Zipcar Case Study 2 — Zipcar Zipcar was an answer for customers who want to rent a car for a few hours in their home city‚ rather than for a few days from a traditional rental agency. Car reservations were for a specific pick up time and location around the city‚ often in neighborhoods so the customers need only to walk to pick up their reserved car. Customers applied for a Zipcard‚ which enabled them to reserve a car online and unlock their car when they arrive at the car’s location. The company
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Zipcar: “It’s Not about Cars – It’s about Urban Life” Zipcar’s service is the benefit of having a car‚ without actually owning one yourself. Zipcar first started out with the focus on the green-minded customers using promotional pitches such as “We <3 Earth.” It wasn’t long before CEO Scott Griffith decided to expand the service to urban customers living in cities too big to own a car‚ but still needed a reliable‚ comfortable‚ and stylish way to get around. Zipcar strategically places its
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Porter’s five forces applied to Zipcar Threat of new entrants: Potential new entrants include existing car rental firms‚ companies that currently supply cars to car-sharing businesses (such as Volkswagen)‚ and new start-up car-sharing ventures. As Zipcar is operating in only Boston‚ there are opportunities for new entrants (with sufficient resources) to establish themselves as dominant car-sharing service providers in other cities. This threat to the profitability of Zipcar’s planned future expansion
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Case Study Analysis: Zipcar 1 Main Players Summary Who: Zipcar What: Will the rush of media exposure prove to be too much of a hindrance and have an effect on Guari Nanda’s options for positioning Clocky prior to being manufactured and introduced to market? Where: Boston When: 2000 Main Players Robin Chase Zipcar Antje Danielson Angel Investor Members/Subscribers Ford Motor Company Volkswagen Others Glenn Urban Competitors; Swiss Mobility CarSharing‚ Drive Stadtauto
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Luis Carlos Jauregui Arrieta (May 31st‚ 2013)! How would you assess the overall validity of the Zipcar business idea? To asses the overall validity of the business idea‚ an analysis of the Zipcar case was conducted. The opportunity‚ the team involved in the venturing‚ their high potential and the resources needed to start the company and make it growth were taken into consideration. There is a big opportunity to develop the idea in the U.S. even though they had competitors and potential
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the business model‚ which we believe require immediate attention. a) Initiation fees and security deposit: We believe that you need to waive off the initiation fee and security deposit‚ as convenience and cost savings are the main value drivers for Zipcar. We do realize that the deposit is currently essential for Zipcar’s operational structure‚ however‚ the benefits of waiving the fee can be realized through a larger membership gain. This new structure meets the needs of your target group‚ which are
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Is the Amanco strategy an example of “corporate social responsibility” or “corporate self-interest”? Amanco’s strategy is an example of corporate social responsibility. Amanco came from a group who self-regulated social responsibility into its business model. Amanco’s business model is also self-regulated and has opportunity to be recognized as a company with social concerns. It almost cannot be seen as a corporate self-interest‚ because Amanco addressed every step of their operation. They employed
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divisions Aerospace‚ Combat systems‚ Information Systems and Technology‚ and Marine Systems. This presentation provides insight to how I would build a balance scorecard and strategy map for General Dynamics. My research and findings clearly demonstrate how implementing the balance scorecard with several basic perspective of strategy will achieve a common goal: 1. Financial Perspective 2. Customer Perspective 3. Internal Process Perspective 4. Learning and Growth Perspective These findings will help
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Why are both financial and non-financial measures necessary to manage a company’s strategy? Financial performance measures‚ such as operating income and return on investment‚ indicate whether the company’s strategy and its implementation are increasing shareholder value. However‚ financial measures tend to be lagging indicators of the strategy. Firms monitor nonfinancial measures to understand whether they are building or destroying their capabilities—with customers‚ processes‚ employees
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career path 2. Establish department’s cooperation between departments at the company Improve the balanced score card to a more valuable thing. several steps that to be taken by the companies are: 1. Determine more specific objective of the strategy for every
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