Colmeia Brochure Ss Classics

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Colmeia began in 2005 as an experimental interactive production company established by Brazilian Ink group to capitalize on the growing Brazilian digital market and demand for video on the web. It has since grown into a full-service digital production company with a global portfolio, serving advertising agency clients with innovative and creatively executed projects across various mediums. The company prides itself on its commitment to innovation, creative excellence, and telling unique stories through its work.

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From in-store iPads and streaming media to its strong back-end infrastructure, Burberry has become a forerunner in adopting digital technologies to connect its channels, creating a new, rich brand experience for consumers. The digital transformation of this 156-year-old British icon began six years ago when fashion-industry veteran Angela Ahrendts, became Chief Executive Officer. Although she did not have an IT background, Angela has tenaciously led a digital transformation that has established the company as probably the most digital luxury brand in the world.

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We believe that collaboration is a way to revolutionize the concept of value, bringing people closer through experience sharing. It allows people to fulfill their needs, live new experiences and grow throught collaboration. Everybody has a talent or skill to share, here we are using these assets to create a collaborative economy which uses time as currency. How does it work? You can offer an hour of Spanish lessons and for it you will receive a time credit and then you can exchange this credit for any activity available in the platform, like culinary lessons or someone to walk your dog. Time is our market. There are 3 trillion idle hours per year that can be used to make profit and turn into business opportunities. Prospections show that more than $13 billion will move Sharing Economy in the next 3 years. Since our launch 10 months ago, we have more than 40000 users in 78 countries. This lead us to extraordinary results: -More than 40.000 hours of experience registered -Creative Business Cup Brazil -Prize Jovens Inspiradores - Selected to participate of UKTI’s Sirius Programme - MIT Technology Review for innovations under 35 - Intel Business Challenge Brazil -CEO invited to be part of the Council for the World Economic Forum Global Agenda in Creative Economies.

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More than ever, meeting the new demands of the user necessitates a clear and decisive rejection of well-established marketing routines. This in turn requires a company culture that is oriented towards the needs and interests of the user in every way – with leadership that is actively shaping the digital change. A major task here is to conceive for the future, constantly developing and refining digital user experiences. In NEXT Year experts like NEXT programme director Peter Bihr, etailment editor-in-chief Olaf Kolbrück and NEXT chairman Matthias Schrader (CEO of SinnerSchrader) shed a light on innovations and developments that marketing decision makers can deploy to their brand and business strategy. https://sinnerschrader.com/en/next-year/

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Running head COMPETITIVE ANALYSIS & STRATEGY 1COMPETITIVE ANA.docx

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Running head: COMPETITIVE ANALYSIS & STRATEGY 1 COMPETITIVE ANALYSIS & STRATEGY 13 Table of Content Executive Summary 3 The Target Country 4 Competitors 5 America Movil 5 Amazon Prime 7 Netflix Strength & Weaknesses 8 Porter Generic Strategy 10 Recommended Competitive Strategy 10 Conclusion 11 Summary 11 Reference 12 Executive Summary The Walt Disney Company has a generic strategy for competitive advantage that capitalizes on the uniqueness of products offered in the entertainment, mass media, and amusement park industries. The company grows through innovation and creativity, which enable the business to compete against large firms (Panmore). By pairing up with Netflix will make Disney one of the most powerful companies in Mexico. Disney has a popular and strong brand, which is among the most easily recognizable in the world. Through this strength, the company presents itself as a decent and family-oriented business suitable for all customers. This internal factor helps manage customers’ expectations, which tend to be positive relative to the reputation of the Walt Disney brand. Walt Disney Company is expanding its company by going to new ideas that will keep them on the competitive edge with their competitors. New direct to consumer service where the company will stream Disney based movies and television programs. The Disney brand will be streaming services do to the high demand of video on demand services. In 1954, with Disneyland, an anthology series hosted by Walt Disney himself, it became the first movie studio to strike out for the wild west of television. Since then, Disney’s dominance has only grown. Walt Disney and Netflix, a media provider based in California and a world’s major player of video streaming services industry. It is a multibillion dollar company with annual earnings of 15.79 billion dollars. It is also a global company with 137.1 million subscribers around the world. It offers TV series, movie series, features films and documentaries which subscribers can view in the internet. In the video streaming industry is a 124 billion dollar industry and it is expected to grow at an annual rate of 19.6 percent (Grandview Research 2019). The Rapid Growth Rate is attributed to extensive usage of online video. Netflix holds a significant portion of the global market segment. Netflix and Walt Disney will be merging and targeting Mexico to become the biggest streaming company in Mexico. The Walt Disney Company positions itself as one of the leading firms in the entertainment, mass media, and amusement park industries. This position is achieved through business strengths that address weaknesses, opportunities and threats (the SWOT factors) in the global market. The Walt Disney Company must possess the strengths to withstand the negative effects of weaknesses and threats in its industry environment. The .

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