...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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...Roberts, and Research Associate Julia D. Stevens prepare d this case. This case draws upon portions of an earlier case, “Zipcar,” HB S No. 802-085 (Boston: Harvard Bu siness School Publishing, 2002), written by Professor Myra Hart and Research Associat e Wendy Carter. HBS cases are developed so lely as the basis for cl ass discussion. Cas es are not intended to serve as endorsements, sources of primary data , or illustrations of effective or ineffective management. Copyright © 2003 President and Fellows of Harvard College. To orde r copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be reproduced, stored in a retrieval system, us ed in a spreadsheet, or transmitted in any form or by any means—electronic, mechani cal, photocopying, recording, or otherwise—without the permission of Harvard Business School. 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 starte d 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 initia l research during late...
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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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...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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...Case Study: Zipcar Bryan Gibson IT496 June 24, 2013 Contents Case Description 3 Firm History & Products 3 What Do They Do Well? 4 Are Their Things They Do Poorly? 5 Porter’s Five Forces 6 POTENTIAL THREAT OF NEW ENTRANTS 6 BARGAINING POWER OF SUPPLIERS 6 BARGAINING POWER OF BUYERS 6 THREAT OF SUBSTITUES 6 INDUSTRY COMPETITORS 7 Sustainable Competitive Advantage 7 Case Questions 8 Discuss the synergy between the business strategy of Zipcar and information technology. 8 As the CEO of Zipcar, what would you do to sustain a competitive advantage? 8 Is Zipcar a Success or Failure? 9 Will Zipcar Survive? 9 Should Zipcar Alter Their Strategy? 10 References 11 Case Description Zipcar is a company that was co-founded by Antje Danielson and Robin Chase in January of 2000, and was based on a car-sharing system originally utilized in Germany and Switzerland. The concept was to allow car rentals by the hour, with arranged pick-up and drop-off times located in neighborhoods allowing customers to simply walk to the vehicle without the need to wait in line. Danielson and Chase were concerned about the environment and this was their solution to vehicle overcrowding. Additionally, they feel their service helps to alleviate the headaches associated with owning a car, and gives people the option of having a second car or a bigger car, if it suits their needs, without having to buy. Zipcar is backed by a proprietary IT platform which allowed...
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...Course: BUS 363.01 Brand Management Professor: Camille Abbruscato Semester: Spring 2013 Course Syllabus E-Mail: camille.abbruscato@stonybrook.edu Office: Harriman 305 Office Hours: Monday and Wednesday 11:30 – 12:50 or by appointment Classroom: Frey Hall Room 205 Time: Tuesday and Thursday 10:00 am – 11:20 am COURSE MATERIALS To keep costs down, there is no required textbook; instead, we will rely on my lecture slides, adapted from Keller’s, Strategic Brand Management text (Prentice Hall). However, as everyone learns differently, there will be copies of the textbook available for sale in the University bookstore and on reserve in the library. RECOMMENDED READINGS To enhance your professionalism and marketing perspective, reading the following business newspapers and magazines is beneficial: * Business Week * Brandweek * Marketing News * Advertising Age * Wall Street Journal * Adweek * USA Today Money Section COURSE OVERVIEW Which brands make you happy? Starbucks? Apple? Nike? Coca Cola? What draws you into these brands? Do you think the brands you purchase are a reflection of who you are? How do companies create compelling brand experiences? How could you cultivate a brand that makes consumers happy? This course explores such questions with the goal of identifying the ingredients for building and managing an inspired brand. The course will interweave lectures, guest speakers, readings and in-class exercises—all of...
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...TermPaperWarehouse.com - Free Term Papers, Essays and Research Documents The Research Paper Factory * Join * Search * Browse * Saved Papers ------------------------------------------------- Haut du formulaire Bas du formulaire ------------------------------------------------- Haut du formulaire Bas du formulaire * Home Page » * Business and Management Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (a) In: Business and Management Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (a) Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (A) Q1. How should Chase have bid in the first round competition to lead the HK$3.3 billion Disneyland financing? 1.Three ways to approach this deal 1) bid to win, 2) bid to lose and3) no bid. Chase chose to bid to lose on the first round, but just enough to make it to the short list. Also, since Chase is one of Disney's relationship banks, Chase would not want to ruin this relationship by not bidding on their project. If Chase wanted to lead the competition from the first round, they should have made a bid that was more aggressive and aimed to win. This bid would have been closer to the desires of Disney, making them more appealing and increasing their probabilities of leading the financing. However, they chose to bid to lose, with just enough terms to get into the second round to "protect their reputation", but not...
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...York University Schulich School of Business Marketing Department MKTG 2030 – Winter 2014 – Marketing Management – Sections R, S, T Instructor: Linda Reeser (lreeser@schulich.yorku.ca) Section R: Tuesday 8.30-11.30am – N107 Office: N304. Section S: Tuesday 2.30-5.30pm – N107 Office hours: Tuesday 12-2 or by appointment Section T: Thursday, 2.30-5.30pm – N107 Description Marketing involves satisfying consumer needs and desires with the right product/service, priced at the right level, promoted to the right customers in ways that motivate purchase, and making them available through the right distribution channel. This course represents an introduction to the field of marketing and will focus on the key marketing issues faced by typical consumer-focused companies Objectives 1. To introduce the concepts, analyses and activities that comprise marketing. 2. To provide methods and exercises in assessing and solving marketing problems 3. To reinforce and develop skills critical for business practice. While learning to plan and conduct analyses, and write formal reports to management, students also have the opportunity to work with each other in groups to solve business problems. 4. To communicate your creative ideas effectively, in both written and oral contexts. Required 1. Text: Marketing, Real People, Real Decisions, by Solomon, Marshall, Stuart, Smith, Charlebois, Shah, 4th Canadian edition (Pearson Prentice-Hall, ISBN 978-0-13-262631-6)...
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...Sharing corps: Should company build competitive advantage by embracing the sharing economy? SHARING CORPS SHOULD COMPANIES build a new competitive advantage BY embracing the SHARING ECONOMY? ECOVALA - December 2013 1 Sharing corps: Should company build competitive advantage by embracing the sharing economy? Ecovala © 2013 This report was produced by the Ecovala in December 2013. If no other source is specified, the contents of this report are under a Creative Commons Attribution – Non-Commercial - Share Alike 3.0 Unported License. You can find the full text of the license in this website. Ecovala Ecovala provides innovative solutions to private and public organisations to accelerate their transition towards sustainability. The organisation offers a wide range of services around sustainability and system innovation: from companies’ environmental assessment to sustainable strategic design, from new green services definition to effective implementation of CSR management. Based in Finland, the organisation is active throughout Europe, relying on an extensive network of like-minded organisations and sustainability experts. www.ecovala.eu Author Erwan Mouazan is director and founder of Ecovala. He develops and implements innovative sustainability solutions both at private and public level. Erwan owns a Master's degree in economics, with a specialization in international management. In the last 9 years, he has worked at international level in environmental...
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...The Journal of Applied Business Research – May/June 2015 Volume 31, Number 3 Collaborative Consumption And Sustainability: A Discursive Analysis Of Consumer Representations And Collaborative Website Narratives Anne-Sophie Binninger, NEOMA Business School, France Nacima Ourahmoune, NEOMA Business School, France Isabelle Robert, University Lille Nord de France-SKEMA Business School, France ABSTRACT In this article, the authors analyze the collaborative consumption model and its contribution to sustainable consumption. Indeed, collaborative consumption is considered as an alternative, ecological consumption mode (Bostman & Rogers, 2011), but previous research has no yet deeply explored to what extent it contributes the sustainable scheme and values. The study therefore investigates both the producer side (collaborative websites) and consumer side (blog participants) to decipher how sustainable ideals are shaped in this context and how consumers attend to them. Six segments of consumers have been identified which can help marketing and sustainable levers better frame their offer. Keywords: Collaborative Consumption; Sustainable Consumption; Access-Based Consumption; Sharing INTRODUCTION O ver the last decade, markets have changed significantly in terms of our relationship to goods, leading to other forms of acquisition and consumption than via possession (Rifkin, 2000, Lovelock and Gummeson 2004, Mont, 2002, Giesler 2006, Chen, 2009, Belk, 2010, Gansky 2010; Bostman & Rogers...
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...The Florida State University DigiNole Commons Honors Theses Division of Undergraduate Studies Spring 2014 College Student Perception & Behavior Towards Sustainability: Results of A Campus Survey Heather Sadusky Florida State University, hms10@my.fsu.edu Follow this and additional works at: http://diginole.lib.fsu.edu/uhm Recommended Citation Sadusky, Heather, "College Student Perception & Behavior Towards Sustainability: Results of A Campus Survey" (2014). Honors Theses. Paper 354. http://diginole.lib.fsu.edu/uhm/354 This Open Access Honors Thesis is brought to you for free and open access by the Division of Undergraduate Studies at DigiNole Commons. It has been accepted for inclusion in Honors Theses by an authorized administrator of DigiNole Commons. For more information, please contact libir@fsu.edu. THE FLORIDA STATE UNIVERSITY COLLEGE OF SOCIAL SCIENCES COLLEGE STUDENT PERCEPTION & BEHAVIOR TOWARDS SUSTAINABILITY: RESULTS OF A CAMPUS SURVEY By HEATHER SADUSKY A Thesis submitted to the Department of Geography in partial fulfillment of the requirements for graduation with Honors in the Major Degree Awarded: Spring, 2014 The members of the Defense Committee approve the thesis of Heather Sadusky, defended on April 18, 2014. Dr. Tingting Zhao Thesis Director Dr. Richard Feiock Outside Committee Member Dr. Jay Baker Committee Member Elizabeth Swiman Committee Member 2 College Student Perception & Behavior...
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...4 The Impact of the Internet of Things on Business and Society · Ubiquitous services for connected consumers · Open source and collaborative business models · The optimisation of things: towards a truly sustainable development W ith the Internet of Everything, it will possible for everybody and everything to be connected at all times, receiving and processing information in real time. The result will be new ways of making decisions, backed by the availability of information. The option of being online and traceable at all times has also led to the emergence of a new generation of consumers, who demand new products and services based on ubiquity and interconnection. These shifts in production and consumption patterns are changing the relations between all the agents in the system. There is a whole host of new opportunities to design and offer new products and services and make more efficient use of existing assets, creating a fertile ground for entrepreneurs. The dynamic of change of the technologies involved in the Internet of Everything is particularly interesting. In many fields, successful new solutions will turn their backs on traditional models of evolution, based on standards set out by large corporations or supranational bodies. Instead, they will consist of “cheap hacks” promoted by entrepreneurs who are capable of identifying efficient problem-solving alternatives and distributing them efficiently thanks to permanent and ubiquitous connectivity, enabling collaboration...
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...Guarascio Dorothy Sinclair Valerie A. Vargas Karolina Zarychta Harry Nolan Madelyn Lesure 4 Design Group Wendy Lai Elm Street Publishing Services Anna Melhorn Hilary Newman Teri Stratford Emily McGee Allison Morris Elena Santa Maria This book was set in Janson TextLTStd-Roman 10/13 by MPS Limited, a Macmillan Company, Chennai, India and printed and bound by R. R. Donnelley & Sons. The cover was printed by R. R. Donnelley & Sons. This book is printed on acid free paper. ∞ Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within our business and among our vendors, and community and charitable support. For more information,...
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...Table of Contents WELCOME FROM ACADEMIC PROGRAM DIRECTOR ............................................................................ 1 MEET THE FACULTY................................................................................................................................... 2 ORIENTATION SCHEDULE ....................................................................................................................... 10 ACADEMIC CALENDAR ............................................................................................................................. 11 MASTER OF SCIENCE IN FINANCE PROGRAM SUMMARY ................................................................. 12 GETTING STARTED .................................................................................................................................. 13 JHED ID .................................................................................................................................................. 13 Blackboard FAQs .................................................................................................................................... 13 Integrated Student Information System (ISIS) ........................................................................................ 14 LIFE AT THE CAREY BUSINESS SCHOOL .............................................................................................. 15 HEALTH INSURANCE FOR STUDENTS...........................................
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