ZIPCAR value proposition Cost saving Convenience ZIPCAR is perfect answer for customers who wanted to rent a car for a few hours in their home city: - ZIPCAR value proposition - - Zipcar cost was cheaper than owning a car Convenience achieved by automation ( online booking‚ data transmission between car an system) ZIPCAR encourage use of public transport Eco Friendly ZIPCAR business model Customer relationshi p Car leasing Key components of ZIPCAR
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MARKETING IN A CONNECTED WORLD IMPACT OF SOCIAL NETWORKS ON PROMOTION AND ADVERTISING STRATEGY Existing literature on impact of social networks‚ their underlying structure‚ characteristics of consumer in context of these network and process of contagion is reviewed in this paper and analysis on the impact of various concepts discussed above on advertising and promotion strategy of product and services is performed. BHARAT SINGHAL 27-Feb-14 ACKNOWLEDGEMENT The present work is an effort to throw
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Zipcar‚ which was recently bought for $500 million by Avis car rentals‚ is a start up that is in the business of selling the urban lifestyle of renting cars for short periods of time instead of owning a vehicle. The case evaluates how Zipcar has been able to gain the trust of its customers by being a green minded company with a strong set of values and benefits that will keep a customer. Zipcar took advantage of the fact that they had a place in a niche market‚ which allowed them to create a positive
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Eichhorn Zipcar: Refining the Business Model The idea for Zipcar began in 1999 when Antje Danielson approached Robin Chase with her new idea for a start up – car sharing. Danielson had observed the concept of car sharing on a vacation in Germany‚ which she noted was a trend throughout Europe. Chase agreed to partner with Danielson and they began to develop their business plan and to seek funding for it. The entrepreneurial opportunity is definitely large enough for Zipcar to capture value. Looking
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Thompson−Strickland−Gamble: Crafting and Executing Strategy: Concepts and Cases‚ 16th Edition I. Concepts and Techniques for Crafting and Executing Strategy 1. What Is Strategy and Why Is It Important? chapter one © The McGraw−Hill Companies‚ 2008 1 What Is Strategy and Why Is It Important? Strategy means making clear-cut choices about how to compete. —Jack Welch Former CEO‚ General Electric A strategy is a commitment to undertake one set of actions rather than
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Strategy is creating fit among organization’s activities. As a whole‚ organization finds its competitive value by positioning and integrating Fit into all its activities. Operation effectiveness and strategy works differently but co-relate with one another to work towards the same company goal – profitability. Yet many organizations are caught up in improving their operational effectiveness or seeking fast and easy growth; that they have forgotten the "value" that they can offer to their
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Link Layer. Is responsible for moving a message from one computer to the next computer in the network path from the sender to the receiver. This layer has 3 functions: a. Control the physical layer by deciding when to transmit messages over the media. b. Format the messages by indicating where they start and end. c. Detects and corrects any errors that have occurred during transmission. 3. Network Layer. This layer performs the following functions: a. Routing‚ selecting the next computer to
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October 17‚ 2010 Chapter 17 (13-24) History Part II/B … Russian Revolution Citation: from "A History of the Modern World" by R.R Palmer 13. Explain Lenin’s view on the “party”? Lenin’s view on the “party”: He demanded strong authority at the top‚ by which the central committee would determine the doctrine (or “party line”) and control personnel at all levels of the organization. He thought the party would strengthen itself by purges‚ expelling all but the most fundamental disagreements
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MARKETING MANAGEMENT 12th edition 15 Designing and Managing Value Networks and Channels Kotler Keller Chapter Questions What is a marketing channel system and value network? What work do marketing channels perform? How should channels be designed? What decisions do companies face in managing their channels? How should companies integrate channels and manage channel conflict? What is the future for e-commerce? 15-2 Marketing Channels Sets of interdependent organizations involved
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Record: 1 Title: What Is Strategy? Authors: Porter‚ Michael E.1 Source: Harvard Business Review; Nov/Dec96‚ Vol. 74 Issue 6‚ p61-78‚ 18p‚ 1 Black and White Photograph‚ 3 Diagrams‚ 1 Graph Document Type: Article Subject Terms: *STRATEGIC planning *ORGANIZATIONAL effectiveness *MARKET positioning *COMPETITION *BUSINESS planning *INDUSTRIAL management *ORGANIZATIONAL
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