...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, is an innovative car sharing company, founded by Antje Danielson and Robin Chase. In Cambridge Massachusetts, 2000. The business model consist in an immediate, electronic, car rental reservation, using mobile phones. Users can reserve a car at any time, in over 400 college campuses and over 50 airports. Zipcars are located in different areas of USA, Canada, UK, Spain, Austria, France and Turkey. Users have to join using their credit card and wait for an approval, then reserve the desired vehicle, hybrids, SUVs, pickup trucks, luxury vehicles, minivans, and cargo vans, BMW, or Hybrid; then go to the Zipcar parking spaces, unlock the car with a card (Zipcard), and then drive. The driver has to return the vehicle to the same parking space were the car was initially located ready for the next user. Zipcar has its competitors, RelayRides and GetAround offer a similar service, traditional car rentals are another option for the customer, and Uber is also considered a competitor. The main problem that Zipcar is having, and that is mentioned in the case “Zipcar – Influencing Customer Behavior” is that sometimes drivers are not calculating the time they have to use the car and when cars are reserved for another service after, it causes a lateness problem that affects the Zipcar´s service model. As mentioned above, Zipcar, is located in different cities around the world, with more than 10,000 vehicles, it also offers an innovative mobility service that gives their affiliates...
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...Case Study: Zipcar Bryan Gibson IT496 June 24, 2013 Table of Contents Case Description3 Firm History & Products3 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 the flow of information between customers, cars and the company, and social networking technologies which allowed them to develop an online community of members. Therefore, IT plays an integral part in the company’s success by creating a buzz and encouraging community development. By focusing on automation, customer empowerment, transparency and community, Zipcar brought the Web 2.0 concept to its business model. Firm History & Products Antje Danielson was a 42-year-old woman working on a Harvard energy-research project when she first contacted Robin Chase...
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...Case Assignment #1 1. Zipcar motivates its customers and partners by truly addressing their needs and wants from a company like theirs. For example, customers want something that will save them money. Zipcar’s solution to this is an affordable way to use a car that’s much cheaper than buying your own car. It cuts out the need to buy insurance, maintenance, gas, parking, and the general cost of the car. Cities want to cut down traffic and congestion. By using Zipcar, people tend to drive fewer miles and be more efficient when it comes to driving to and from somewhere. For customer motivation, I would rate them a 3, because most people would prefer to have their own car. Zipcar is not for everyone, but it is extremely useful on vacation, business trips, or simply for convenience. For city motivation, I would rate them a 3 because of how much congestion and traffic will decrease from Zipcar. For businesses, I would rate them a 4 because I believe they would be interested to this as a substitute for rental cars during business trips or as a substitute for issuing work cars for employees. I think it would be not only convenient but cost efficient for the company. For universities, I would rate them a 3, because most students prefer to walk to class or are used to campus buses and other forms of transportation. However, it would be appealing for the students who are unable to afford their own car or live on a campus where little driving is needed. 2. I believe...
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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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...This video was very interesting, but it felt like an infomercial as Robin Case was trying to sell her idea. That’s besides the fact, though as her idea was actually eye opening. Her idea of implementing a tax on congestion pricing and road pricing seemed rather insane to me. I understand that by implementing these, the societal impact would be reduced emissions and less driving because the cost would rise. I don’t believe that this will be implemented, I know she stated its coming in the near future, but there has to be a different way to reduce the emissions. The idea of Zipcar does a good job of being a potential solution to the problem, rather than imposing more taxes. Another social result from Robin Cases Ted Talk would be the idea of sharing rides to get places via her new website: GoLoco. Since we are by nature a social species, this idea may work to help her vision of reducing emissions. I think there is potential for this idea to work, but I cannot image it being widely used because who would really want to share a ride with their neighbor to the grocery store? I think Robin Case does a good job of bringing up a potential solution to the “future” taxes when she mentions the use of the free network. This way people could communicate with one another and get to places by carpool more efficiently, thus cutting...
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...Kathmandu University School of Management | Entrepreneurship and Innovation | Zipcar: Redefining the business model | | | 3/29/2015 | Submitted to, Prof. Rupesh Krishna Shrestha | Submitted by, (Group 6) Niraj Ghimire (14313) Amit Pathak (14325) Subigya Regmi (14327) Prajwal Sagar Shrestha (14332) Synopsis: Zipcar is a start-up organized around the idea of "sharing" car usage via a membership organization. This case describes several variations of the Zipcar business model along with their financial plan. These variations include a very early version and a version developed just prior to the launch of the business, as well as data from the first few months of operations. This case is all about the underlying the business model for the venture and to discover how these assumptions are holding up as the business is actually rolled out. Case Facts: * The company was incorporated in January 2000 and raised an amount of $50000 from an angel investor. * Although an MBA from MIT with a good professional background, Robin Chase had minimal experiences regarding start-ups. Similarly, Antje Danielson, despite having held several high position jobs was relatively inexperienced when it came to entrepreneurial venture. * Car sharing was best suited to urban areas where the population density is high. * College-educated individuals were the most receptive to the proposition of car sharing. * Penetration for the car sharing business module was small (0.01%) in...
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...Myra Hart, Senior Lecturer Mich ael J. 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...
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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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...Enterprise Case Enterprise Rent-A-Car has dominated the rental car market by focusing on delivering quality service and convenience at low prices to the home-city market. In comparison to the other major car rental competitors who focus on the “suits and shorts” customer base (business and vacationers) by basing most of their offices in airports, Enterprise focuses on the needs of families and local communities. The typical example of such family needs usually involves the temporary replacement of the family car during time of repair. To effectively service their customers’ needs, Enterprise has built up a robust set of resources, capabilities and activities that meet such customer requirements. Throughout the many years Enterprise has conducted business, the management team – the Taylor family – has ensured the firm is highly invested in a number of valuable assets. Enterprise has numerous small branch locations located all over America. It is estimated that 90% of America’s population lives within 15 minutes of one of the 3,100 Enterprise office locations. This expansive network of branch locations provides their customer base convenience that no other company can currently rival. To service their enormous branch network, Enterprise has chosen to buy and sell its own fleet of vehicles. Maintaining autonomy of the acquisition and sale of its own vehicles allows Enterprise to leverage volume purchasing power when negotiating with auto manufacturers. When decommissioning...
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...ZIPCAR ZIPCAR 2011 Sebastian Cruz BUSINESS STRATEGY AND POLICY 2011 Sebastian Cruz BUSINESS STRATEGY AND POLICY TABLE OF CONTENTS EXCECUTIVE SUMMARY……………………………………………………………………………………….3 COMPANY INTRODUCTION……………………………………………………………………………..4-10 PORTER FIVE FORCES ANALYSIS…………………………………………………………………….11- 17 INTERNAL FACTOR EVALUATION (IFE)……………………………………………………………18-24 EXTERNAL FACTOR EVALUATION (EFE)………………………………………………………….25-30 TOWS MATRIX……………………………………………………………………………………………….31-35 REFERENCE……………………………………………………………………………………………………..36-59 EXECUTIVE SUMMARY After analyzing Zip car situation in the industry with a Porter 5 forces analysis, internal factor evaluation, external factor evaluation, and the TOWS analysis, I came out with some strategic ideas that based on the implication of business concepts along with the business idea of Zip car can lead for a better succeed of the company. For the SO strategy, I developed three important opportunities for Zip car. Government got Zip, this consists in working together with the government to reach environmental goal and for Zip car avoid some cost in the long term. Zipster to Wal-Mart, develop a market penetration to focus on a certain group working together with the top wholesaler company in the world would lead for new members to use Zip car. Introduce Zip car to India, this one I think is the most important and very achievable, it is a market that is growing fast with an over populated urban areas. Using a market development...
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...Chapter 8 PRODUCTS, SERVICES, AND BRANDS: BUILDING CUSTOMER VALUE MARKETING STARTER: CHAPTER 8 Nike: Building Deep-Down Brand-Customer Relationships Synopsis Marketing is all about creating brands that connect with customers, and few marketers have done that as well as Nike. During the past several decades, Nike has built the Nike swoosh into one of the world’s best-known brand symbols. During the 1980s, Nike revolutionized sports marketing. It powered its way through the early 1990s, aggressively adding products in a dozen new sports, including baseball, golf, skateboarding, wall climbing, bicycling, and hiking. In the late 1990s, however, Nike stumbled and its sales slipped. Nike needed to rekindle the brand’s meaning to consumers. To turn things around, Nike returned to its roots: new-product innovation and a focus on customer relationships. This time, Nike shifted toward cutting-edge digital and social marketing tools to interact with customers to build brand experiences and community. Nike is now building communities of customers who talk not just with the company about the brand, but with each other as well. Thanks to efforts like Nike+, along with a host of other new digital and social media approaches, Nike has built a new kinship and sense of community with and between the brand and its customers. The company’s outstanding success results from much more than just making and selling good sports gear. It’s based on a deep-down connection between the iconic Nike brand...
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...Strategy & Leadership Emerald Article: Global competition 2021: key capabilities for emerging opportunities Armen Ovanessoff, Mark Purdy Article information: To cite this document: Armen Ovanessoff, Mark Purdy, (2011),"Global competition 2021: key capabilities for emerging opportunities", Strategy & Leadership, Vol. 39 Iss: 5 pp. 46 - 55 Permanent link to this document: http://dx.doi.org/10.1108/10878571111161525 Downloaded on: 29-03-2012 To copy this document: permissions@emeraldinsight.com This document has been downloaded 954 times. Access to this document was granted through an Emerald subscription provided by Technische Universitaet Hamburg-Harburg For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Additional help for authors is available for Emerald subscribers. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com With over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on...
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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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