Philippe René Gillet | CASE: Virgin Mobile USA “Pricing for the first time” | DATE: 20/02/2012CLASS: MBS-Entrepreneuriat | PART I) ANSWERS BASED ON MY “GUT FEELINGS” Virgin Mobile targets the 14 to 24-year-olds market. The case lays out three pricing options. Which option would you choose and why? I would go for option number two for several reasons. The first one is that I think offer number one is not sufficiently different from the rest of the market. The price positioning is the same
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revenues from the manufacturing of drugs such as penicillin. Their former CEO‚ Thomas E. Finn‚ led Vyaderm to financial success with a business strategy focused solely on earnings per share. The main issue with the earnings per share approach in this case is that there was very little interest in helping build synergies across the company’s fifteen subsidiaries to support corporate strategy. In 1997‚ Vyaderm’s new CEO attempted to solve this issue by moving away from the old earnings per share business
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ICE-FILI CASE 1 - How attractive is the Russian ice cream industry in 2002? The main data about the attractiveness of this market are: - The consumption is about 6 times lower than in France‚ Canada‚ US because of a different mode of consumption. Indeed‚ Russians consider Ice Cream as an “on the go” snack and not as a dessert they can have at home. - producing in Russia implies a certain adaptability of recipes since traditional Russian ice creams contain less fat and are made with natural
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the company the stock price rise a lot during the time and therefore they converted the convertible debentures to common stock increasing its equity. After that they issued convertible bonds that provided a cost effective way for MCI Communications to finance the capital investments they had during the high growth of the company. As the stock prices rose over the time MCI forced the conversion to eliminate interest payments. They issue convertible debt and as stock prices raised a lot they reduce
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profitability to raise the level of service‚ quality and speed of delivery. In spite of the present situation of Levolor‚ where a significant investment in the company is required‚ I recommend this acquisition option because in terms of the company price is a good deal that also complements our product portfolio‚ implanting a sales crossed scheme through the commercialization channel complementing our present
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showrooms only accounted for only 12.7% of mixer showers. By branding their product in the premium segment they have handicapped there sales by virtue of branding. Likewise the Quartz standard is priced €135 over the next cheapest shower. This high price point limited sales of the new product. Only 27% of all consumers select the brand and type of shower without any influence from plumbers. Aqualisa marketed the Quartz to the consumer and not the customer. Plumbers are very loyal to showers
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Irving Fisher - His Life Fisher was born in New York state in 1867. He studied science and philosophy at Yale. Here he had a wide variety of interests. For example‚ he published poetry and works on astronomy‚ mechanics‚ and geometry. Despite all of these interests‚ Fisher was most interested in mathematics and economics. Yale did not have an Economics Department at the time. Regardless‚ Fisher continued with his interests and earned the first Ph.D. in economics ever awarded by Yale. Fisher stayed
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scan the market to determine which prices purchasers are willing and able to pay for products or services. The sellers then offer their product for a price which meets their internal criteria. With priceline‚ instead of the seller setting the price‚ the buyer makes an offer of what he or she is willing to pay and sellers compete for the buyers business. This innovation represented a first in that general non commercial consumers have never been able to name the price they will pay and have sellers respond
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Ameritrade – case study Executive Summary Ameritrade provides online brokerage services and operates an Internet-based financial management services business. 90% of the company’s revenues are from the provision of discount brokerage services. The company’s objective is to improve its competitive position in deep-discount brokerage. In order to achieve this objective‚ the company must grow its customer base‚ requiring an investment of $100 million to upgrade its technological capabilities as well
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were drawn to IDEO because the company had a proven system of developing the best products by using their key ingredients for innovative strategy. In this case‚ I will analyze the founder’s main issues‚ development of the Palm V‚ Handspring‚ and my own managerial perspective of the process. Founder’s Main Issues The main issues of the case are in the hands of Dennis Boyle. He is faced with an interesting dilemma. Should Boyle: Sacrifice the steps in IDEO’s development process? Hold
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