2016 Deloitte Case Competition Presentation by The D.R.E.A.M. Team
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At the University of California A. Gary Anderson Graduate School of Management, students of The Summer Institute for Emerging Managers and Leaders (SIEML) were challenged to create a business strategy for AtoZ.com, an online retail company. Representatives from our leading corporate sponsor, Deloitte, were presented this presentation during the 2016 case competition.
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2016 Deloitte Case Competition Presentation by The D.R.E.A.M. Team
- 1. ATOZ.COM THE D.R.E.A.M TEAM 1992 Sergio Baltazar Talia Sharpp Kobe Washington Josh Williams Benjamin Webster
- 3. AGENDA Film Time-out Game plan • Determination • Resilience • Efficiency • Audacity • Movement Buzzer beater
- 4. ATOZ.COM 1. Awareness 2. Evaluation 3. Purchase 4. Try product 5. Keep or return product 6. Return to website 7. Join loyalty programs • Online retailer worth $5 billion • Biggest competitor is Amazon • Worth $65 billion Customer Lifecycle
- 5. FILM
- 6. FILM
- 7. FILM
- 8. FILM • Decreasing profit • Stagnating growth • Poor customer loyalty and retention • Weak post-purchase service satisfaction
- 9. TIME-OUT
- 10. TIME-OUT Strengths Weaknesses • Established niche • High quality product • Customer attraction • Customer acquisition • Decreasing profit • Stagnating growth • Poor customer loyalty and retention • Weak post-purchase service satisfaction Opportunities Threats • Increase in online retail sales • Reaching specialty markets • Optimizing shipping methods • Search engine optimization • Intense competition in industry • Risk of foreign exchange fluctuation • Buying power of competitors • Data security
- 11. GAME PLAN DETERMINATION – RESILIENCE – EFFICIENCY – AUDACITY – MOVEMENT
- 12. DETERMINATION Loyalty efforts Membership program Discounted shipping rates Access to exclusive services Dollar rewards program Search engine rewards program
- 13. RESILIENCE Return policy Waive return fees Re-usable packaging Access to paid postage stickers
- 14. EFFICIENCY Acquire unique companies Chegg Tidal Postmates J.W. Pepper
- 15. AUDACITY Personalize customer experience Customer profiles Weekly discounts on relevant products Avatars created with Intel technology Product filter system Chatbots
- 16. MOVEMENT Alter shipping policy Free standard shipping for purchases over $25 Major holidays Discount on next purchase Free express shipping Full immediate refund for unsatisfactory experience Execute new shipping methods Local distribution centers for pick-ups Package pick-up centers on minority serving campuses Local package delivery service
- 17. BUZZER BEATER
- 18. BUZZER BEATER D •Increase loyalty efforts through membership program •Discounted shipping, exclusive services, dollar and search engine rewards program R •Alter refund policy to increase customer satisfaction •Waive return fees, re-usable packaging, postage stickers E •Acquire unique companies • Chegg, Tidal, Postmates, J.W. Pepper A •Personalize customer experience •Customer profiles and Chatbots M •Alter shipping policy •Free standard shipping and major holiday policy changes
- 19. BUZZER BEATER Numbers New Customers per Year 35% Customer Retention Rate 50% Average Spend per Customer $120 Current Customer Count 3,225,250 Before Numbers New Customers per Year 50% Customer Retention Rate 65% Average Spend per Customer $150 Current Customer Count 4,000,000 After 1 year
- 20. QUESTIONS?
Editor's Notes
- Amazon’s customer account count was growing at a rate of 25% per year, but once Amazon Prime was established, it grew to a 30% growth per year.