...Ventures Opportunity Assessment Word count: 4957 Candidate Number：KHGR9 Student Number: 15031784 Lecturer: Dr David Chapman 1 Candidate Number：KHGR9 Table of Content 1. Introduction ……………………………………………………………………………….………………………………4 2. Business Model Canvas………………………………………………………………………….……………………5 2.1 Customer Segments………………………………………………………………………………………………….6 2.2 Value Propositions……………………….……………………….………………….………….………..…………7 2.2.1 Fast Delivery………………………………………………………………………………………………………7 2.2.2 Accuracy Delivery………………………………………………………………………………………..…….7 2.2.3 Lowest cost and cheap price………………………………………………………………………….…..8 2.2.4 Reputation……………………………………….…………………………………………………………….….8 2.2.5 Easy order…………………………………….....……………………………………………………………….8 2.2.6 Quickly and Safety payment……………..…………………………………………………………….…8 2.2.7 Technology Management System…….………………………………………………………………..8 2.2.8 Collecting foods……………………………….…………………………………………………………………9 2.3 Channels……………………………………….………….………….………….……….……….…….……….………9 2.4 Customer Relationships……………………………….………….………….……….……….………………..10 2.5 Revenue Streams and Cost Structure…………..………….……………….……….…….………………11 2.6 Key Resources and Key Activities………………..………….……….……….…………….………………11 2.7 Key Partners……………………………………………..………….……….………….………….…………..……12 3. Critique of Business Model Canvas……….……….……….……….……….……….…….……….………13 4. SWOT Analysis ………………………………………………...
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...Cover Page Business Model Analysis in the fast fashion industry Table of Contents 1. Introduction 3 2. Industry environment of fast fashion 4 2.1 PEST analysis 4 2.2 Five forces analysis 6 2.3 Summary of findings 7 3. Analysis of Zara and H&M 7 2.1 Analysis of Zara 7 2.1.1 Vision, mission and objectives 7 2.1.2 Internal analysis 8 2.1.3 Business model canvas 8 2.1.4 Value proposition canvas 9 2.2 Analysis of H&M 10 2.2.1 Vision, mission and objectives 10 2.2.2 Internal analysis 10 2.2.3 Business model canvas 11 2.2.4 Value proposition canvas 12 2.3 Summary of findings 12 4. Comparison of business models between Zara and H&M 12 4.1 Comparison of business models 13 4.2 Comparison of value proposition canvas 14 4.2 Summary of research insights 14 5. Development of a new entrant 15 5.1 Strategic model 15 5.2 Business model canvas 16 6. Reflection on strategic insights 16 7. Conclusion 17 References 18 1. Introduction Fast fashion is a sub sector of the fashion industry that boasts fast response to consumer demand and efficient distribution of materials and products in the global landscape (Hines and Bruce 2007). Hines and Bruce (2007) also imply that fast fashion could quickly identify and capture business opportunities and transform them into products in a timely manner. As fast fashion retailers need to deliver trendy apparels to end customers, low cost production and efficient distribution become...
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...formulate strategic practices in today’s business setting. Strategic management is the assessment of strengths and weaknesses, and the ability to identify imaginative means of acquiring a competitive advantage. The process of strategic management is a long process including, the identification of the organization’s current mission, objectives, strategies, environmental analysis, SWOT analysis, strategy formulation and implementation, and lastly, the evaluation of results. No matter the service or product an organization must have a strategic management plan to keep themselves competitive in today’s business environment. A strategic management plan should ensure that the reduction of value creation costs and value creation performance are formulated in ways that consumers are willing to pay more for the product than the cost to produce it. The organizations strategies, mission, organizational and environmental analysis should be completed and once this is done the company can evaluate any information collected. This information will be used to create information on possible threats that lie ahead. Opportunities will be created as well as positive external factors and alleviate negative factors. Once all steps are completed the strategic management process will help an organization to evaluate it strengths and weaknesses by knowing its internal factors as well as external factors. All organization will create or complete a strategic management plan differently but the outcome...
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...Question 1 Jack Tar, CFO of Sheetbend & Halyard, Inc. opened the company confidential envelope. It contained the draft of a competitive bid for a contract to supply duffel canvas to the U.S. Navy. The cover memo from Sheetbend’s CEO asked Mr. Tar to review the bid before it was submitted. The bid and its supporting documents had been prepared by Sheetbend’s sales staff. It called for Sheetbend to supply 100,000 yards of duffel canvas per year for 5 years. The proposed selling price was fixed at $30 per yard. Mr. Tar was not usually involved in sales, but this bid was unusual in at least two respects. First, if accepted by the navy, it would commit Sheetbend to a fixed price, long-term contract. Second, producing the duffel canvas would require an investment of $1.5 million to purchase machinery and to refurbish Sheetbend’s plant in Pleasantboro, Maine. Mr. Tar set to work and by the end of the week had collected the following facts and assumptions: The plant in Pleasantboro had been built in the early 1900s and is now idle. The plant was fully depreciated on Sheetbend’s books, except for the purchase cost of the land (in 1947) of $10,000. Now that the land was valuable shorefront property, Mr. Tar thought the land and the idle plant could be sold, immediately or in the future, for $600,000. Refurbishing the plant would cost $500,000. This investment would be depreciated for tax purposes on the 10-year MACRS schedule. The new machinery would cost $1 million...
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...Management s374: General Management & Strategy The University of Texas at Austin - Summer 2015 Dennis S. Passovoy (Professor) (512) 471-2195 GSB 5.124G (in McCombs) via Canvas INBOX Davit Davtyan (TA) Phone: Office: E-Mail: Office Hours: M T W TH 1:00 – 1:45pm, or by appointment M T W TH 9:00 – 9:45am, or by appointment Class: #72305 (July 13 – August 14) M T W TH 2:00 – 3:45pm CBA 4.328 CBA 4.304A (in McCombs) via Canvas INBOX Prerequisites • • • • • • Upper-division standing Seventy-five semester hours of coursework, including: Management 336 or 336H Credit or registration for Finance 357 or 357H, and Marketing 337 or 337H And credit or registration for one of the following: Accounting 353J, 366P, Business Administration 353H, Finance 353, 366P, Management 353, 366P, Management Information Systems 353, 366P, Marketing 353, 366P, Operations Management 353, or 366P. May be counted toward the writing flag requirement. May be counted toward the independent inquiry flag requirement. Course Description This course is restricted to students in a McCombs School of Business major. It is designed to enable students to analyze business situations from the point of view of the practicing general manager. Addresses key tasks involved in general management, including strategic decisions that ensure the longterm health of the entire firm or a major division. Writing Flag This course carries the Writing Flag as well as the Independent...
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...Business Model Generation Canvas In order to create a successful business model three related facets have to be explored, the way of thinking, operational system and capacity for value generation. The business model canvas takes into account these three facets and creates an overall business model for the organization (Charharbaghi, Fendt, & Willis, 2003). To translate the ideas into a business there must be an operational system to produce and sustain the goals of the business model. The interaction of what people are thinking into an operating system enables the business to create value (Charharbaghi, Fendt, & Willis, 2003). There are numerous plans and strategies in which organizations plan to create value. The business model canvas created by Osterwalder and Pigneur is a versatile framework which enables the user to interact with ideas and create value. The canvas is separated into nine categories they are customer segments, customer relationships, channels, value proposition, key activities, key resources, key partners, cost structure, and revenue streams (Osterwalder & Pigneur, 2013). Osterwalder and Pigneur state in their book Business Model Generation “A business model describes the rationale of how any organization creates, delivers, and captures value” (Osterwalder & Pigneur, 2013). The business canvas enables the organization the opportunity to brainstorm ideas relevant to the specific segments of the canvas. This enables the way of thinking as a team to...
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...canvas ® PayForMe ™ Mobile Collect Call Application Calling collect has been one of the key services in the wireline networks. It has allowed operators to generate additional revenues and has enabled subscribers to connect to friends and family from public locations, especially in an emergency. Canvas® PayForMe™, Mobile Collect Call Application, brings the same functionality to wireless operators. The Canvas® brand covers multiple solutions with key components that are optimal for future growth in the evolving next generation networks. Each Canvas product offers not only a point solution, but also reusable building blocks that seamlessly integrate with other Canvas products as well as with Telenity partner solutions. Canvas PayForMe is a member of the Canvas Value Added Services portfolio. It is a network based value added service solution that enables wireless carriers to target end-users like the youth market, low budget and prepaid subscribers and enterprises. It allows mobile subscribers to make collect calls without the involvement of an operator through a simple USSD message or a voice call. The benefits of Canvas PayForMe include the following: Convenience of Placing a Call Without Available Credits Canvas PayForMe application offers pre-paid subscribers a peace of mind that, in case of a personal emergency, they can reverse the charges even if the pre-paid account is depleted. Similarly, parents can feel safe about setting spending limits on their teenagers' mobile...
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...To create a marketing plan, the manager needs information: SWOT analysis is one of the most effective tools in the analysis of marketing data and information The SWOT analysis fulfils this role by structuring the assessment of the fit between what a firm can and cannot do (S/W) and the environmental conditions working for and against the firm (O/T). If the SWOT analysis is done correctly, it can be a viable mechanism for the development of the marketing plan. If done haphazardly or incorrectly, it can be a great waste of time. They are six directives for a productive SWOT analysis: Stay focused: We often make the mistake of conducting one generic SWOT analysis for the entire business unit. It should be a series of analyses, each focusing on a specific product/market combination (Example of GM) Search Extensively for competitors: The firm must watch for any current or potential direct substitutes for its products (Kodak) Collaborate with Other Functional Areas: It generates information and perspectives that can be shared across a variety of functional areas in the firm. Managers of other areas should learn what other managers see as the firm’s SWOT. Such cross-pollination can generate a very conducive environment for creativity and innovation. Examine issues from the Customers’ Perspective: All issues are not equally important; the marketing manager should identify the most critical issues by looking at each one through the eyes of the firm’s customers. We although...
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...Chapter 8 Strategic Planning and Ten–Ten Planning To be strategic is to have plans of action that provide directions for operating in an uncertain world. In this section, our focus is on developing strategic plans to compete in a world characterized by monopolistic competition. Notice that the emphasis is on plans of action and not on a single plan. There is no single plan or single planning approach that can deal with the complexity of contemporary markets. What is needed is a continuous process for churning out new plans, for differentiated products and services, in order to compete in a dynamic environment. This chapter presents a brief overview of the various approaches to strategic planning and provides an overview of the planning literature. There is a lot of material to slog through, but each approach to planning has something to offer. This overview will set the stage for presenting the Ten–Ten planning process in the next chapter. The next chapter will integrate the various planning approaches and present a simplified, yet robust approach to planning called the Ten–Ten planning process. The key benefit of the Ten–Ten planning process is that it can be used for developing business plans in a very short time span. 8.1 Planning Concepts There are two generic planning strategies that a business can pursue.Michael Porter originally identified three generic strategies. He noted that a business can also focus on a market that is not very competitive. Most people consider...
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...Leadership and Strategy Dr. F.M. Sahoo Leadership starts with a dream – a vision of where and what we want to be. If leadership is about showing the way, then what is ‘the way’? The way is the strategy. So leadership necessarily entails strategy. And strategy concerns choices that determine whether an organization survives, prospers or dies. The difference between ‘what we are’ and ‘what we want to be’ creates what Vansina (1999) calls ‘psychic tension’. This tension lies in the feasibility of moving from what we are to what we want to be. This requires both will and coordinated actions. The key to realizing a vision or fulfilling a mission is strategy Vansina presents two positions. A mission becomes feasible through strategy. And a mission is possible when we believe in our capacity to design an appropriate strategy to reach it. It requires self-efficacy to decide the latter. Today’s leaders, contemplating mergers and globalizations, frequently have great visions, but getting from A to B is often mysterious as sailing off to an unknown waters in the age of exploration. Hence strategic thinking is a crucial cognitive competency of leaders. What is Strategy? The word ‘strategy’ comes from the Greek, strategos, which originally referred to a general in command of an army. Its meaning evolved over several centuries BC to successively the art of the general, managerial skills as well as oratory and power, and ultimately to employ forces to defeat opposing forces and...
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...ongoing process of identifying, creating, delivering and sustaining value for customers, shareholders, governments, investors and employees. We identify value through analytical marketing in which we do external and internal analysis. First we analyze the context. For macro we use PESTEL and for micro we use Porter´s 5 forces. With PESTEL we can see political, economic, social, technological, environmental and legal factors and with porter´s 5 forces we see the industry, we see who are the cutomers, Suppliers, Competitors, Substitutes and what are the Entry Barriers in order to know how attractive the industry is. Next we analyze the company where we analyze the finance, Human Resources, Operations and Marketing of the company. For marketing we do the product portfolio analysis in order to allocate resources and to use them in the most efficient way, for this we use the BCG matrix in which we compare the market growth rate vs the relative market share but this can not be the only tool to take a decision. After doing the product portfolio analysis we do the product portfolio rationalization where we reallocate resources by deciding which products we should eliminate, merge or keep all. The third C is competitors in which we follow the same analysis than for the company. In the 5 cs we also analyze the customer and the channels. We analyze the customer with help of the customer decision process. Which consists of 7 different steps: • What triggers the customer’s...
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...Introduction In 1976, a couple of college dropouts, Steve Jobs and Steve Wozniak, founded Apple Computer. Working out of the Jobs family garage they built a computer circuit board that they named the Apple I. Jobs made it Apple’s mission to bring an easy to use computer to market and in 1978 introduced the Apple II, which was a relatively simple machine that people could use out of the box. Apple quickly became the industry leader, until IBM entered the PC market in 1981, which lead to Apple fundamentally changing their competitive position. Apple was still considered aesthetically pleasing compared to the bland IBM PC, but lacked the “open” system that other producers could clone from the IBM PC. In contrast, Apple relied on proprietary designs that only Apple could produce. In 1984, Apple introduced the Macintosh, marking a breakthrough in ease of use, industrial design, and technical elegance from a PC, but it still lacked a microprocessor with speed and compatible software. In 1985, Jobs was removed from his operational role and eventually left the company to start up a new company called NeXT. After this Apple struggled with establishing a sustainable strategy and suffered an up and down history. Finally, when Steve Jobs returned and was made CEO of Apple in 1997, Apple finally saw the turnaround it needed. He quickly shook things up and established relationships with Microsoft and Intel, which would take Apple’s PC to new heights. In January 2007, three decades after its...
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...Introduction: - The main theme of the paper is about analyzing and finding out the feasibility about the sustainable and social entrepreneurship in the education sector targeting specifically to the BOP segment in India. This research is about finding an answer to the following key questions: 1. How big is the market? 2. Can the idea be implemented in a profitable way? 3. Is the idea sustainable and social? The paper kicks off with the introduction to the BOP segment in India and the current situation of the education sector in the targeted market segment and about my start up. Then the analysis using the theories of value proposition canvas, Business model canvas, ten types of innovation and sustainable and social entrepreneurship is explained in detail. I explain more about the exact approach that our model will be using in many different aspects of my analysis and with a projection sheet for the pilot program. Finally, the conclusion as to how far have come to answer the questions mentioned above. India and the BOP segment: India is one of the developing countries in the world and also rapidly progressing economically as well. It has 29 states and 7 Union Territories. The main problem in India is Poverty and corruption and education is one of the prime reasons for these problems. On first look everything looks great in this aspect since we look only at the...
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...MINICASE Jack Tar, CFO of Sheetbend & Halyard, Inc., opened the company confidential envelope. It contained a draft of a competitive bid for a contract to supply duffel canvas to the U.S. Navy. The cover memo from Sheetbend's CEO asked Mr. Tar to review the bid before it was submitted. The bid and its supporting documents had been prepared by Sheetbend's sales staff. It called for Sheetbend to supply 100,000 yards of duffel canvas per year for 5 years. The proposed selling price was fixed at $30 per yard. Mr. Tar was not usually involved in sales, but this bid was unusual in at least two respects. First, if accepted by the navy, it would commit Sheetbend to a fixed-price, long-term contract. Second, producing the duffel canvas would require an investment of $1.5 million to purchase machinery and to refurbish Sheetbend's plant in Pleasantboro, Maine. Mr. Tar set to work and by the end of the week had collected the following facts and assumptions: The plant in Pleasantboro had been built in the early 1900s and is now idle. The plant was fully depreciated on Sheetbend's books, except for the purchase cost of the land (in 1947) of $10,000. Now that the land was valuable shorefront property, Mr. Tar thought the land and the idle plant could be sold, immediately or in the near future, for $600,000. Refurbishing the plant would cost $500,000. This investment would be depreciated for tax purposes on the 10-year MACRS schedule. The new machinery would cost $1 million. This...
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...where slowing innovation, extensive product assortment, excess supply, and fickle, price-conscious consumers force margins to the floor. Today’s economy is characterized by rapid technological change, economic/financial anxiety, and increasing consumer skepticism. “And it’s a complete mistake to say that knowledge is the most critical resource in the New Economy. Knowledge today is __commodity_________. You can __buy it by the yard________________ from just about anywhere.” (Hamel and Bernhut, 2001). AGE OF IMAGINATIVE INTENSITY Rate of __idea generation and utilization_____________________ in Organization. Reflected in the number of ideas, trials, ventures and market successes it achieves per period of time. THE CHALLENGES AND OPPORTUNITIES OF MARKETING IN TODAY’S ECONOMY Power shift to _Customer________ Massive increase in product selection Audience and media _fragmentation__________ Changing value propositions Privacy, security, and ethical concerns OPEN SOURCE BUSINESS MODEL “A model for a new kind of business organization that could form the basis for a new kind of economy” (Economist) _Android_________ operating system: 82.8 % of market share worldwide (IDC, Q2 2015). 1.43 million __applications_________ available in the __Android______ market (Appfigures, 2015) Utility: The ability of a product to _satisfy a customers needs and wants_____________________________ _Form____ utility – attributes or features that set the product apart Time utility – products...
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