the world market TMC fell in the top percentile for a satisfactory rating. TMC used an independent, international, product-rating service that performs objective evaluations of new products across a host of businesses and consumer industries. In quarter one The Office computer was design with the base components as well as office software and spreadsheets built in. Multimedia accessories were added; a standard keyboard was added, with a 17’ monitor, this computer also came with a standard network connection, with high performance. The customers wanted an easy to use PC for office workers, as well as a moderate price. The Travelers Zone which was also design in quarter one for people on the road came with the base components, which includes word and a spreadsheet program, multimedia accessory for travelers, internet connections, keyboard with hot keys, and had a slim, rugged, portable design. In quarter two TMC created brands for Traveler and Workhorse because we felt that concentrating on two areas would be the right thing to do. By focusing our attention on Travelers and Workhorse needs in a computer would give us an edge over our competitors. New York and Paris were selected because of their market sizes. In quarter...
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...owns that is in the mind of the motorcycle consumer? In my view, the word that Honda owns is quality, Hero owns is mileage and the one word Bajaj owns is power, thanks to the Pulsar. If it's Yamaha, that word is style. The one word that TVS owns is cheap (not in a bad sense) but as in the least expensive. If this is true, then it points to a very high state of evolution in the market place where consumers are able to clearly associate brands with positions. Each of the above-mentioned brands has a clear position. This has its pros and cons. The pro is that, for instance, if a consumer wants power, other things being equal, he will come to you. So, the brand becomes safer in that sense. It is relatively insulated. The con of that is people who don't seek power won't be really too interested in you-but I think the advantage is greater than the disadvantage. On Bajaj's position: We got back into the game with the Pulsar. People buy the Discover because it reminds them of the Pulsar. It's like a younger brother of the Pulsar; or a 'domesticated' Pulsar. There is this clear divide in this market place. Hero has a 71% share in the 100cc segment; I find that, after having a satisfying experience with Hero, consumers move up and they come to us. So, people who want bigger and stronger bikes come to us, but they will not buy a 100cc from us. | | | On whether Hero MotoCorp will continue to be number one because most consumers want fuel efficiency: Yes, it will...
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...8098663752 1 Market Share Analysis Quarter 1988 1st 2nd 3rd 4th 1989 1st 2nd 3rd 4th 1990 1st 2nd 3rd 4th Price 3 3 3 3 3 3 3 3 4 4 4 4 B Volume Price 124870 126016 125426 198863 575175 127201 125277 126124 125302 503904 74860 77216 75000 3 3 3 4 3 3 3 3 3 3 3 C&P Volume Total Vol 100000 224870 100000 226016 100000 225426 25000 223863 325000 900175 100000 227201 100000 225277 100000 226124 100000 225302 400000 903904 150000 224860 150000 227216 150000 225000 M/share B C&P 55.5% 44.5% 55.8% 44.2% 55.6% 44.4% 88.8% 11.2% 63.9% 36.1% 56.0% 44.0% 55.6% 44.4% 55.8% 44.2% 55.6% 44.4% 55.7% 44.3% 33.3% 66.7% 34.0% 66.0% 33.3% 66.7% market shrinkage 180000 100107 79893 2 Profit Analysis if B alone increase the price Quarter 1988 1st 2nd 3rd 4th 1989 1st 2nd 3rd 4th 1990 1st 2nd 3rd 4th Price 3 3 3 3 3 3 3 3 4 4 4 4 Beauregard Volume cost profit Price 124870 3.31 -38709.7 126016 3.31 -39065 125426 3.31 -38882.1 198863 3.102 -20284 -136941 127201 3.31 -39432.3 125277 3.31 -38835.9 126124 3.31 -39098.4 125302 3.31 -38843.6 -156210 74860 3.96 2994.4 77216 3.96 3088.64 75000 3.96 3000 75000 3.96 3000 12083.04 3 3 3 4 3 3 3 3 3 3 3 3 0 C&P Volume cost 100000 100000 100000 25000 100000 100000 100000 100000 150000 150000 150000 150000 0 0 Profit -57400 -57400 -57400 -71525 -243725 -57400 -57400 -57400 -57400 -229600 -20400 -20400 -20400 -20400 -81600 3.574 3.574 3.574 6.861 3.574 3.574 3.574 3.574 3.136 3.136 3.136 3.136 -14125 3 Profit analysis if Both increased...
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...AIRBUS CASE ANALYSIS The possibility of an investor surviving a competition depends on the ability to overcome internal and external threats, while at the same time developing a strategy that creates aspects of differentiation, driven by economic logic. The airline industry has been a competitive industry, especially over the last half century. The two main competitors: - the Airbus and Boeing have exhibited a long-term rivalry for the market share. While the two have had a different staging of their businesses, the businesses have faced great challenges, both from within and external threats. Boeing had been the market leader until the later years of the century, when airbus, driven by the zeal and zest of becoming the market leader, experienced an accelerated growth and expansion to dominate the industry. Airbus manufacturing was a response to the increasing U.S dominance in the aircraft production industry. The initiative was launched in 1960s by three European nations, mainly Britain, France and West Germany in order to counter the increasing influence of the United States manufactures in the air transport industry. The investment was a joint product of the three nations in terms of financial input and human resources. Soon after the launch, British pulled off due to self-interests, but joined later by injecting a 20% stake in the manufacturing process. The plant was first based in Paris, France and governed under French law, which did not allow making public the financial...
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...Juan Francisco Marines Case Study Analysis: Zipcar (1) WHO ARE THE MAIN PLAYERS IN THE CASE? | Summary: Who: Robin Chase CEO and Co-founderWhen: October 14, 2000What: Option 1: Reach out to other investors Option 2: Create a new business model Option 3: Close the businessMain Players: * Robin Chase * Antje Danielson - * Corporate PresidentOthers * Glenn Urban – Dean and mentor to Chase * JohnSnow – Consulting Firm * Paul Covell – MIT engineer * Investors CircleAlliance Partners: * Dan Holland – Venture partner * Transit Stations * AP reporter – press coverage Competitors: * Europe car sharing companies - Swiss Mobility CarSharing, Drive Stadtauto * Rental Car Companies – Hertz, Enterprise, Avis * Public Transportation * North American car sharing companies - Common Auto, Flexcar | | | (2) IDENTIFY THE MAJOR PROBLEMS AND ISSUES IN THE CASE. | The major problem in this case is that Chase has an amazing idea, but was not adequately prepared for this type of business venture considering the time frame that she had put on herself to launch this company, and what she wanted to do for Zipcar. By setting a premature date everything seemed to have been done with a rush, even the acquisition of funds from investors for capital. Although the Glenn Urban was correct in saying the business idea was a really good idea, and having the data to support this type of business venture, however there is something...
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...ZIPCAR CASE ANALYSIS The pain that Zipcar is trying to address is the inconvenience and costly car options to the web-connected people. Based on our analysis of the case we think Zipcar’s business is easily imitable and to prevent an entry of new competition, Zipcar must achieve economies of scale at the earliest and strategize to increase their customer base and lower their customer attrition going forward. In the long run, the success of the Zipcar would depend on how many customers they have and the ability of Zipcar to leverage on their economies of scale. We would also recommend on how they can more wisely choose their type of cars, promote their brand and most importantly how they can raise funds at the upcoming Springboard conference. Though the primary emphasis of Zipcar is on convenience and cost savings, the Zipcar concept is planned to be marketed as environmentally friendly. We feel this is an additional pain that Zipcar is trying to address that poses risks because, firstly, there are other two similar companies in US (Portland-based Car Sharing Inc. and Seattle- based Flexcar) that are already more focused towards the environment friendliness. Secondly, if Zipcar really wants to market their product as environmentally-friendly, then they probably should choose their launch car from a list of most environment friendly cars of 2000 such as Toyota Prius, Honda Insight or...
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...“Does IT Matter?” Assignment ZipCar 1. Zipcar/Porter’s five forces analysis Threat of New Entrant Zipcar’s use of a simple IT solution to find, reserve and use a car sharing service creates a slight barrier for new entrants. However, there is a constant threat to Zipcar in new car sharing companies and established car rental agencies adjusting their corporate strategy in order to enter the hourly rental industry. The barriers to entry are the high costs of inventory and creating an IT solution that is at least equal to Zipcar’s. Although these are barriers, they are barriers that can be mitigated by companies and therefore enter the car sharing industry. Bargaining Power of Buyers Due to the market being overloaded with customers and potential customers, buyers don’t pose much of a threat to Zipcar. Customers will demand low cost solutions but don’t have much ability to directly affect the pricing model by Zipcar or other rental agencies. If pricing were to become too much for the customer, the bigger threat is from substitutes. So as a whole, customers have limited bargaining power in the car rental business. Bargaining Power of Suppliers Suppliers have very little bargaining power with car sharing companies such as Zipcar. The market is saturated with many options for vehicles that Zipcar can choose which company they want to field their fleet of vehicles with. Companies such as Zipcar possess more power over their suppliers as they can enter into strategic...
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...Zipcar Porter’s Five Forces of Competitive Position for Zipcar Porter’s five forces analysis is supposed to provide a very simple perspective for assessing and analyzing the competitive strength and position of a company, in this case Zipcar namely. The analysis can be outlined as follows. The competitive rivalry force for Zipcar is moderate to strong. The major competition is faced from other rental agencies that provide similar services. Nevertheless, the company has a competitive advantage over its competitors due to the flexibility of the service it provides to its customers. Other competitors for Zipcar include transportation services providers such as taxi cabs and public transportation. Nevertheless, the advantage of Zipcar over this competitor segment lies within availability virtually in any location in a dense area as well as relative cheapness of the service if a travel to long distance is required, which would add to the customer cost if a taxi, for example, was chosen. Supplier power in the competitive position for Zipcar is evaluated to be as moderate. The company provides the car rental services with its own cars, which provides for no delays in car availability from third parties. Furthermore, the company supports strong connections with petrol stations as well as technical services that guarantee in time fuel supply as well as car repairs when needed. Buyer power in the competitive position of Zipcar is strong. Buyers may...
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...Assignment ZipCar Evaluate this potential venture and the progress that Chase has made. For the purpose of evaluating the Zipcar business venture I made use of the format of the Salhman article named “How to write a great business plan.” Hereby, a business framework should systematically assess four independent factors critically to every venture namely; The People, The Opportunity, The Context and an overview of possible risk and the reward for coping with these risks effectively. After shortly explaining the factors I will apply this framework to the Zipcar Case and analyze the quality of its business model. This makes it possible to evaluate the potential of the venture; and its progress from scratch to start, from an investor’s perspective. The people The success of a product or service is dependent on the people developing them. “The people” refers to both the entrepreneurs developing the business as all other actors who have been actively involved in providing key resources or important services. The analysis The easiest way to analyze the people behind the business is by usage of the ‘Fourteen personal questions every business plan should answer’. Hereby, I looked at the completeness in providing the right information and the quality of the information that is provided in the Zipcar case. At first, both developers of the concept; Danielson & Chase were highly experienced and qualified within their field of interest. Danielson; having an educational background...
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...Case 6.2 Analysis Zipcar: A Business Model Innovator That’s Changing the Way People Think About Cars. 1. Answer: Zipcar has created a model that would be difficult for other companies to imitate with its technology infrastructure and low over-head. I think the motivation of Zipcar is the innovation services and customer first basic purpose. The initial business plan of Zipcar was to provide the convenience of owning a car, without actually having to pay for all the expenses of actually owning a car. They wanted to target those that needed a car for only a few hours, as compared to renting a car for a whole day. Zipcar is the perfect answer for customers who wanted to rent a car for few hours in their home city. That just goes to say that Zipcar had a target niche market and fully utilized technology in their business modeling. The convenience of the car renting process to Zipcar’s customers makes it very likely that they get repeat patronage, giving them a sustainable advantage. About the scale, I would like to give it 4. 2. Answer: Yes, I think Zipcar has a good story to tell. About the question of accessing to market, the company’s target customers are educated and internet savvy urban dwelling people, so I think it’s easy for Zipcar’s employees to clearly explain what they do and what the benefits of its service which is non-car owners will have the service at their disposal whenever they require thru reserving it on the...
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...Case 6.2 Analysis Zipcar: A Business Model Innovator That’s Changing the Way People Think About Cars. 1. Answer: Zipcar has created a model that would be difficult for other companies to imitate with its technology infrastructure and low over-head. I think the motivation of Zipcar is the innovation services and customer first basic purpose. The initial business plan of Zipcar was to provide the convenience of owning a car, without actually having to pay for all the expenses of actually owning a car. They wanted to target those that needed a car for only a few hours, as compared to renting a car for a whole day. Zipcar is the perfect answer for customers who wanted to rent a car for few hours in their home city. That just goes to say that Zipcar had a target niche market and fully utilized technology in their business modeling. The convenience of the car renting process to Zipcar’s customers makes it very likely that they get repeat patronage, giving them a sustainable advantage. About the scale, I would like to give it 4. 2. Answer: Yes, I think Zipcar has a good story to tell. About the question of accessing to market, the company’s target customers are educated and internet savvy urban dwelling people, so I think it’s easy for Zipcar’s employees to clearly explain what they do and what the benefits of its service which is non-car owners will have the service at their disposal whenever they require thru reserving it on the web. 3. Answer: Core Strategy: Zipcar’s...
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...MAY 9, 2005 MYRA HART MICHAEL J. ROBERTS JULIA D. STEVENS Zipcar: Refining the Business Model It was October 14, 2000, and Robin Chase was leaving yet another meeting with potential providers of capital for her fledgling venture, Zipcar. Chase was CEO and cofounder of the company, which she and Antje Danielson had started some 10 months before. The idea behind Zipcar—a sophisticated form of car sharing—was simple, yet potentially revolutionary. Chase and Danielson had conducted some initial research during late 1999, and by the end of that year, the two had developed a business plan. They had incorporated in January 2000 and raised their first $50,000 from one angel investor. By June of 2000, the two entrepreneurs had leased 12 cars and were ready to open for business in Boston. By October, the fledgling company had 19 vehicles, nearly 250 members, and the founders had raised—and spent—an additional $325,000 to fund the early stages of operations. Yet, even with this demonstration of viability, Chase and Danielson had not succeeded in raising the equity capital they needed to really grow Zipcar. Beginning in early 2000, Chase had made a series of presentations to potential investors in which she sought $1 million in capital to prove the business model in Boston and, eventually, to set the stage for expanding the business to other U.S. cities. Potential investors seemed intrigued and enthusiastic about the Zipcar idea. While Chase hoped to close on this first round of financing...
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...Management Consulting Group Executive Summary This report examines the competitive strategy and business operations of Zipcar, in addition to its position within the U.S. car-sharing industry. The report has been commissioned in order to aid venture capitalists in assessing potential risks and rewards associated with investment in Zipcar, and evaluating the strengths and weaknesses of Zipcar as a potential investment project. This report features: an assessment of the U.S. car-sharing industry, based on Porter’s five forces that shape industry competition an analysis of developments in Zipcar’s business model recommendations regarding the future development of Zipcar’s competitive strategy and business operations conclusions relating to the attractiveness of Zipcar as an investment project 1 Contents Executive Summary ................................................................................................... 1 Contents ..................................................................................................................... 2 Introduction ................................................................................................................ 3 Origins of Zipcar ......................................................................................................... 3 Porter’s five forces applied to Zipcar .......................................................................... 4 Business Model .................................
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...Zipcar 1. Company: Zipcar has great potential to meet needs of urban consumers. An analysis of the company’s strategy, its potential customer market, and its financing needs shows us that while Chase has been great at researching and identifying a potential multi-million dollar business, her ability to raise funds, manage operations, and grow the business at speeds required to keep the competition at bay is in question. Competition: There are no large competitors for Zipcar with only two other car sharing services in US in the west and one in Canada, though large car manufacturers such as Volkswagen could start to compete directly. With a low subscription price and better execution Zipcar should be able to keep ahead of its competition. 2. Zipcar relied on multiple revenue streams. Users paid for annual subscription, processing fees, tiered pricing for usage and interest income on security deposit which created a hybrid revenue model. Between December 1999 and May 2000, Chase realized that her assumption were too optimistic and began to remodel revenues accordingly. Revenues were now skewed towards usage rather than subscription which would call for better ongoing marketing strategy and put them into direct competition with established car rental companies. On the cost front, Chase had to incorporate new charges under parking and increased leasing cost per car, thereby increasing variable cost per car. In addition there were some surprises on fixed costs. The...
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