Casadellibro.com
1. What would be your decision? Stick to the previously developed UNIX platform, or switch to the new Microsoft one? Please feel free to make any rational assumptions you might need in order to reach a decision.
Firstly, we need to know if Planeta is willing to continue its web adventure or not. If it was only for the sake of maintaining the share price up, or it really believed that the net was a real channel of distribution with high future growth or not. Since they started selling since 1995 on the net, it’s probable that they will pursue the adventure.
Secondly, re-draw the sales forecasts neither going to heaven no going to hell => remaining on earth!
Once reasonable forecasts done, calculate the “life” expectancy of Microsoft Platform. If it’s more than 2 years, forget about the Unix one. 2 years in the world of computers is a decade in another sector, and many new solutions will come up by than.
Forget about the development costs already made until now on the Unix platform. This is sunk cost. We should only look for the future, taking into account the investments to be done starting from now until the life expectancy of the platform + operating costs.
2. Which are the most relevant criteria for you to make the decision? Just name each criterion, and explain it very briefly.
To make that decision we need to know what’s the gap in terms of quality, reliability,
performance and convenience between the 2 platforms.
Nevertheless, whatever platform chosen, some basics should be insured:
1- Safety of payments: otherwise this could be terrible for casadellibro.
2- Reliability of the system: the platform is the company’s factory. It goes down often,
everything stops.
3- Transparent for the customer: the output seen from a customer point of view should be at
least at the industry standard.
Showing posts with label IE Business School. Show all posts
Showing posts with label IE Business School. Show all posts
Wednesday, February 4, 2009
Monday, January 26, 2009
Financial Times Global MBA Ranking: IE Business School N°6 worldwide!
IE Business School MBA is pursuing its way to the TOP. Ranked N°6 in the 2009 Financial Times Global MBA, N°1 European Global MBA,...
Difference, Innovation, Audace, social responsibility finally pays.
Cheers
Joe
http://rankings.ft.com/businessschoolrankings/global-mba-rankings
Difference, Innovation, Audace, social responsibility finally pays.
Cheers
Joe
http://rankings.ft.com/businessschoolrankings/global-mba-rankings
Tesco Case
TESCO CASE: What do you think is the IT-generated competitive advantage at Tesco:
Innovative:
Throughout its history, Tesco demonstrated its capacity to innovate. The Green coupons is a very good example on how Tesco was thinking one (or several steps) ahead of competition. They once again stroke with the first reward card in the industry.
Audacious:
Not only they had the ideas, but they had the guts to realize them, despite the mockeries of the rest of the industry. They definitely took risks in investing several hundred millions in a computerized system to manage their reward program.
In advance:
The first two qualities gave them two main advantages on their main competitors: Time and Experience, which, if used efficiently, can make a significant difference. How?
Database size:
First, by having a richer database, constantly enriched through new subscribers coming either from Tesco, or from partnerships in other industries. When you’re the first on the market, you can choose the best partners in each sector. These partnerships give a huge advantage to Tesco, increasing the access to new customers and providing them with higher adavantages.
Database exploitation:
Having a database is good, but exploiting it in a very accurate way could be great. 90% of the Job is the way to exploit the database, which is the case of Tesco. Many improvements were made through advertisement, direct marketing operations and other actions, giving a highly personalized service for customers (personalized letters, magazines,…).
E-commerce:
Once again, being the first gives often a significant advantage on your competitors. Even though sales through internet does not exceed 1,5% of the total sales, this distribution channel is the fastest growing, and with 50% market share, Tesco earned a significant competitive advantage.
Tesco reward and CRM systems and early arrival in the Internet offer, definitely gave a huge competitive advantage. I a world in which speed is a major component of success, Tesco arrived the first in this field, allowing it to improve significantly many fields before its competitors. The most important is obviously a huge improvement in the knowledge of customers’ needs and behaviors, allowing Tesco to use much more efficiently all the traditional marketing actions (advertisement, direct marketing,…).
Innovative:
Throughout its history, Tesco demonstrated its capacity to innovate. The Green coupons is a very good example on how Tesco was thinking one (or several steps) ahead of competition. They once again stroke with the first reward card in the industry.
Audacious:
Not only they had the ideas, but they had the guts to realize them, despite the mockeries of the rest of the industry. They definitely took risks in investing several hundred millions in a computerized system to manage their reward program.
In advance:
The first two qualities gave them two main advantages on their main competitors: Time and Experience, which, if used efficiently, can make a significant difference. How?
Database size:
First, by having a richer database, constantly enriched through new subscribers coming either from Tesco, or from partnerships in other industries. When you’re the first on the market, you can choose the best partners in each sector. These partnerships give a huge advantage to Tesco, increasing the access to new customers and providing them with higher adavantages.
Database exploitation:
Having a database is good, but exploiting it in a very accurate way could be great. 90% of the Job is the way to exploit the database, which is the case of Tesco. Many improvements were made through advertisement, direct marketing operations and other actions, giving a highly personalized service for customers (personalized letters, magazines,…).
E-commerce:
Once again, being the first gives often a significant advantage on your competitors. Even though sales through internet does not exceed 1,5% of the total sales, this distribution channel is the fastest growing, and with 50% market share, Tesco earned a significant competitive advantage.
Tesco reward and CRM systems and early arrival in the Internet offer, definitely gave a huge competitive advantage. I a world in which speed is a major component of success, Tesco arrived the first in this field, allowing it to improve significantly many fields before its competitors. The most important is obviously a huge improvement in the knowledge of customers’ needs and behaviors, allowing Tesco to use much more efficiently all the traditional marketing actions (advertisement, direct marketing,…).
Thursday, December 18, 2008
Vichy is facing a communication crisis due to misunderstanding (best case) or a total rejection (worst case) of one of its communication campaigns:
The Problem:
Chain reaction against a communication used, “violating” the values of the users of a community: the bloggers.
The consequences:
Total rejection of the message leading to a counter attack on the media used (internet/blogs), which eventually spread to the large audience classical medias (news papers). Vichy image was starting to suffer well beyond the bloggers community and the phenomenon could spread even wider.
The solution proposed:
The Aïkido tactic = transform the strength of the “enemy” against him, which in this case would be transform the blogger community into allies, instead of enemies, particularly the very active/famous bloggers (opinion leaders). The objective to be reached is to make them write and think that “in the end, Vichy are good guys who made a mistake, and we helped them repair it. They are now welcomed into our community”.
How to do it:
The Problem:
Chain reaction against a communication used, “violating” the values of the users of a community: the bloggers.
The consequences:
Total rejection of the message leading to a counter attack on the media used (internet/blogs), which eventually spread to the large audience classical medias (news papers). Vichy image was starting to suffer well beyond the bloggers community and the phenomenon could spread even wider.
The solution proposed:
The Aïkido tactic = transform the strength of the “enemy” against him, which in this case would be transform the blogger community into allies, instead of enemies, particularly the very active/famous bloggers (opinion leaders). The objective to be reached is to make them write and think that “in the end, Vichy are good guys who made a mistake, and we helped them repair it. They are now welcomed into our community”.
How to do it:
- Win their trust: it is evident that bloggers don’t trust anymore the content of the Blog. They need to be sure that it’s not another fake person writing to them. Solution: organize a web-conference through the blog with Delphine (Product Manager), speaking from her office, introducing other colleagues of Vichy, and explaining that it’s a “youth” mistake, but the first intention was not bad. Vichy considered the Blog community as very important but didn’t have the experience to communicate with them and ignored its values.
- Ask them for advice on how to solve the problem
- Propose to the bloggers or close friends/family targeted by the product to test samples and give their feedback. After all, this was their first intention.
- Don’t do communication outside of the Blog environment on the subject:
a. Do not contribute to widen the problem to people not aware of it
b. The problem is the bloggers community and should be solved with them.
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