1. What market gap Jamcracker model is trying to address? Jamcracker from its initial days has been working on expanding its product and service offering to render to the gap in the market. Chandra with fellow entrepreneurs worked on the innovative and disruptive technology from the beginning. Before reinventing as Jamcracker‚ as‚ Exodus the company had developed a substantial IT infrastructure market and were working on leveraging the web technology with that. The service was highly reliable
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Do Some Business Models Perform Better than Others? A Study of the 1000 Largest US Firms Authors: Peter Weill‚ Thomas W. Malone‚ Victoria T. D’Urso‚ George Herman‚ Stephanie Woerner Sloan School of Management Massachusetts Institute of Technology MIT Sloan School of Management Working Paper No. MIT Center for Coordination Science Working Paper No. 226 Copyright © 2005 Peter Weill‚ Thomas W. Malone‚ Victoria T. D’Urso‚ George Herman‚ and Stephanie Woerner Abstract Despite its
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practices of business models Katy Mason a‚⁎‚ Martin Spring b a b Department of Marketing‚ Lancaster University Management School‚ Lancaster‚ Lancaster‚ LA1 4YX‚ United Kingdom Department of Management Science‚ Lancaster University Management School‚ Lancaster‚ Lancaster‚ LA1 4YX‚ United Kingdom a r t i c l e i n f o Article history: Received 30 November 2010 Received in revised form 11 April 2011 Accepted 14 June 2011 Available online 26 July 2011 Keywords: Business models Business networks Management
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STRENGTHS WEAKNESSES Article taken from WSJ dated Wednesday May 02‚ 2012 “AirAsia Flies Better Without Flag Carrier” • largest budget carrier (Economy of scale) • Very strong management team • Very good in strategy formulation and execution (Economy of scale) • Strong brand equity - AirAsia’s brand name is well established in Asia Pacific (Learning Curve) • Cost advantage (Economy of scale) • Market share leadership- AirAsia is the low cost leader in Asia (Economy of scale) • International alliances
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1. Basic Business Model The business model of SAS is such that it in general it offers services coupled with software. Unlike typical firms in the industry it follows an annual software subscription model. Rather than sell its software‚ SAS leases to its customers - a strategy of immense importance in understanding the company’s relationship to its users. The fact that leases must be renewable annually creates a tremendous emphasis on customer satisfaction and quality in addition to stabilising
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Course : Business Modelling and Value Exploitation Class : EMBA – March 2012 Lecture : Prof. Niclas Adler‚ Prof. John Meewella‚ Prof. Anita Juho Email : dana_afriza@yahoo.com Date : 02 Feb 2013 Thru Skype Topics Introduction Business Model Lecture : Prof Niclas Adler Prof Anita Juho Learning Learn and listen The Business Model and Value Exploitation Definition Learn and listen the objective from other student about Business Model Group
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theories and techniques may contribute to the development of a successful business: Service concept‚ Service concept profiling and The SERVQUAL model. Service concept purpose‚ The service concept has been defined variously throughout the years‚ Haskett (1986)‚ defines it as the way in which the “organisation would like to have its service perceived by its customers‚ employees‚ shareholders and lenders”‚ i.e. the organisation’s business proposition. It has also been defined as the elements of the service
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easyJet Business Model Analysis BMAN72801 EasyJet’s Business Model Analysis Table of Contents Executive Summary................................................................................................................................. 1 1. The Business Model of EasyJet ........................................................................................................... 2 1.1 Theory ............................................................................................
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Its Innovation Success Rate Inside the company’s new-growth factory by Bruce Brown and Scott D. Anthony 64 Harvard Business Review June 2011 HBR.ORG Bruce Brown is the chief technology officer of Procter & Gamble. Scott D. Anthony is the managing director of Innosight. June 2011 Harvard Business Review 65 B SPOTLIGHT ON PRODUCT INNOVATION 66 Harvard Business Review June 2011 BACK IN 2000 the prospects for Procter & Gamble’s Tide‚ the biggest brand in the company’s fabric and
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1. Introduction A classification of mobile business models and its applications Worldwide wireless Internet users are expected to rise from the current 96 million (2001) to more than a billion in 2006 (ARC Group‚ 2001). In spite of the widespread use of mobile services‚ previous research on business model-based mobile business classification has hardly been found. Similar to the research on Internet business‚ mobile business model classification needs to be researched in order to
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