(Blue Orb was known for free subscriptions but now it is paid). Analysis Blue Orb has been transitioning from research-orientated company to a retail software company. It is intending to do so by launching “SwitchBlade Pro” subscription base software. As of March 1, 2009, it has more than 1100 subscribers and 15,000 registered users from its previous freeware version of the program; which makes it insufficient customer base to generate enough revenue to break even under the status quo. (Exhibit).
In analyzing Apple and other competing firms, TC Management Consultants found that, relative to its competitors, CanGo occupies a very small position in the Music, Video, Book and Entertainment Retail Industry. Market Analysis The CanGo Company experienced substantial growth in 2009 developing into a $51 million dollar business. This makes it strategically important to analyze the challenges CanGo will encounter with book sales and MP3 sales in 2010 as well as their new $30 million venture into Online gaming. The market analysis will examine CanGo’s position in the book, MP3, and gaming industry.
First, a Boston native, says since the duo didn't know how to do a cash flow projection and had no idea that their business was sinking. "In the early 1990s we ran the business out of a cash box, and if there was anything left in the cash box at the end of the day, we thought we were making money," he muses. Fortunately, Nantucket Nectars products are now sold in 30 states, Canada, Latin America, Europe and Asia. Compared to mainstream titans in the $15 billion fruit and tea beverage industry, the Toms are still a niche operation. However, their company is increasing its growth rate each year and expanding its product line as well.
If more people spend time online, Google stands to make more money from online ads and other services. Google Fiber is just one of the projects the company is exploring to boost revenue as its search advertising business matures. Google Fiber is a tantalizing proposition for consumers fed up with the slow speeds and high prices offered by cable and phone companies. With Google Fiber, Internet speeds reach 1 gigabit per second at prices that are comparable with what they already pay for much slower service. Consumers in the Midwest pay about $70 a month for high-speed Internet.
How does the situation change based on actual performance data provided in the Excel file on Blackboard? 3) What are the processing and delivery costs to fulfill average order at Peapod? (These are the key components in Peapod’s cost-to-serve. The question requires some detective work and estimation, given that all the data is not available) Conducting some secondary internet search, I found that the average basket size is over $157 and that customers typically shop twice a month. Reference: http://www.peapod.com/site/companyPages/our-company-info-for-students.jsp From table 13.3 of the case, the COGS accounts for 70% of the revenue of Peapod.
Weekly Case Note 5: Privacy Issues and Monetizing Twitter Background This case looks at Twitter in early 2010. At this point, Twitter had a market valuation of $1 billion, but was a free service without a viable business plan. The challenge facing Twitter at this point in time is finding a balance between Twitter’s revenue generating initiatives and protecting the the privacy rights of the tens of millions of people using the service. Issues The founders of Twitter were contemplating whether they could monetize their business model while concurrently respecting their legal and ethical obligations to their users, and if so how should it be done? The Five Forces Model Since Twitter wants to generate revenue, first of all, it needs to evaluate its Business Segment.
As seen on the income statement by accounts receivable and annual credit sales Amazon was able to decrease the amount of days it took to collect on accounts receivable. The financial state of Amazon at this point of review, as some concerns with common stock outstanding, this led to the period in which the income statement shows a $-39 million dollar on net income. In 2012 sales did increase only due to more electronic transactions, new innovative Internet transactions and the rise in shipping costs, due to this there was a significant rise in prices of the products that Amazon sells. In 2013 Amazon must increase net income and retained earnings in order to continue to be a successful corporation.
One of CanGo’s leading competitors, Amazon, was established in 1997, and its primary scope of business was to sell books on the Internet. While many top companies spend millions to market their brands, Amazon puts that money into advancing technology on its website and creating affordable shipping options for its customers (Ante, 2009). The website offers not only books, but a wide variety of products ranging from electronics to home goods. Amazon has expanded six international sites including Canada, China, the United Kingdom, Germany, Japan and France and encompasses their branding strategy by stating "We're not in the book business or the music business. We're in the customer service business.
BoldFlash Case Report Ya Liang | Hilary Kuykendall Team 4 General Introduction BoldFlash, originally known as BoldDisk, was founded in Waltham, Massachusetts in 1982 by two computer science professors. It has long enjoyed a reputed name in providing highquality computer storage media devices for both original equipment manufacturers and direct consumers. With its current focus being on the flash memory market, BoldFlash is experiencing increasing price pressure from its competitors who sought every opportunity to reduce cost. In 2010, total revenue for BoldFlash was approximately $3.6 billion, compared to $20 billion for the industry as a whole. The latter was anticipated to grow 22% in 2012 and achieve $44 billion by 2014.
It generates profit primarily from advertising through its AdWords program. Also Google offers online productivity software, such as the Gmail email service, the Google Docs office suite, and the Google+ social networking service. Ninety-nine percent of Google's revenue is derived from its advertising programs. For the 2006 fiscal year, the company reported $10.492 billion in total advertising revenues and only $112 million in licensing and other revenues. Google has implemented various innovations in the online advertising market that helped make it one of the biggest brokers in the market (google).