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Probable Solution to HBR Case on Aqualisa Quartz. The Presentation consists of info about Channel Distribution, Development of Quartz Shower Valve, UK Shower Market, Initial Sales Results, 4Ps of Marketing for Aqualisa, A shift in Marketing Strategy.
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
Procter & Gamble is one of the fastest and largest growing consumer market.
Case Study examines journey of P&G for Light Duty liquid Detergents in various aspects like promotion and development.
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
Probable Solution to HBR Case on Aqualisa Quartz. The Presentation consists of info about Channel Distribution, Development of Quartz Shower Valve, UK Shower Market, Initial Sales Results, 4Ps of Marketing for Aqualisa, A shift in Marketing Strategy.
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
Procter & Gamble is one of the fastest and largest growing consumer market.
Case Study examines journey of P&G for Light Duty liquid Detergents in various aspects like promotion and development.
Harvard Business School Case Study on Mountain Man Brewing Company by Shashank Srivastava, IET Lucknow under the guidance of Prof. Sameer Mathur, IIM Lucknow.
Reliance Baking Soda is Stewart Corporation's oldest and most established product. The new Domestic Brand Director needs to create a 2008 marketing budget that delivers a profit increase of 10% over 2007 levels. She must first evaluate the effectiveness of past consumer and trade promotions and determine if a price increase will have net bottom line benefits. Then she must decide on the optimal allocation of her marketing budget, taking into account the brand's apparent "cash cow" role in the Household Division of Stewart Corporation. Students are expected to complete a quantitative assignment: create and defend a budget.
Zenith (HDTV) Case Study by Dhiraj AgarwalDhiraj Agarwal
This presentation aims at informing its viewers what Zenith Electronics was all about. What are the its environmental factors that affected its sustainability in the market, ie, its 4Ps, 4Cs, SWOT and so on.
The study also reveals the Pros and Cons of all the alternatives discussed by the executives of the company to overcome their problem.
Finally a recommendation, its plan of action, and a contingency plan is also added in this Powerpoint.
NOTE: This powerpoint was presented in the form of a role play cum presentation, wherein the members of the group enacted a Board meeting scene of the company back in late 1980s, discussing the future of the company.
Case Analysis |Altius Golf and the Fighter Brand|Anahit Babayan
Questions covered.
1. If Altius implements the Elevate strategy what are the risks to the brand and how can they be managed?
2. What sales result would you expect for each item in the line if Elevate is introduced?
emerging nokia - should they focus on developed or emerging marketsSaurabh Arora
Should Nokia’s growth strategy be to focus on the developed markets, emerging markets or both?
Case Analysis
Handset manufacturer worldwide market share of 38% in 2009
Market leader in emerging markets like India(60%) and China(40%)
Financial performance pre-2008 was exceptional
Known for innovation
Offers products at all price points
Post-2008 started losing ground in developed markets
European market revenue declined by 15% in 2009
Exited the Japanese market after 20 years of operations
Nokia was fifth most valuable brand globally in 2000
Analysis of Emerging Market
Employed the cost leadership strategy: Purchasing power low in emerging markets hence Nokia provided cost effective products successfully.
First time purchasers: Only 20% of the emerging market were not first time purchasers
Services as the key selling point: People of emerging markets wanted value added services bundled with the phone
Analysis of Developed markets
Consumers not very price sensitive
Delivering innovative products more important
57% of the market goes for a second phone, most of the time for an upgrade
Emergence of i-phone, considered as replacement for normal handsets with users looking for upgradation
Growing competition from companies like Samsung, LG, Motorola and Sony Ericson was also making things worse for Nokia.
New Operating System – e.g. – Emergence of OSs like Google’s Android and Microsoft’s Windows mobile further bothered Nokia.
Inability to understand demand – Nokia failed to understand growing demand for touch phones
Why focus on Emerging Markets?
As Nokia has already gained the following benefits by being the first mover, it should strive hard to maintain it’s market share in developing economies. Advantages it has –
Earlier entry, early start of the learning curve. Its crucial and experience is tough to imitate.
Nokia can develop enhanced reputation by being pioneer and using its already established brand image
Absolute cost advantage can be gained by early commitments to supplies of materials and distribution channels….
Recommendations- Emerging Market
Nokia should concentrate on Improved as well as Basic phones as the market is still evolving
Tie up with Telecom players and bring dual sim phones to increase the switching cost
It should follow innovations in developed countries and adapt them to emerging markets in order to stand against competition.
One general strategy should be to outsource the services part as it is not Nokia’s competency and customers are giving more regard to services (Exhibit 6)
Instead of charging customers for Life tools, revenues should be earned from advertisers.
Harvard Business School Case Study on Mountain Man Brewing Company by Shashank Srivastava, IET Lucknow under the guidance of Prof. Sameer Mathur, IIM Lucknow.
Reliance Baking Soda is Stewart Corporation's oldest and most established product. The new Domestic Brand Director needs to create a 2008 marketing budget that delivers a profit increase of 10% over 2007 levels. She must first evaluate the effectiveness of past consumer and trade promotions and determine if a price increase will have net bottom line benefits. Then she must decide on the optimal allocation of her marketing budget, taking into account the brand's apparent "cash cow" role in the Household Division of Stewart Corporation. Students are expected to complete a quantitative assignment: create and defend a budget.
Zenith (HDTV) Case Study by Dhiraj AgarwalDhiraj Agarwal
This presentation aims at informing its viewers what Zenith Electronics was all about. What are the its environmental factors that affected its sustainability in the market, ie, its 4Ps, 4Cs, SWOT and so on.
The study also reveals the Pros and Cons of all the alternatives discussed by the executives of the company to overcome their problem.
Finally a recommendation, its plan of action, and a contingency plan is also added in this Powerpoint.
NOTE: This powerpoint was presented in the form of a role play cum presentation, wherein the members of the group enacted a Board meeting scene of the company back in late 1980s, discussing the future of the company.
Case Analysis |Altius Golf and the Fighter Brand|Anahit Babayan
Questions covered.
1. If Altius implements the Elevate strategy what are the risks to the brand and how can they be managed?
2. What sales result would you expect for each item in the line if Elevate is introduced?
emerging nokia - should they focus on developed or emerging marketsSaurabh Arora
Should Nokia’s growth strategy be to focus on the developed markets, emerging markets or both?
Case Analysis
Handset manufacturer worldwide market share of 38% in 2009
Market leader in emerging markets like India(60%) and China(40%)
Financial performance pre-2008 was exceptional
Known for innovation
Offers products at all price points
Post-2008 started losing ground in developed markets
European market revenue declined by 15% in 2009
Exited the Japanese market after 20 years of operations
Nokia was fifth most valuable brand globally in 2000
Analysis of Emerging Market
Employed the cost leadership strategy: Purchasing power low in emerging markets hence Nokia provided cost effective products successfully.
First time purchasers: Only 20% of the emerging market were not first time purchasers
Services as the key selling point: People of emerging markets wanted value added services bundled with the phone
Analysis of Developed markets
Consumers not very price sensitive
Delivering innovative products more important
57% of the market goes for a second phone, most of the time for an upgrade
Emergence of i-phone, considered as replacement for normal handsets with users looking for upgradation
Growing competition from companies like Samsung, LG, Motorola and Sony Ericson was also making things worse for Nokia.
New Operating System – e.g. – Emergence of OSs like Google’s Android and Microsoft’s Windows mobile further bothered Nokia.
Inability to understand demand – Nokia failed to understand growing demand for touch phones
Why focus on Emerging Markets?
As Nokia has already gained the following benefits by being the first mover, it should strive hard to maintain it’s market share in developing economies. Advantages it has –
Earlier entry, early start of the learning curve. Its crucial and experience is tough to imitate.
Nokia can develop enhanced reputation by being pioneer and using its already established brand image
Absolute cost advantage can be gained by early commitments to supplies of materials and distribution channels….
Recommendations- Emerging Market
Nokia should concentrate on Improved as well as Basic phones as the market is still evolving
Tie up with Telecom players and bring dual sim phones to increase the switching cost
It should follow innovations in developed countries and adapt them to emerging markets in order to stand against competition.
One general strategy should be to outsource the services part as it is not Nokia’s competency and customers are giving more regard to services (Exhibit 6)
Instead of charging customers for Life tools, revenues should be earned from advertisers.
This App Marketing Plan ppt has been created by Prajakta Tamhankar, during a Marketing Management Internship Under the guidance of Prof. Sameer Mathur, IIM Lucknow.
Infrastructure in 6 slides - The New RealityJulie Dodd
This presentation shares the key points from the Infrastructure theme in The New Reality online report about digital transformation for non-profit organisations.
While the right B2B marketing strategy will vary by type of product and industry, we do see distinct trends. The marketer’s challenge is to combine the right mix of programs to build market awareness and fill the sales funnel each month at a low blended cost per lead. With that in mind, we examined the recorded effectiveness of the many online lead generation options. Our experiences are summarized in this B2B marketing strategy infographic.
What key tactics best fit our Marketing Strategy?
What B2B marketing tactics are working now for others, and how well?
Where should we emphasize or deemphasize our marketing focus?
There’s no question that the right marketing strategy for your business will depend on your brand, your business capabilities, your solutions, and most importantly, your market. But knowing the distinct trends can and should influence your marketing priorities.
8 steps for excellent B2B CX (customer experience)B2B Marketing
Customer Experience is an increasingly hot topic right now (but like most things) it is far more complex in B2B than it is in B2C, given the length and complexity of the buying process. So what does great CX look like? And how do you set about achieving it? These were questions that we sought to answer as part of our CXcellence report, the findings of which we then unveiled at our November conference.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Presented at The Global HR Summit, 6th June 2024
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
3. 3
Challenge Solution Result
Challenge Solution Result
Spotify
Memberships
Spotify
Ticketing
Spotify
Sessions
Convert Spotify’s users
into paying members
Either paying 1€ to
extend trial period or
paying 10€ to subscribe
The premium service
does not add enough
value
Spotify is not appealing
enough for right holders
Offer a ticket selling
service with benefits for
subscribers and artist
Offer live streams of
festivals/sessions
only for subscribers
Executive summary
• 5,5m new premium subs
• 32m new basic members
• generating €365,2m
• 2,8m new premium subs
• generating €184,29m
• 1,09m new premium subs
• generating €65,448m
7. 7
162,3ml € losses in 2014 à 541ml € additional revenues - 378ml € additional expenses (70%) = +162ml € net income
-2000
-1600
-1200
-800
-400
0
400
800
1200
1600
2000
2008 2009 2010 2011 2012 2013 2014 2015 2018
million euros
revenue operating costs net income
It takes Spotify additional €597m of revenues in order to reach break-even
Challenge Solution Result
Statista (2015), http://www.statista.com/statistics/244990/spotifys-revenue-and-net-income/
• Current net loss:
€179,1m
• Spotify must pay 70% of
revenues to right holders
• Consequence:
Spotify does not only
need to make additional
€179m but €597m
Net income of Spotify has continuously been negative in its history
8. The major weakness of Spotify is that it has in all its history always
faced negative net income
8
• Payments to right holders make up approx. 62% of
Spotify’s expenses
• 70% of total revenues go to right holders
• 74% of free users only contribute to 10% of
Spotify’s revenue in 2014
• 26% Premium users contribute to 90% of
Spotify’s revenues in 2014
Challenge Solution Result
The Guardian (2015), http://www.theguardian.com/technology/2015/may/11/spotify-financial-results-streaming-music-profitable
756
486
Payments to right holders Fixed costs
0%
20%
40%
60%
80%
100%
Share of free / Premium subscribers Share of revenue they contribute
Premium users Free Users
Number of customer types and their according
revenue generated in 2015
Cost structure of Spotify in 2015 [in €M]
9. 9
Challenge Solution Result
Challenge Solution Result
Spotify
Memberships
Spotify
Ticketing
Spotify
Sessions
Convert Spotify’s users
into paying members
Either paying 1€ to
extend trial period or
paying 10€ to subscribe
The premium service
does not add enough
value
Spotify is not appealing
enough for right holders
Offer a ticket selling
service with benefits for
subscribers and artist
Offer live streams of
festivals/sessions
only for subscribers
Executive summary
• 5,5m new premium subs
• 32m new basic members
• generating €365,2m
• 2,8m new premium subs
• generating €184,29m
• 1,09m new premium subs
• generating €65,448m
11. • A different pricing structure will allow Spotify to increase
the subscriptions
• Increasing subscription price is too risky
• Decreasing subscription price does not meet our goal
• Partnering (joint-ventures, M&A or IPO) does not solve
profitability problem
• Spotify must work on its attractiveness for right holders
and subscribers
• Organizing own festivals and adding music videos would
be too expensive (huge server costs)
11
Change pricing
structure
Increase of
attractiveness
Livestreams
Ticketing
solution
Free version
Premium
version
Break Even Partnering
Joint-Ventures
M&A
VALUATION
Challenge Solution Result
Organizing own
festivals
IPO
Adding videos
Spotify must improve its pricing structure as well as increase its
attractiveness in order to reach the main objective; break-even
18. Ten percent of the current free users subscribing for Spotify
will increase its revenues by 358,4ml € within the next 3 year
18
Challenge Solution Result
75 million
users
20 million
premium subs
55 million
free users
Assumption: Spotify’s revenue in 2015: €1.428bn
• Revenue from premium subs: €1.296bn
• Revenue from free users: €132m
Old pricing strategy New pricing strategy
55,5 million
users
25,5 million
premium subs
32 million
basic members
Assumption: Spotify’s revenue in 2018: €1.7932bn
• Revenue from subscriptions: €1.6524bn
• Revenue from basic members: €140,8m
+ €365,2m
23. * 11% for the first 50’000, and then 6%
General idea
• Possibility for the artists to sell tickets via Spotify
• Spotify will offer the service for a 7% profit margin
• Negotiation (tickets available two days in advance)
Challenge Solution Result
23https://seatgeek.com/tba/music/concert-ticket-fees/
Spotify is able to position itself as a cheap and smart solution for artists
to sell their concert tickets – giving an incentive for users to subscribe
0
5
10
15
Ebay*
Spotify
Ticket Network
Ticket Liquidator
Vividseats
StubHub
Ticketsnow
Razogator
Profit margin of various online ticketing providers
Detailed concept
• Everyone is able to buy tickets through the platform
• Only subscribers will have access to the pre-sale
Consequence
• Incentive for users to become subscribers
25. Spotify can implement the ticketing without incurring high costs
25
Challenge Solution Result
Software development*
§ Focus the development task force on the software
Sales
§ Adding ticket possibility in pre-existing contracts*
§ Creation of ticketing departments
Marketing*
§ Marketing through social media and press releases
Expenses and
resources
allocation for
Spotify Ticketing
Total cost
per year =
€1,225,760
* These tasks are going to be implemented by already existing employees – therefore there is no additional costs
33. 33
Challenge Solution Result
• While recorded music
revenues are going down, live
music revenues are growing
• Rising number of festivals and
concerts with better
technology and new formats
Live music revenue is hugely growing, so are concerts and festivals
Trojan360 (2014), http://www.trojan360.com/the-power-of-live-music-2/
Growing live music revenues
34. 34
• Tomorrowland biggest
electronic music festival
in the world
• Grew 4500% in
attendance since its
inception in 2005
• Very young audience,
same as Spotify
• Online livestreams so far
for free
Electronic music festivals such as Tomorrowland are a success story
34
Challenge Solution Result
0
50.000
100.000
150.000
200.000
250.000
300.000
350.000
400.000
450.000
+4500%
20152014201320122010 20112007 2008 20092006
Attendance Growth Tomorrowland
Dancing Astronaut (2013), http://www.dancingastronaut.com/2013/07/through-the-looking-glass-the-history-of-tomorrowland/
YourEDM (2015), http://www.youredm.com/2015/07/16/tomorrowland-past-present-future/
37. Spotify can implement the ticketing without incurring high costs
37
Challenge Solution Result
Software development*
• Forming a developer squad to develop livestreaming
software
Sales
• Hiring new salespeople
• Negotiate exclusive livestream deals
Marketing*
• Marketing through social media and press releases
Total cost
per year =
€5.184m
Expenses and
resources
allocation for
Spotify Sessions
* These tasks are going to be implemented by already existing employees – therefore there are no additional costs
41. 41
Challenge Solution Result
Challenge Solution Result
Spotify
Memberships
Spotify
Ticketing
Spotify
Sessions
Convert Spotify’s users
into paying members
Either paying 1€ to
extend trial period or
paying 10€ to subscribe
The premium service
does not add enough
value
Spotify is not appealing
enough for right holders
Offer a ticket selling
service with benefits for
subscribers and artist
Offer live streams of
festivals/sessions
only for subscribers
Executive summary
• 5,5m new premium subs
• 32m new basic members
• generating €365,2m
• 2,8m new premium subs
• generating €184,29m
• 1,09m new premium subs
• generating €65,448m
42. We identified the risks of mainly having too little impact
that have to be taken into account
Risk Probability Impact Mitigation
• Too few free users
subscribing
• Users going to the
competitors
• Further improvement of Premium version
• Still offering functions and services that
competitors do not
• Customers do not buy
tickets via Spotify
• Artist do not want to sell
their tickets via Spotify
• The platform is user-friendly and they can
buy tickets in advance
• Profit margin is lower and Spotify also offers
promotion through the platform (feeds)
• Users prefer to watch
concerts live
• Artists won’t risk to loose
income from concerts
• Premium offer – even if users didn’t want to
use it – will still buy it
• Installed measures will give additional
incentives and special deals to artists
Low Medium High
Spotify
Memberships
Spotify
Ticketing
Spotify
Sessions
Challenge Solution Result
42
43. Our solution will achieve a break-even until the end of 2018
43
Corporate P&L (million €) 2015 2016 2017 2018
Revenue
Base revenue
Extra revenue from Spotify Memberships
Extra revenue from Spotify Ticketing
Extra revenue through margin
Extra revenue from Spotify Sessions
1428
-
-
-
-
-
1682,783
1428
146,08
90,72
4,083
13,09
1888,748
1682,783
127,82
54,432
4,083
19,63
2053,139
1888,748
91,3
36,288
4,083
32,72
(Cost)
Fixed Costs
Royalties
Extra Labour
Partnerships
(1607,1)
(607,5)
(996,6)
-
-
(1791,85786)
(607,5)
(1177,9481)
(1,40976)
(5)
(1936,0336)
(607,5)
(1322,1236)
(1,40976)
(5)
(2051,10706)
(607,5)
(1437,1973)
(1,40976)
(5)
Operating income (179,1) (109,0786) (47,2856) 2,03194
(Corporate Tax of 22% ) - - - 0,4470268
Net income (179,1) (109,0786) (47,2856) 1,5849132
Net income margin (12,5%) 0,077%
Challenge Solution Result
Trading Economics, http://www.tradingeconomics.com/sweden/corporate-tax-rate
54. The USP of Spotify is its large user base as well as new opportunities in
the sale of concert tickets online
54
▪ User base comprises
75M people
▪ Contracts with
multiple right holders
on global scale
▪ Technology enabling
instant music
experience as if
saved on hard-drive
▪ Potent and dedicated
investors
▪ Brand partnerships
Strenghts Weaknesses Threats Opportunities
▪ Spotify has never
generated a net
profit so far
▪ Free customers
contribute less than
10% p.a. of revenues
▪ Only 25% of
Premium users
generate 90% of
revenues
▪ Artists are
withdrawing their
songs from streaming
platforms due to low
payment
▪ Development of
Spotify hindered due
to compulsory
contracts with right
holders
▪ Music streaming
outperforms
download of songs
and albums
▪ In parallel, the
concert market &
thus also the online
sale of tickets is
booming
64. Back up – Ticketing implementation plan
64
Challenge Solution Result
Offer the service to major artists first
• Own world tours – at least 60 Stops
• Music Award Nomination
• Strongly followed on social media
• Strongly followed on Spotify
• Big profit from album
• Since spotify is able to segment its
customers, when a world tour is up, the
service will be able to advertise the event in
the country/area
• Major artist usually fill up big concerts hall,
therefore we can profit more - having a 7%
profit margin
65. Back Up – Implementation of the two new offices
65
Challenge Solution Result
Creation of one offices in the USA and Europe:
- Two partner implementatoion project manager 105’208 € / year
- 18 external relations and sales 56’400 € / year
- Support is going to go through Spotify
- Already existing product development department is going to work on this
Total cost per year = 1’225’760 €
66. Benefits for the artist
66
Challenge Solution Result
Revenue benefit for the artist
• Spotify has a profit margin of 7% instead of
the average 11,5 % in the ticketing industry
• 4% additional profit margin for artists
• Average seats per concerts: 13’000
• Average ticket price for main artists: 83 $
• 173 concerts minimum per year
13’000*0,1*83$*0,04= 4316$
4316$/0,0052 = 828’406 additional streams
4316$*173 = 764’668$
= additional 1’066’669$ of revenues if only made
by spotify
67. Back Up - Spotify has to make its service appealing for right holders
67
Streaming service payout Urgent needs
Streaming platforms are not
profitable for right holders
• Between 0.006 and 0.0084
each time a song is played
• Between 6 and 8 when a title
is heard 1000 times
• Royalities paid by Spotify are
very low
• To equal 1 iTunes purchase,
135 plays in Spotify are
needed
• To equal the selling of an
album, a song needs to be
palyed 47’680 times on
Spotify
• Since 2013 piracy has started
to decline
• Make the service more
appealing for right holders
• Offer better compensation
• Offer new services from
which the artist can gain
Challenge Solution Result
68. Back up – What do artists gain
68
Challenge Solution Result
Comparison Between Spotify and other streaming services
Spotify profit margin: 7%
Total revenue per concert*: 1’014’260 €
Artist revenue after ticket costs: 943’261 €
Ticketing expenses: 70’998 €
Average competitors profit margin: 11,5 %
Total revenue per concert*: 1’014’260 €
Artist revenue after ticketing costs: 897’620 €
Ticketing expenses: 116’639 €
* A concert with 13’000 tickets sold at a price of 83 USD
Difference in expenses = 45’695 €
Assuming that a world tour has 70 stops an artist could save up to 3’194’919 €
69. 6969
Back Up – Ticket Implementation
Challenge Solution Result
Contracts
Software
Development
New
Department
Instruction of
Existing
Employees
Start Offering
the Service
• The possibility of the
ticketing service is added
to the existing contracts
• The terms will include
7% profit margin and the
possibility for the artist
to target potential
purchasers
• The task of
integrating this
feature in the
already existing
softars is given to
programmers
already working
for Spotify
• 20 people are hired to
support the relations with
the artists in this sense
• The Department will be in
New York
• Already existing
employees –
especially from
the client support
deparment are
instructed on how
to solve certain
issues
71. Spotify can implement the ticketing without incurring high costs
71
Challenge Solution Result
• Contracts related expenses
• Software related expenses
• Marketing related expenses
Expenses of the ticketing implementation Type of cost Level
Adding ticket possibility in pre-existing contracts Low
Focus the development task force on the software Low
Marketing through social media and press releases Low
Creation of ticketing departments in USA and Europe Medium
-High
Main expenses: Creation of one office of 20 people in the US
Total cost per year = 1’304’000
75. Backup - Why no videos
75
Challenge Solution Result
• Huge storing costs (livestreams are not stored after – another reason why you have to be premium)
• We don‘t want videos that other platforms have
• VEVO won‘t allow exclusive videos outside of their platform
76. 7676
Backup - Impact
Challenge Solution Result
- Only Axwell Λ Ingrosso Livestream from Tomorrowland 2015: 2‘000‘000 livestream viewers
- With 2 other big festivals per year + a range of exclusive artist sessions:
- 6’000’000 * 0.1 + 3’300’000 * 0.09 = about 1,09m new subscribers
Estimated 1,09m new subscribers after the first year, growing together with number of new
exclusive festivals and growth of festivals
77. Backup - Spotify Sessions Costs
77
Challenge Solution Result
Hiring new salespeople:
• 1 US, 1 Europe around 92’000$ each / year
Livestream partnerships:
• Two big, range of small ones around 5 mio. $ / year
Total cost per year = 5’184’000 $
-> However, these costs are shrinking after the livestream software is finished, since it will be cheaper to make exclusive
partnerships because we offer way more.
78. 7878
Backup - Implementation
Challenge Solution Result
Livestream
software and
brand
awareness
Acquiring fast
and big
partnerships
Broad
expansion
• First integrating festivals and
sessions with already
existing livestreams to keep
costs low and make
livestream partnerships
• Develop own livestream
software through developer
squad and rise as music
livestream brand through
existing partnerships
• Then expanding onto
festivals and big concerts
without any livestreams
79. Backup – Benefits for festivals
79
Challenge Solution Result
Better quality (example:
Tomorrowland)
Added audience for festivals
(big number of Spotify
premium subscribers)
Audience is exactly the one
that wants to be reached by
festivals
Already paying subscribers:
chances higher that they
could also buy a ticket for
the next festival
Association to
brand of Spotify
80. 8080
Backup – Sessions Pricing
Challenge Solution Result
• Sales and marketing expenses
• Software development
Expenses of Spotify Sessions Type of cost Level
Forming a developer squad for Spotify Sessions Low
Marketing through social media and press releases Low
Hiring new salespeople to negotiate exclusive
livestream deals with biggest festivals using existing
salespeople
Medium
-High
Main expenses: Hiring new labour and exclusive livestream deals
Total cost per year = 5’184’000