Showing posts with label business strategy. Show all posts
Showing posts with label business strategy. Show all posts

Friday, December 5, 2008

War of the Dolls: Barbie Vs. Bratz Translates To Mattel Vs. MGA - Bratz Dolls Infringed On Barbie Doll Copyright

Intellectual property rights are very important nowadays where mere ideas and concepts can be the capital to any successful business venture. It used to be that you had to create some tangible product and manufacture it to make your business empire. These days it can become much easier to create that business, but it can also be that easier to lose!

Bratz for instance, which looks weirdly like Barbie in most ways has recently been canned by federal court recently and will have to stop selling come next year.


“In the most dire scenario, MGA can’t sell Bratz at all and a humongous chunk of their business disappears,” said Needham & Co. analyst Sean McGowan. “But it’s likely they will work out a way for MGA to stay in business but Mattel to profit.”

Here's some more detail from MSNBC.

The federal judged banned MGA from making and selling all 40 dolls in the Bratz line, which it began selling in 2001, including the four originals — Yasmine, Chloe, Sasha and Jade. U.S. District Judge Stephen Larson also ordered MGA to reimburse its vendors and distributors for the cost of the dolls and all shipping charges for sending them back.

The ruling, issued in a California federal court, followed a jury’s finding that Bratz designer Carter Bryant developed the concept for the dolls while working for Mattel. The same jury later awarded Mattel $10 million for copyright infringement and up to $90 million for breach of contract after a lengthy trial stemming from Mattel’s 2004 lawsuit ended in August.

The post-trial dispute that prompted Wednesday’s ruling centered on whether the jury found that only the first generation of Bratz dolls infringed on Mattel’s copyright or whether all the dolls in the line were in violation.

The jury verdict form asked panelists only to find whether there was infringement and assign a dollar reward, but did not ask them to specify which dolls violated the law.


If you're asking, what led to this scuffle? The Bratz range of dolls were the first serious competition given Mattel's fashion doll queen, Barbie. In 2004, sales figures showed that Bratz dolls were outselling Barbie dolls in the United Kingdom, although Mattel maintained that in terms of the number of dolls, clothes and accessories sold, Barbie remained the leading brand. In 2005, figures showed that sales of Barbie dolls had fallen by 30% in the United States, and by 18% worldwide, with much of the drop being attributed to the popularity of Bratz dolls.

In April 2005, MGA Entertainment filed a lawsuit against Mattel, claiming that the "My Scene" line of Barbie dolls had copied the doe-eyed look of Bratz dolls. The lawsuit is currently pending in the court system of California.[13]

Mattel sued MGA Entertainment for $500 million alleging that Bratz creator Carter Bryant was working for Mattel when he developed the idea for Bratz. And so here we are now, Barbie wins over Bratz

Friday, November 28, 2008

What will the Holiday Season be like for Online Retailers?

More than half of online retailers (56.1%) expect their holiday sales to increase at least 15% over last year - although last year's survey had found that three-fourths (77.5%) expected their sales to grow more than 15%.



Overall results show that “Retailers will be heavily promotional to attract shoppers on a budget, but have also invested in new site features to improve the online buying experience," according to executive director of Shop.org - retailers will suffer from the economic slowdown but nevertheless they are believed to be resilient.

What are retailers doing to manage the economic slowdown this holiday season? What online strategies will be applicable this year?




  1. Majority of retailers (78%) plan to offer free shipping with conditions* at some point during the holiday season, consistent with last year’s levels.
  2. Compensating for increased shipping costs by renegotiating terms with shipping providers (40.4%), closely managing company headcount (33.3%), and reducing other promotions (15.8%).
  3. One-fifth (21.3%) of retailers will require a higher purchase amount for customers to be eligible for free shipping, and one in ten (10.6%) will cut back on usage of free shipping with no conditions.
  4. 42.9% of retailers added or improved their website since last holiday season, to help customers navigate sites more easily.
  5. Websites now provide product video (42.6%) and customer reviews (32.7%) can give shoppers more information to make buying decisions.
  6. Website enhancements in clearance-sale pages (27.1%) and featured-sale pages (31.3%).
  7. Nearly one-fourth (25.0%) of online retailers added a Facebook page this year

What are buyer behaviors (consumer patterns) this holiday season?

  1. Consumers acknowledge that 24-hour shopping convenience is one of the main reasons they choose to buy online (58.6% this year vs. 58.5% last year).
  2. Shoppers’ other top reasons for buying online instead of in stores include not wanting to fight crowds (41.1%), easy price comparisons (36.4%), and free shipping (33.3%).
  3. Nearly one in four shoppers (23.1%) says they are spending more online due to high gas prices, more than double the number which said the same last year (9.0%).
  4. One in five shoppers (20.1%) say they simply have less money to spend this year for the holidays, while 10.6% cited a poor economy as a factor.
  5. One in ten (11.0%) plans to spend less online this year due to high shipping charges.

Findings shown here are from the eHoliday Study conducted by BizRate Research, a Shopzilla company, for Shop.org, surveyed 2,040 online buyers (defined as anyone who has made an online purchase in the last 12 months) from September 29 to October 3, 2008, as well as 60 online retailers from October 1-20, 2008.

Sunday, June 29, 2008

Guess Chocolates Can Also Be Used In Business, Not Just In Courtship - IBM Tries To Win Over Africa With Chocolate


I absolutely LOVE chocolate. I don't know how people can survive without it. Well actually I do know, I just enjoy chocolate so much I think it should be part of the daily diet. Chocolate tastes good, makes you feel good and is not that expensive. It also doesn't take that long - unlike other things that are also considered satisfying.

Anyway moving on, IBM is attempting to endear itself to Africa. It's weapon of choice - you guessed it - chocolate! And why chocolate? Apparently it is Africa's primary crop and source of economic stability. And so understanding cocoa and in turn chocolate will help the region improve over all - the people and the economy.

With IBM's recent million dollar investments in Africa, it would make sense for them to give some back for a change and help the region flourish. So how are they doing this? IBM is having their new supercomputer Blue Gene to understand the genetic makeup of the cocoa genome that could make it more resistant to droughts and pests, which could lead to a steady crop and contribute to Africa's economies.

A noble feat - but also with criticism, apparently there may be some ulterior motive aligned with business and financial returns for the company. Makes sense, IBM after all is a corporation and not a charity foundation. I agree with their business strategy as long as it helps people instead of cause harm then I guess no foul.

If Africa is to gain with IBM's supercomputer profits - then I guess all is well with the world.

Tuesday, June 24, 2008

The Separation Of Bill Gates And Microsoft




After 30 years, it looks like the end has come for Bill Gates and Microsoft. The end not being a termination of course of either but instead a change in relationship. Bill Gates is finally stepping down and is now just going to work part-time. Taking it easy I guess. Must be the stress.

Everybody thinks Gates is some genius. The college drop-out who was once the richest man in the world with one of the most innovative companies around.

I do agree that Bill Gates is sort of a legend now. It's good I guess that he's stepping down. Sort of sounds like the end of an era so to speak for the tech world. It would be a shame if he were to go down in flames, beaten bad by Google. So this is the smart approach to bow down in grace while still retaining the image that you're still at the top of your game.

Bill Gates was interviewed by CNet on what might it be like for him After Microsoft and what his thoughts were on the future of technology and Microsoft as a company. He also talks about the failed Yahoo buy-out. Apparently Microsoft already has a stand-alone strategy of its own. Probably as a Plan B, should the acquisition fail - which it did. But anyway, their goal is probably just the same as all the other companies. How do we grow? How do we scale?

Read the complete CNet interview here.

Sunday, June 22, 2008

Yahoo's Re-organization - Damage Control?



Yahoo has been in a bit of trouble. It might have declined the Microsoft buy-out offer in a futile attempt to stay afloat. Yahoo, the company and as the brand is suffering extreme criticism from all sides. Executives are leaving for greener pastures, which only goes to show that something may be amiss within those hallowed walls.

That's not to say that not many have left Google and Microsoft. I'm sure many talents there have also left in search for the better opportunity. And may have found them through other smaller companies that are still able to provide them the leeway and freedom that most probably the big guns have now refused to shell out.

But as for Yahoo, the company is indeed on shaky ground. With one executive after another publicly exiting. There must be a very think atmosphere of frustration and anxiety there. I do hope the restructuring does help them figure out what happens.

Analysts seem to think that Yahoo is the result of death by product management. Perhaps it's true, but how come the multiple product perspective didn't impact Google? There must be something wrong with the business strategy or management that's affecting how the company operates from inside out.

It would be shame though to lose Yahoo. I do think they are still one of the best in the online business world and I do hope they figure this out. I've seen Yahoo grow throughout the years and they are still quite admirable although they aren't number 1. Number 2 still isn't a bad place to be.

Sunday, June 15, 2008

Yahoo Dumped Microsoft Buy-out For Google Non-Exclusive Partnership. Has the Courtship Ended? Or is it just beginning?




Yahoo has finally made their call. They have finally said "NO" to Microsoft. Yes Microsoft got dumped. Yahoo didn't want a buy-out or maybe they did, but they just didn't think Microsoft's offer was good enough.

What they have done instead is partnered with Google. They have ceded their search capacity to Google. So right now, the ads that will come out on Yahoo are essentially Google ads. That's what it means.

The business strategy here being that revenues could potentially increase for Yahoo search. However the flip-side is that this gives Google even more power in the market. It's now closing into monopoly if I may say so myself as Google supplies other smaller search engines like Ask.com

CNet reports that Yahoo expects the revenue to help the company invest in its dual-pronged advertising strategy that's designed to offer advertisers an easy ability to buy text ads on search results and to buy graphical "display" ads elsewhere on Yahoo's considerable Internet properties.

"This agreement provides a source of funds to both deliver financial value to stockholders from search monetization and to invest in our broader strategy to transform display advertising and advance our starting-point objectives with users," Yahoo President Sue Decker said in a statement. "It enhances competition by promoting our ability to compete in the marketplace where we are especially well-positioned: in the convergence of search and display."

Under the deal, Yahoo will select the search terms for which Google will supply ads, the companies said. The ads will be displayed in the United States and Canada, and Decker took pains to say how Yahoo controls which Google results are displayed and when.

Yahoo's search ad engine, Panama, is competitive with Google's for many popular queries, but Yahoo plans to use Google with less common searches, Decker said. "Yahoo monetizes very competitively with Google for query ads but is not as competitive in the tail," she said, referring to the long statistical tail consisting of a large number of infrequent searches.

Friday, March 14, 2008

Bebo Goes To AOL For $850 Million - What Now?




AOL will pay $850 million to acquire global social networking site Bebo.com in an all-cash deal announced Thursday through an article from CNN Money.

With 40 million members, Bebo's audience lags Facebook and MySpace in the United States, but it vies for the top spot in the United Kingdom and has a fast-growing global audience.

"Bebo is the perfect complement to AOL's personal communications network and puts us in a leading position in social media," said AOL chief executive Randy Falco.

AOL hopes to leverage its advertising sales business across Bebo's network. Time Warner owns AOL and Fortune.

Bebo will be the cornerstone to AOL's social media strategy. When integrated with instant messaging services ICQ and AIM, it is expected to reach 80 million members.

Started in 2005 by San Francisco programmers Michael and Xochi Birch, the company has approximately 100 employees.

Bebo's site looks a lot like MySpace with a cleaner interface. It has been a pioneer in combining professionally produced entertainment and user-generated content with programs like KateModern.

The show's title character, Kate Modern (whose name is a play on the famous British museum, the Tate Modern), is a waifish art student trying to make it in London. She and her friends record and post short video diaries and chat with viewers. Her popularity is one reason why Bebo's 40 million members spend an average 33 minutes on the site. Another reason is that with the launch of its open media platform in the fall, Bebo plays host to content from old media companies like CBS Beand MTV.

The deal comes just one week after AOL launched Open AIM 2.0, which allows developers greater freedom to develop for the AIM network and integrate AIM into its sites and applications.

Bebo has a number of pre-existing deals with AOL competitors. In September the site announced a partnership with Yahoo to sell the site's display ads in Britain and Ireland and to integrate Yahoo! Answers with Bebo's site. That followed a Microsoft partnership that let members IM with anyone - Bebo friend or not - on Windows Live Messenger. Shields declined to comment on what will happen to those deals.

There is much debate over how to monetize social media. Relying on advertising has thus far proven disappointing. In a March 9 interview at SXSW, Facebook ceo Mark Zuckerberg said his company, which is valued at $15 billion, was close to breaking even - another way of saying that it is not yet profitable. And Google's $900 million ad deal with MySpace isn't generating the return the company expected.

Instead, companies are looking to profit off of the applications that live atop those platforms. "We used to look at social network sites like we would any ad-supported sites, like the NYTimes," said Google's president of advertising Tim Armstrong at a Bear Sterns media conference on March 10. "Now we think differently. We look at social networks as a platform and see an opportunity to monetize widgets and social network applications."

In a best case scenario, Bebo will now be able to leverage the behavioral targeting capabilities from AOL's Platform A to better target certain demographics, and it will be able to scale to reach a larger audience with AIM. But AOL has not proven itself able to integrate acquisitions well so far. It has been on an acquisitions tear, putting down more than a billion dollars in the last few years for online advertising companies Advertising.com and Tacoda. But its unclear how well these properties work together, and recently the company lost Tacoda founder Dave Morgan and let go Platform A President Curt Viebranz.

Sunday, February 24, 2008

Microsoft's New Business Strategy - Share The Technology




Seeking to satisfy European antitrust officials, Microsoft said on Thursday that it would open up and share many more of its technical secrets with the rest of the software industry and competitors according to this NYTimes.com article

It is now the era of convergence. If Microsoft does not open up, then it is set to fail. I think this is the reason for this sudden generosity. The world's standards have now evolved and Microsoft has been forced to evolve with it.

Microsoft executives, in a conference call, the article mentions that they have characterized the announcement as a “strategic shift” in the company’s business practices and its handling of technical information. They also portrayed the moves as only partly a nod to the continuing challenge Microsoft faces from Europe’s antitrust regulators.

The broader goal, they said, is to bring Microsoft’s flagship personal computer products — the Windows operating system and Office productivity programs — further into the Internet era of computing. Increasingly, people want a seamless flow of documents, data and programming code among desktop PCs and the Internet, especially as they make the shift from using software on a PC to using services on the Web.

“These steps are being taken on our own,” said Steven A. Ballmer, Microsoft’s chief executive. The move, he said, was a recognition of Microsoft’s “unique legal situation,” but it was also the company’s effort to adapt to “the opportunities and risks of a more connected, more services-oriented world.”

Microsoft’s first step will be to put on its Web site 30,000 pages of technical documentation detailing how its Windows desktop and Microsoft server programs communicate and share information. Until now, that information was treated as a trade secret and was available only under a special license.

Ray Ozzie, Microsoft’s chief software architect, said that by sharing more information, Microsoft would make it easier for others to write Internet programs that tap into personal information on a PC.

That, Mr. Ozzie added, should bring new sets of Web services that, for example, might match a person’s calendar information with a doctor’s schedule. Then smart software could make an appointment. At home, he noted, someone’s digital collection of music, movies and family photos would be more easily shuffled to different devices and screens.

“The Internet opens up a world of potential innovation,” Mr. Ozzie said. “And I think we’ve just scratched the surface.”

Microsoft announced other plans to open up its technology, like allowing developers to add more non-Microsoft document formats to its Office word processing and spreadsheet programs. Microsoft also made commitments to increase its support for industry standards and work with open-source software developers.

European regulators and others have long accused Microsoft of using its dominance in PC operating systems and software to lock out competitors. Last October, after a nine-year confrontation and a ruling against the company by Europe’s second-highest court, Microsoft agreed to share information with rivals on terms it had long resisted. Then, after fresh complaints from Microsoft’s competitors, the European antitrust regulators last month announced that they were opening new investigations of the company.

The new inquiry focuses partly on whether Microsoft has withheld essential information from competitors that want to make products that work smoothly with its Office programs. The Office products were not part of the previous European action against Microsoft.

After the Microsoft announcement on Thursday, the European Commission issued a skeptical statement. The commission said it “would welcome any move towards genuine interoperability,” or allowing software programs from different companies to work smoothly together. But the commission noted that “today’s announcement follows at least four similar statements by Microsoft in the past on the importance of interoperability.”

Asked about the commission’s statement, Bradford L. Smith, Microsoft’s general counsel, said that the company’s moves were “qualitatively and quantitatively different from anything we’ve done in the past.”

“People will test us not just by our words but by our actions,” Mr. Smith added.

The industry is taking a wait-and-see stance on Microsoft’s plan. Linux, an open-source competitor to Windows, stands to benefit from Microsoft’s more open posture. Regulators and competition are “forcing Microsoft to change the way it does business,” said James Zemlin, executive director of the Linux Foundation, a nonprofit consortium.

The change comes as Microsoft is trying to buy Yahoo, a huge deal that, if it proceeds, will be closely scrutinized by antitrust officials worldwide. The European regulators typically take a harder line than their American counterparts in challenging takeovers.

“To get the deal approved, Microsoft has to convince the European regulators that it has changed its spots on interoperability, no longer acting like a proprietary monopoly,” said Ken Wasch, president of the Software and Information Industry Association, a trade group that includes Microsoft competitors like I.B.M., Oracle, Sun Microsystems and Red Hat.

Microsoft is also trying to win approval from an international standards body for its new document format, Office Open XML. Microsoft contends its format is “open,” meaning files in the format can be created and read by anyone.

A different format standard for Internet-based computing, the OpenDocument Format, is supported by I.B.M., Google, Oracle and other Microsoft rivals. They assert that the proposed Microsoft standard is complex and layered with the company’s own features, making it effectively a corporate standard instead of a truly open one.

Last September, Microsoft failed to win enough support for its standard from the International Organization for Standardization. But the standards body will review that decision in proceedings that begin next week.

(image from istartedsomething.com)

Friday, February 22, 2008

Is Starbucks Losing Its Touch? Corporate Job Cut Part Of Business Strategy


In an attempt to gain footing during difficult times, Starbucks is tightening its belt. CNNmoney.com reports corporate level job cuts throughout Starbucks Corp., specifically mentioning last Thursday the cutting of 220 corporate-level jobs, another step in its restructuring plan to improve U.S. operations.

About 75 of those jobs are at its Seattle headquarters; the rest are in other Starbucks offices across the United States. The jobs involve finance, marketing and communications functions, according to spokesman Brandon Borrman. No retail- store level workers are being let go.

In addition, Starbucks (SBUX) won't fill 380 job positions it had budgeted. On that basis, the coffee-shop chain said that it's trimming its workforce by 600 jobs. It currently employs 170,000.

"We realize that we are operating in an intensely challenging environment, one in which our customers and partners (employees) have extremely high expectations of Starbucks," Chief Executive Howard Schultz told employees in a memo. "We have to step up to the challenge of being strategic as well as nimble as our business evolves."

Schultz retook the helm in early January to rejuvenate the Starbucks U.S. business, which has showed signs of fatigue after years of rapid growth and softer consumer spending of late.

The company is curbing U.S. store-growth plans, closing 100 underperforming stores and testing $1 coffee at some of its Seattle stores. It plans to discontinue financial forecasts and stop serving warm-egg breakfast sandwiches because it interferes with the aroma of coffee.

The company, Schultz said Thursday, also will increase its U.S. field operations to four offices from two, effective Feb. 25. It is part of his broader plan to better connect with consumers.

Starbucks shares, down 45% the past year, closed at $17.83, down 43 cents.

(image from wwff.wordpress.com)

Wednesday, February 6, 2008

Toyota's Business Strategy Increases Profits by 9%




Toyota shows other businesses how to increase profits with their new business strategy of diversification, experimenting with emerging markets and exploring multiple revenue streams.


According to an NYTimes.com business article, Toyota is slowly gaining ground in their efforts to overtake General Motorls as the leading global automaaker by sales. “Operating income has become more equally balanced among the regions, with significant higher contributions from growing markets, specifically emerging and resource-rich countries,” Takeshi Suzuki, a board member, said in a statement.

That is a winning strategy for the company, analysts said.

“It’s a good thing for Toyota to diversify its revenue sources away from North America into the emerging markets,” said Hirofumi Yokoi, senior manager for Japan and South Korea forecasts at CSM Worldwide, a provider of automotive market forecasting services. “Mixed revenue sources will help the company hedge against risks in specific markets.”

While sales declined in North America, they increased in Asia, especially in Indonesia and Thailand, and in other regions including South and Central America, Africa and Oceania.

In the nine months through December, less than half of Toyota sales came from its showrooms in North America.
(image frm boston.com)

Sales to North America slid to 44 percent from 57 percent a year earlier, while Asian sales rose to 25 percent from 15 percent.

Toyota, which is widely expected to overtake G.M. in annual sales in 2008, has also expanded its global production footprint. Late last year, the company opened a plant in St. Petersburg, Russia, with a capacity to produce 50,000 cars a year.

The Russian factory is scheduled to begin operating next year and initially produce about 20,000 cars a year, Toyota said.

Tuesday, December 11, 2007

Even Sony CEO Revamps Their Company



I was quite impressed with the way Sony CEO, Howard Stringer, approached their business. I read an article from Forbes.com, that apparently before they started innovating their products, there was a sweeping restructuring drive. Notice how first of all he started with restructuring. Before any change can be implemented. A paradigm shift is necessary for a company to actually move forward together on a different playing field. Sure he had to cut some people and re-prioritize the business in order to focus on what's core and profitable, but that's the way the cookie crumbles right?

After being stumped repeatedly by Apple's iPod and Nintendo's Wii, Sony has bounced back with PS3, saying that right now innovation will be their corner stone to be able to compete with the cutting edge technology other companies are offering.

Thursday, December 6, 2007

Lessons From Chrysler's Billion Dollar Loss



USA Today reported that Chrysler will lose about $1.6 billion this year, worse than the $1.4 billion operating loss it posted for 2006, a source says CEO Bob Nardelli told a group of designers and engineers recently, and the automaker still plans to break even in 2008.

Apparently the Chrysler CEO told employees during a webcast last week that although he believes the automaker has cut as many workers as it needs to, Chrysler will continue slashing jobs if it cannot meet its goals. The company said previously it would cut 25,000 jobs, including 1,000 buyouts. Chrysler announced 12,000 of those in November, just after employees represented by the UAW ratified a new four-year contract.

It is worth noting how difficult it is for businesses these days that even such a well-known brand such as Chrysler is reporting such major losses. The way they are handling it though is quite respectable. The open communication lines and transparency with regards to what is happening and what is going to happen is far better than just laying off employees with a slight of the hand.

A rule of thumb in business strategy is that if you're not meeting top line, then you'll have to cut the bottom line. This is what they're doing by letting go of so many people. It's sad how thousands will lose their jobs, but the entire ship will sink (and everyone in it) if it is not done.

I have experienced having to let go of so many people because the business can no longer handle the cost. And it's quite painful. Nevertheless nothing can be done if management decides to do so.

Chrysler's other strategy to picking up business is a review of their existing products. Weeding out the non-profitable ones and launching more competitive brands. Chrysler already has said it will eliminate four products through 2008: Dodge Magnum wagon, convertible version of Chrysler PT Cruiser, Chrysler Pacifica crossover SUV and Chrysler Crossfire sports car. Chrysler plans to add two new products: Dodge Journey crossover SUV and Dodge Challenger sports car, along with gasoline-electric hybrid versions of its Chrysler Aspen and Dodge Durango SUVs.

There is significant cost to swallow as this is done, but if they've done their homework and market research, the newer lines should sell better compared to the products they are letting go.

(image from diseno-art.com)

Monday, December 3, 2007

Forbes' Six-Step Guide To Pricing Your Product

Here's the bare bone version of Forbes' Six-Step Guide To Pricing Your Product. If you prefer the real thing, please click here

Step 1: Can You Brand It?

Setting a price starts with a basic question: Is yours a branded or generic product? If it's generic, stop reading, charge the market rate and run your operation as lean as possible to preserve what little profit margin remains. If you think your product has unique features--a new health benefit, greater convenience, sexy style--that you can charge more for, read on.

Step 2: Do Qualitative Research

I'm a firm believer in research. Start to hone in on the right price by running focus groups to get a sense of what customers are willing to pay.

Step 3: Do Quantitative Research

You've done the soft stuff--now it's time for some hard numbers. Business intelligence is key if you want to have an edge over the competition. This step involves in-person or Internet surveys, or perhaps product trials with feedback forms. Sample questions: What price do you pay for applesauce? Would you be willing to pay a higher price for an applesauce with certain characteristics?

Step 4: Plan Your Attack

Before you set your price, decide how you want to attack the market. Will you try to hobble competitors by going low and stealing market share? Or, do you charge a higher price and capture a smaller, but perhaps more committed--and profitable--customer base?

Step 5: Pull The Trigger

Large corporations often start off with running tests on smaller target markets to determine a product's saleability. However many small companies don't have this luxury. So take what information you have, marry it with your strategy and pick your price.

Step 6: Don't Let Success Go To Your Head

Be careful: It's much harder to jack prices than it is to lower them; indeed, you could send shoppers running the other way.

If sales are sluggish, consider lowering the price--but not by too much. For consumer packaged goods, even a 1% decrease in price can lead to a 5% increase in sales, says IRI. Slash prices, though, and you could tarnish your brand's image permanently.

Take careful consideration to deciding how you would want to price your product. Consider too your company's image. Are you the classy chick in the bar? Do you want to be Starbuck's or Seattle's Best? Will you target those that shop in designer boutiques or do you prefer the Walmart discount shopper?

These factors should affect your pricing decision, and will overall drive the success or failure of your product sales.

Friday, November 30, 2007

Value Company Data- Costs Of Data Breaches Rising

In this age of information, the value of data and intellectual property is very high indeed. It is key for any company to protect not only business trade secrets but customer records as well.

According to Ponemon Institute reports the episodes of data breaches are costing an average of US$197 per lost or stolen customer record during 2007. This is a huge financial impact for any business.

A PC world article notes that organizations that experience data breaches are paying more than ever to recover from the incidents and retain customers once the events become public knowledge, according to a new research report.

Based on their interviews with different organizations, the average total cost of the breaches rose to $6.3 million in 2007, compared to an average of $4.8 million in 2006 with the average number of records exposed in the breaches Ponemon studied was roughly 20,000 per incident, although among those organizations surveyed the incidents ranged from as few as 4,000 records to more than 125,000 records.

What do you lose in a data breach?

  • Not only do you lose the actual records, you also incur estimated cost of lost business and so-called customer churn that results from notification of the data breach episodes.
  • Your company loses stability. You end up providing customer support and credit monitoring services to affected individuals, along with budgets allocated for advertising and marketing efforts aimed at repairing companies' public images.
However the article does end on a positive note for businesses (although not necessarily for clients). Despite the fact that the cost of responding to a data breach has risen consistently over the three years that Ponemon has studied the phenomenon, the expert believes that in time the price of losing customer data will eventually fall.

The researcher said that the sheer volume of incidents will drive customers to become desensitized to the events, resulting in lowered remediation costs and business churn.

"People are already finding that it is hard to trace an incident of ID theft to a specific breach, and with the growing number of notifications they receive, they won't care as much about the problem," Ponemon said. "There seems to be a herd mentality emerging among customers that applies to the law of large numbers; if people feel they are in a pool of millions of others who have had their records stolen or lost, their thinking is that the probability of being victimized isn't as strong."

Data security is key for any business strategy. It is worthwhile to invest time, money and effort to make sure that your clients feel safe and secure doing business with you. In this age of information, the value of this data rises in proportion to the profit businesses expect from clients.

Sunday, November 25, 2007

Learning Business Strategy From HSBC

In a Wall Street Journal article today, HSBC just made a major presentation to its English investors. After taking impairment charges on bad mortgages this year, HSBC Chairman Stephen Green on Friday said the bank is aligning its strategy with three major trends shaping the world economy:
  1. Emerging markets are growing faster than rich countries
  2. World trade is outpacing growth in gross domestic product
  3. And people nearly everywhere are living longer.
If you think about it, these trends are instrumental to many international businesses and not only applicable to HSBC. Businesses should consider other emerging markets and capitalize on that growth. The world has grown much smaller in the last few years due to the advent of the internet. Medical advancement have led people to age (not exactly gracefully) in a functional length that can be made profitable by businesses.

Friday, November 23, 2007

9 Of Forbes' 20 Most Important Questions In Business

Forbes.com just released a very interesting article headlined "The 20 Most Important Questions In Business." It's great that they shared this with the rest of us. There are many budding entrepreneurs all over the world. Even employees can benefit from learning how overall business strategy will help them continue to have employment.

Basically it mentions how we don't really have all the answers. But the key to success in business is to ask the right questions. Studies estimate that just two-thirds of all start-ups survive the first two years, and less than half make it to the fourth.

Here are some highlights of the article about the question entrepreneurs have to answer in order to keep their businesses afloat. This is basically the shorter version of the article with some of my comments on the side:

What is your value proposition?

Without a need, there is no incentive for customers to pay. And without sales, you have no business. Period.

What differentiates your product from the competitors'?

If you want to win in business, you need to offer something tangibly valuable that the competition doesn't.

How much cash do you need to survive the early years?

Three words: Mind the cash.

What are your strengths?

Figure out what you're good at and stick to it. Don't go chasing red balloons

How big is the threat of new entrants?

The trick: building a loyal following before new competition steps in for a share of your market.

How much power do your suppliers have?

Basic rule of thumb: The fewer the number of suppliers, the more sway they have.

Does the business scale?

Think service businesses, where the need for people grows along with revenues.

What price will your customers pay?

Get this answer wrong and you could leave bags of money on the table--or worse, send customers running into the arms of the competition. Do your homework before you start selling

How committed are you to making this happen?

Fair warning: If you want to run the show, get ready to give everything--and then some.

Wednesday, November 14, 2007

Holiday Marketing – Crisis or Opportunity?



To different types of businesses, the holidays can either be a bane or a blessing. Some businesses become hectic while others become so quiet that they just have to pause operations during this time of the year. Here are some tips to prepare for the holidays, whether you’re looking to slow down or speed up business
  1. Start now. Plan the coming holidays. What do you intend to do? When will you push sales? When will you close the books?
  2. Look back and review how you’ve done in the past to determine if there’s some form of marketing that can help revenues this time of the year

  3. Calendarize your holiday. Based on your history and trend for the year, how many staff members will you need to get through the holiday? Jot down everybody’s days off as well as your own

The holidays are what you make it.

(image from MSNBC.MSN.com)

Wednesday, November 7, 2007

More Readers Putting Down Newspaper To Visit Websites

The Audit Bureau of Circulations reports that American newspaper circulations declined by 3% over the spring and summer, reflecting how readers are shifting to the Internet for news.



Web readership on the other hand has climbed. What does this mean for major newspapers? An overall business strategy to move from print circulation to the online medium. Executives noted that newspaper Web sites — unlike their print counterparts — drew a lot of young adults, who are sought by advertisers. But advertisers have generally not considered an online reader to be as valuable as a print reader, so it remains to be seen what effect the numbers will have.

If we let economics run its course, the internet has definitely overtaken the print industry. More of almost every market is located online. This doesn't mean though that print will die. Whereas the web is virtual, print is still tangible and since it still has an edge in terms of seniority, I doubt print will go away but business-wise. Management should start thinking about exploring the online medium vs. the long trusted print industry. This shows that the better business strategy for now would be for major newspapers to start beefing up their online portfolios.