1. What factors created an opportunity for Bob Reiss and the "TV Guide Game?” Reiss had previous experience on the game industry, which provided him with good understanding of that business. He knew about the popularity of trivia-based games in the U.S., the preceding Canadian success of Trivial-Pursuit and he envisioned the transferability of this success to the U.S. market. Reiss also hit the target by adding the TV element to the trivia-based game, in a time when the average U.S. family spent
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The following are the factors that created an opportunity for Bob Reiss and TV Guide game: * Having a prior work experience in the games industry working as a consultant he had the ability to understand the nuances of the business * With his capabilities, he had increased the sales upto $12000000 within three years * He could easily foresee the rise of Trivial Pursuit in Canada and its potential market and thus success in the US market (US market had approx 10 times the sales of Canada)
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Analysis of the Case R&R Bob Reiss was an entrepreneur. He saw an opportunity in the market to make a profit and he succeeded. The following describes his market transactions and whether they were right or wrong using transaction cost economics theories. I will use Oliver Williamson’s theories and rules to decide whether the transactions were correct. At the end I will have enough information to decide if every opportunity needs a firm and if there is room for entrepreneurs who depend on the
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Analysis of the Case R&R Date: September 28th, 2011 Bob Reiss was an entrepreneur. He saw an opportunity in the market to make a profit and he succeeded. The following describes his market transactions and whether they were right or wrong using transaction cost economics theories. I will use Oliver Williamson’s theories and rules to decide whether the transactions were correct. At the end I will have enough information to decide if every opportunity needs a firm and if there is room
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Bob Reiss was a passionate entrepreneur with a strong background in the gaming industry. He was very successful with his new game venture with sales of $12,000,000 in three years. Once successful, Reiss decided to continue in this space and started his own business under the name of R&R. The toy and game industry was an established market with a very short lifecycle, frequently of no more than two years. Based on the case, I think Bob did the following things right which made him highly successful
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9-386-019 Rev. November 15, 1987 R&R During the summer of 1983, Bob Reiss observed with interest the success in the Canadian market of a new board game called “Trivial Pursuit.” His years of experience selling games in the U.S. had taught him a rough rule of thumb: the sales of a game in the U.S. tended to be approximately ten times those of sales in Canada. Since “Trivial Pursuit” had sold 100,000 copies north of the border, Reiss thought that trivia games might soon boom in the U.S., and that this
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1. ¿Qué factores crearon una oportunidad para Bob Reiss y el “Juego TV Guide”? En Canadá se había desarrollado el “Trivial Pursuit”, el cual generó grandes ganancias, ya que tuvo buena recepción, luego el juego fue introducido en US, con un precio más alto que otros juegos de tablero. Raiss pensó que el éxito de “Trivial Pursuit” en Canadá, podría traspasarse a US, lo cual generaría interés en los juegos de trivia en el mercado estadounidense. Al escoger el tema tv para el juego, tenía la ventaja
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R&R Case Write UP By: XXXXXXXXX Bob Reiss is an experienced player in the Toy/Game market. Currently he is deciding how to follow his successful TV Guide trivia game. He could try to create a spinoff of the TV guide game. He could launch a new proposed trivia game called Whoozit, where you guess people based on clues. Mr. Reiss has to make a decision launch Whoozit, a new trivia game, or try to spin off the TV Guide game. My recommendation is to launch Whoozit. The Whoozit game allows
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A similar argument holds for the other customers of R&R as well. If we look at the final consumers of the product, then according to the definition of Osterwalder and Pigneur, R&R serves a mass market. Taking into consideration the remarks of Mr. Reiss, who mentions that his customers are the manufacturers representatives and the buyers of major chains, we can argue that he distinguishes between input and output in his firm. Thus making the business model multi sided, the suppliers need many retail
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Innovation and Entrepreneurship Part 1: The Entrepreneurial Manager Spring, 2011 授課教師： 郭瑞祥 Andy Guo (台大工商管理學系/商研所教授) Room：Room 813, building 2, Management school Email ： rsguo@ntu.edu.tw Website：guo.ba.ntu.edu.tw Course Descriptions This course is about The Entrepreneurial Manager (TEM), and it is designed to focus on the Entrepreneur as a manager and the processes and techniques he or she uses to manage. In practice this means that in every case there is a person who must make some decisions
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