Esta web utiliza cookies técnicas, de personalización y de análisis, propias y de terceros, para anónimamente facilitarle la navegación y analizar estadísticas del uso de la web. Obtener más información
Resultados de búsqueda
-
Groupon
Sayan Chatterjee; Alison Streiff; Sarah O'KeeffeCaso IVEY-9B12M004-EDirección estratégica, Iniciativa emprendedora, MarketingThe collective buying industry has grown by leaps and bounds over the past several years, and Groupon stands out as a major player that has revolutionized this market. The case describes the beginnings of Groupon, as well as the firm’s rise to power, the rise of its numerous competitors, its decisions and expansion strategies, and the collective buying industry as a whole. Key demographic data about Groupon’s customers (consumers and small busine...Desde 8,20 €
-
Cold Stone Creamery
Sayan Chatterjee; Christopher MasottiCaso IVEY-9B11M081-EDirección estratégica, Iniciativa emprendedoraThis case describes how Cold Stone Creamery created a business model for a premium customized ice cream experience. It describes the company’s value proposition, growth strategy, and competitors, and poses the question of whether the company could continue to attract new franchisees.Desde 8,20 €
-
Porter Airlines
Sabrina Pavri; Sayan ChatterjeeCaso IVEY-9B10M039-EDirección estratégica, Iniciativa emprendedoraPorter Airlines is a regional airline operating out of Toronto City Airport on the Toronto Islands in Toronto, Ontario, Canada. Porter operates only Bombardier Dash-8 Q400 turboprop aircraft and has flights to destinations in Canada and the United States. Porter targets business passengers who find the Toronto International Airport unattractive. Since its inception, Porter Airlines disproved many who thought it was doomed to failure by successful...Desde 8,20 €
-
Uber: Leading the Sharing Economy
Sayan Chatterjee; Kayleigh FitchCaso IVEY-9B16M024-EDirección estratégica, Iniciativa emprendedoraUber was a technology company that relied on its mobile app and word-of-mouth advertising to reach customers interested in its transportation services. It prided itself on being an on-time, stylish, unique, and modern transportation option. However, in 2014, Uber faced many challenges and questions as an industry incumbent. Could its business model succeed despite being heavily reliant on buyers’ willingness to pay a substantial premium in some s...Desde 8,20 €
-
Bird Scooters: Shaking up the Micro-Mobility Market
Sayan Chatterjee; Michael Marchionda; Sarah SydlowskiCaso IVEY-9B20M087-EDirección estratégica, Iniciativa emprendedoraBird Electric Vehicle Sharing (Bird)’s value proposition seems to be to offer inexpensive, on-demand transportation that can deliver riders directly to their destination in metropolitan areas. Electric scooters can be unlocked with a smartphone and left anywhere after use, minimizing the burden on consumersbut also causing tremendous traffic problems for city administrators. The disruption created by Bird not only drew the attention of urban com...Desde 8,20 €
-
Netflix Inc.: Proving the Skeptics Wrong
Sayan Chatterjee; Wayne Barry; Alexander HopkinsCaso IVEY-9B16M081-EDirección estratégica, Iniciativa emprendedora, MarketingNetflix, a subscription-based movie and television show rental service, offered content to subscribers either via DVDs delivered by mail, or through Internet-based streaming. After splitting the two services, the company lost subscribers, and its stock price plummeted. Most observers were skeptical that Netflix could maintain its profit margins, given the increased cost of acquiring streamable content. However, Netflix not only reduced its cost p...Desde 8,20 €
-
Airbnb: Business Model Development and Future Challenges
Sayan ChatterjeeCaso IVEY-9B16M186-EDirección estratégica, Iniciativa emprendedoraIn 2007, the founders of Airbnb were looking to solve a problem and ended up transforming their idea into a $10 billion company. What started as a quick website to advertise an overnight stay on their apartment airbeds along with breakfast in the morning eventually grew into an online accommodation booking business that spanned the world. Airbnb used its business model to carve out an extremely important space in an already crowded industry. Howe...Desde 8,20 €
-
Tesla: Testing a Business Model at its (R)evolutionary Best
Sayan Chatterjee; Dennis TerezCaso IVEY-9B18M033-EDirección estratégica, Iniciativa emprendedoraTesla Motors, Inc. (Tesla), the electric car company, unveiled its Model 3 in late July 2017 as its stock price continued to appreciate. The Model 3 was priced to sell to the mass market and to potentially compete with the mass-market leaders such as Toyota. The stock market had also responded favourably to Tesla’s decision in 2016 to acquire SolarCity, a manufacturer of solar cells, and its decision to build the Gigafactory, the world’s largest ...Desde 8,20 €
-
Netflix Inc.: The Second Act - Moving into Streaming
Sayan Chatterjee; Wayne Barry; Alexander HopkinsCaso IVEY-9B16M080-EDirección estratégica, Iniciativa emprendedora, MarketingIn late 2011, Netflix was migrating from its highly successful business model of delivering DVDs by mail to streaming movies and other media content directly to subscribers' televisions. To be profitable, Netflix decided to charge more for receiving DVDs by mail—a service that its existing customers had come to expect as a minor add-on to their original subscription arrangement. This charge led to a huge backlash: subscribers defected and Netflix...Desde 8,20 €