Steve & Barry's: To Save or Not To Save?

2017 ◽  
pp. 1-14
Author(s):  
Michael Mazzeo ◽  
Ariel Shwayder ◽  
Sachin Waikar
Keyword(s):  
Business Model ◽  
Growth Phase ◽  
Business Strategy ◽  
Private Equity ◽  
Growth Strategy ◽  
Economic Conditions ◽  
Product Positioning ◽  
University Campuses ◽  
Before And After ◽  
A Chain

Steve & Barry's grew rapidly in the mid-2000s, transitioning from a chain of small stores selling inexpensive collegiate-branded merchandise near university campuses into a $1 billion mall-based giant selling a wide variety of low-priced, celebrity-endorsed apparel. While the company had a wide following, elements of its growth strategy—potentially exacerbated by economic conditions—contributed to its quick downfall. By 2008 Steve & Barry's had declared bankruptcy, and various private equity firms were investigating whether some or all of the company should be saved. This requires analyzing the underlying business strategy pursued by Steve & Barry's before and after its growth phase and specifically diagnosing the explanations for its failure.This case presents an initially successful firm whose product positioning, marketing, financial, organizational, and operations strategies are highly complementary. In analyzing the case, students will identify how the complementarities broke down during the firm's growth phase, ultimately precipitating its downfall. The diagnosis may reveal elements of the firm's strategy that are worth saving, or suggest related opportunities for profitability using a similar business model and approach.

The growing pressures on Groupon's once-successful daily deal business

2015 ◽  
Vol 5 (6) ◽  
pp. 1-16
Author(s):  
Cathy Leung Miu Yee
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Listed Company ◽  
Subject Area ◽  
Growth Strategy ◽  
Daily News ◽  
Content Type ◽  
Future Performance ◽  
The Usa ◽  
Daily Deals

Subject area Marketing Management, Business Strategy and Promotion & Advertising. Study level/applicability Associated degree, undergraduate and graduate students as well as executives from profit-making organizations. Case overview Groupon is the world's largest daily-deal Web site and a pioneer in the group-buying industry. The major feature of the company's business model is that merchants use Groupon as a platform to offer coupons with a discounted price, and the coupon buyers can then redeem these coupons. Groupon has done business in over 50 countries and, by 2012, had over 39.5 million subscribers received its daily news. It had a 59.1 per cent share of the daily-deals market in 2013. Groupon is a publicly listed company on the NASDAQ in the USA, trading under the ticker symbol of “GPRN”. Expected learning outcomes The students' business knowledge and skills will be sharpened by working through this case, and students will be challenged to identify solutions to the marketing concerns: specifically, how the driving approach of its daily-deal business model enabled the company to adopt a growth strategy that will confront the difficulties of the emergent “golden age” of the daily-deal industry in the twenty-first century. In addition, it will also be of help to the students to take the active roles of thinker, analyst, evaluator, decision-maker and implementer to evaluate the continuing changes in a competitive environment and consider how Groupon can seize available opportunities to predict future performance by comparing data from 2008 and 2012. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

scholarly journals Conceptual diagram of digital transformation of the operator company in the transport services market

2020 ◽  
Vol 6 (2) ◽  
pp. 116-128
Author(s):  
Nadezhda Nemanova
Keyword(s):  
Business Model ◽  
Business Process ◽  
Business Strategy ◽  
Method Development ◽  
Integrated Approach ◽  
Digital Transformation ◽  
Asia Pacific ◽  
Transport Services ◽  
Logistics Services ◽  
Before And After

Rationale: The Russian transport system is losing its competitive advantage due to the slow response to digital calls. Thus, for subjects of the market of transport and logistics services, it is relevant to have recommendations for adapting a business model when moving from an analogue economy to a digital one. Purpose: To develop a conceptual diagram of the digital transformation of the business model of the operator company. Methods: сomparison of the principles of the five business areas of the operator before and after the transition to the digital economy; analysis of the behavior of companies in the transport market; summarizing the results of the study and assessing the possibility of their application to other organizations in this market segment; case method Development of measures for the effective development of multimodal transportation of the Asia-Pacific Region (INTERTRAN)); an integrated approach is the search for new points (channels) of interaction with a dynamic network of customers through the implementation of industrial logistics projects. Results: the status of five areas of the business strategy of the operator company was determined before and after the transition from the analogue era to the digital one; the conditions are formulated under which the implementation of the business process "sale of transport and logistics services" will provide the sales department of the operator company to develop "proactive sales"; recommendations are proposed for adapting a value proposition for the provision of transport and logistics services. Conclusions: The novelty of the proposed conceptual scheme for adapting the business model of the operator company during the transition from the analogue economy to the digital one lies in the initial definition of the stage of digital transformation of each of the five areas of the operators business strategy, and then in the selection of a specific digital technology for implementation in a specific business-process.

From start-up to expansion: Vittrium Building Products

2018 ◽  
Vol 14 (6) ◽  
pp. 672-693
Author(s):  
Charles Krusekopf ◽  
Alice de Koning ◽  
Rebecca Frances Wilson-Mah
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Distribution Channels ◽  
Product Line ◽  
Growth Strategy ◽  
Customer Relationships ◽  
Product Lines ◽  
Content Type ◽  
Custom Made ◽  
Revenue Streams

Synopsis After three years in business together, Des Carpenter and Kees Schaddelee had a decision to make – should they double the size of their location, based on the opportunities and competitive threats they perceived? The startup phase took longer than expected and access to distribution channels was more difficult than expected. Nonetheless, the business gained traction with online sales that proved the concept of custom-made counters using EnvironiteTM technology was viable. As they prepared to expand the business, the owner-managers needed to decide on a growth strategy that would let them leverage their strengths. In analyzing their successes so far, they needed to evaluate their business model including their product line, target markets, marketing strategy (including the pricing strategy, product lines, and channels of distribution) and operations. Research methodology Data were collected through interviews with business owners and a review of company documents, production processes and the company website. Relevant courses and levels This case exercise will suit strategy and entrepreneurship students at both the senior undergraduate level and graduate level. The case discussion will ask students to consider operations, supply chain management, marketing and other issues, all through the lens of a holistic vision for the company. This case may be taught as an example of a growth strategy or a business model in a capstone business strategy course or higher level entrepreneurship course. It is appropriate for both undergraduate seniors and graduate students. Theoretical bases This case may be taught as an example of a growth strategy or a business model in a capstone business strategy course or higher-level entrepreneurship course. The case may be used to help students understand external and internal analysis, identifying the sources of value creation and competitive advantage, and creating an appropriate strategy for growth. It provides a rich context to discuss and apply the following conceptual tools: the application of a value chain analysis and the application of a business model canvas (key partners, key activities, key resources, value propositions, customer relationships, distribution channels, customer segments, cost structure and revenue streams). The case may also be used to reinforce the applications of growth phases in a young firm that are part of the entrepreneurial setting, for example, value proposition, ideal customer, revenue streams and key performance indicators.

scholarly journals Private Equity in the UK: Job Regulation and Trade Unions

2009 ◽  
Vol 51 (4) ◽  
pp. 489-500 ◽  
Author(s):  
Ian Clark
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Trade Unions ◽  
Private Equity ◽  
Industrial Relations ◽  
Firm Level ◽  
Business System ◽  
The Uk ◽  
Short Termism ◽  
Significant Factors

Private equity represents a ‘new actor’ in the British business system with the capacity to have a significant impact on industrial relations. However, while private equity and its associated business model appear as significant factors in corporate governance and industrial relations, neither the sector nor the business model has been evaluated theoretically or empirically. Indeed, for the UK at firm level the ways in which business strategy and job regulation are shaped by private equity are unclear other than by references made to institutional configuration in the business system — short-termism. This article outlines what private equity is, details its associated business model, describes how the sector affects workers and summarizes how trade unions have responded to the private equity business model.

Estudio de inversión de capital privado de la banca colombiana en el mercado bancario español

2017 ◽  
Vol 7 (12) ◽  
pp. 73
Author(s):  
Luis Eduardo Lozano Ortegón ◽  
Antonio Alonso-González
Keyword(s):  
Business Model ◽  
Financial Market ◽  
Private Equity ◽  
Banking Sector ◽  
Marketing Strategies ◽  
Economic Environment ◽  
Financial Viability ◽  
Equity Investment ◽  
Viability Study ◽  
Market Perspective

RESUMENEn el presente documento se introducen y analizan algunas de las variables a tener en cuenta en cualquier estudio de viabilidad referente a la inversión de capital privado de banca colombiana en el sector bancario español, planteando un modelo de negocio que permita alcanzar dicha viabilidad financiera de una forma sostenible mediante un formato de banco colombiano bajo la supervisión del Banco de España. Se plantean, así mismo, los requisitos y regulaciones a cumplir, incluyendo un diagnóstico del entorno económico y de la perspectiva del mercado financiero de captación y colocación bancaria española, así como sus portafolios y estrategias de marketing en un horizonte financiero a cinco años.ABSTRACTIn the present work some of the variables to be considered in any viability study concerning private equity investment of Colombian banks in the Spanish banking sector are introduced and discussed. Further, it proposes a business model that allows sustainable financial viability through a format of Colombian bank under the supervision of the Bank of Spain. Some of the requirements and regulations to comply are likewise explained, including an assessment of the economic environment and financial market perspective of the Spanish bank sector, as well as their portfolios and marketing strategies in a financial horizon to five years. Fecha de recepción: 27 de julio de 2016Fecha de aprobación: 17 de noviembre de 2016Fecha de publicación: 6 de enero de 2017 

Exploring dotcom failure: A mediator modeling approach

2004 ◽  
Vol 23 (4) ◽  
pp. 257-268
Author(s):  
Muhammad A. Razi ◽  
J. Michael Tarn
Keyword(s):  
Correlation Analysis ◽  
Business Model ◽  
Business Strategy ◽  
Practical Implication ◽  
Exogenous Variables ◽  
Front End ◽  
Endogenous Variables ◽  
Strategic Position ◽  
Angle Of View ◽  
Technology Strategies

In this research, the vital factors responsible for the demise of many dotcoms are identified and investigated. A mediator model is presented to explore possible relationships among the exogenous and endogenous variables in accordance with business and technology strategies. Two major analyses are conducted to examine the primary causes for dotcom failure. The first analysis examines the relationships between exogenous and endogenous variables based on the quasi-empirical findings from 50 failed dotcoms. The second analysis conducts a non-parametric correlation analysis of the variables. The results indicate that exogenous variables, fund and competition, influence the endogenous variables, staff, front-end operation, back-end operation, and business strategy. The practical implication of this study is to provide current and future dotcoms with another angle of view for assessing and adjusting their strategic position by evaluating those critical determinants and their inter-relationships so that a robust business model can be implemented.

The new retail model: global reach demands omni-channels

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guillaume Do Vale ◽  
Isabelle Collin-Lachaud ◽  
Xavier Lecocq
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Academic Research ◽  
Transformation Process ◽  
Content Type ◽  
New Business ◽  
Business Cases ◽  
Established Firms ◽  
New Consumer ◽  
Global Reach

Purpose To cope with online competitors and new consumer behaviors, retailers need to hybrid digital and physical offerings to implement an omni-channel business model. This constitutes a digital transformation of the traditional business model. However, business cases on how traditional retailers are shifting from multi-channel to omni-channel retailing are lacking. This paper aims to explore the different issues and organizational paths during the transformation of a business model. Design/methodology/approach This study is based on a qualitative multiple case study of five retailers with a global reach currently implementing an omni-channel business model. Findings This research sheds light on three main issues encountered by retailers and the different underlying decisions when moving toward an omni-channel business model. The first relates to revenue attribution across channels, which involves rethinking traditional key performance indicators to give incentives to stores when promoting digital offers. The second issue concerns the supply chain decisions associated with cross-channel operations. The third issue relates to the delicate balance between global reach (digital channel) and local reach (specific store) for communication on social media and marketing decisions on pricing. This study provides empirical evidence about the variety of choices that retailers make to cope with the issues during the implementation of an omni-channel business model. Originality/value This work explores the issues faced by established firms when moving toward a new business model that is the hybridization of two existing business model managed separately. It provides comprehensive and clear illustration of how to manage such a business model transformation process that can be used by both business strategy practice and academic research.

scholarly journals Difference between recommended retail price and sales price for tobacco products in independent and convenience (small) retailers before and after the introduction of standardised tobacco packaging in the UK

2018 ◽  
Vol 28 (4) ◽  
pp. 449-456 ◽  
Author(s):  
Nathan Critchlow ◽  
Martine Stead ◽  
Crawford Moodie ◽  
Kathryn Angus ◽  
Douglas Eadie ◽  
...  
Keyword(s):  
Retail Price ◽  
Price Sensitivity ◽  
Brand Positioning ◽  
Average Difference ◽  
Product Positioning ◽  
Tobacco Products ◽  
Sales Price ◽  
Point Of Sale ◽  
Before And After ◽  
The Uk

AimRecommended retail price (RRP) is a marketing strategy used by tobacco companies to maintain competitiveness, communicate product positioning and drive sales. We explored small retailer adherence to RRP before and after the introduction of the Standardised Packaging of Tobacco Products Regulations in the UK (fully implemented on 20 May 2017) which mandated standardised packaging of cigarettes and rolling tobacco, set minimum pack/pouch sizes and prohibited price-marking.MethodMonthly electronic point of sale data from 500 small retailers in England, Scotland and Wales were analysed. From May 2016 to October 2017, we monitored 20 of the best-selling fully branded tobacco products (15 factory-made cigarettes, 5 rolling tobacco) and their standardised equivalents. Adherence to RRP was measured as the average difference (%) between monthly RRPs and sales prices by pack type (fully branded vs standardised), price-marking on packaging and price segment.ResultsThe average difference between RRP and sales price increased from +0.36% above RRP (SD=0.72) in May 2016, when only fully branded packs were sold, to +1.37% in October 2017 (SD=0.30), when standardised packs were mandatory. Increases above RRP for fully branded packs increased as they were phased out, with deviation greater for non-price-marked packs and premium products.DiscussionDespite tobacco companies emphasising the importance of RRP, small retailers implemented small increases above RRP as standardised packaging was introduced. Consequently, any intended price changes by tobacco companies in response to the legislation (ie, to increase affordability or brand positioning) may be confounded by retailer behaviour, and such deviation may increase consumer price sensitivity.

scholarly journals THE IMPLEMENTATION OF BUSINESS MODEL CANVAS (BMC) TO IMPROVE STUDENTS’ ENTREPRENEURSHIP MINDSET

2021 ◽  
Vol 2 (3) ◽  
pp. 395-403
Author(s):  
Anaseputri Jamira ◽  
Nur Agustiningsih ◽  
Yulita Febriani
Keyword(s):  
Action Research ◽  
Business Model ◽  
Research Method ◽  
Analysis Techniques ◽  
Business Model Canvas ◽  
Traditional Research ◽  
Before And After ◽  
Develop Theory ◽  
Level 2 ◽  
Descriptive Statistical Analysis

The purpose of this study is to understand the implementation Business Model Canvas (BMC) to improve students’ entrepreneurship mindset. There is a gap from previous researches that using traditional research which just focus to develop theory. Action Research gives appropriate approach to improve work or study situation effectively and efficiency. In each cycle in the Level 2 Action Research Method using descriptive statistical analysis techniques through a comparison of the average students' entrepreneurship mindset before and after the application of the BMC method. There are 84 students who participated in this research. The results show that the hypothesis which indicates the BMC method can increase the students' entrepreneurship mindset is empirically proven. The BMC method deserves to be introduced to students. Students have knowledge about how to start a business, and have the courage, ability to create, and innovate and have a high interest in starting a business.

scholarly journals Growth Strategies in Foreign-Invested Enterprises through Stabilizing Industrial Relations: A Case Study on Oriental Brewery

2013 ◽  
Vol 14 (2) ◽  
pp. 35-58
Author(s):  
Changmin Lee ◽  
Hyoung-Goo Kang ◽  
Young-Sang Yi
Keyword(s):  
Private Equity ◽  
Industrial Relations ◽  
Growth Strategies ◽  
Contributing Factors ◽  
Equity Fund ◽  
Dominant Position ◽  
Private Equity Fund ◽  
Before And After ◽  
Foreign Invested Enterprises

This paper suggests ways to develop healthy industrial relations at foreign-invested enterprises after M&A by studying Oriental Brewery Co., Ltd (“OBC”) case. OBC has the unique feature of being a foreign private-equity-fund (KKRKohlberg Kravis Roberts) invested company with dual unions. It is the only consumer product company in Korea that has regained the number one position in 2011 after 15 years of a continuous drop from the once dominant position with up to 70% of market share in the early 1990s. We have identified the contributing factors of such success from the perspective of union-management relationship before and after the M&A.

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