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Sunsilk Brand audit best report "Project of Strategic Brand Audit". Its brand of unilever and well known for hair care all around the world. Student of Marketing specialization programme MBA (2011-2015). The Islamia university of Bahawalpur. Department of Management sciences.
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US: 4th largest wine producer in the world
US: 34th in world per capita wine consumption
Top 8 firms produce more than 75% of all the wine volume
Estimated 2500 firms produce the remaining 25%
Dominance of few large players in the low price market
Greater shelf space & high marketing budget
1990s: Consolidation of retailers and distributors across US
No of distributors fell from 5000 to 250 by 2000
Only 50 to 100 left with access to widespread national distribution
Large retail consolidation in US
Top 10 supermarkets control 55% of the US market in 2000
Majority of producers are focused on low volume/high price to gain maximum return/margin
Distributors are focused on high volume/low price to maximize economies of scale
Near impossible for a new company to establish itself
Low barriers invite more players to wine market
Porter’s five forces analysis
Threat of new entrants – HIGH
Low barriers to entry for new players in wine industry
Firms spent 40% of their expenditures on marketing and distribution
Existing rivalries in industry – HIGH
Total no of wineries in US increased by more than 400%
Glut of grape supply due to low growth in demand
This put downward pressure on price and margins
Bargaining power of Buyers – HIGH
More players are entering the market
Production outstripped demand by 20%
Consolidation of retailer and distributor
Bargaining power of Suppliers – LOW
Wine producers with their own vineyards attempts to control the operations starting from production to distribution
Threat of Substitutes – LOW for Budget
Only 10% people drank wine regularly
Of the remaining 90%, 46% preferred beer or spirits
35% drank alcoholic beverages other than wine
1) Was Facebook’s decision to buy WhatsApp based on sound strategy?
2) What are the risks involved in Facebook’s strategy of acquiring WhatsApp?
3) Should Facebook, alternatively, have entered into a strategic alliance with WhatsApp rather than acquiring it?
Crafting winning strategies in a mature market - US wine marketSaurabh Arora
The Industry Landscape in 2001
US: 4th largest wine producer in the world
US: 34th in world per capita wine consumption
Top 8 firms produce more than 75% of all the wine volume
Estimated 2500 firms produce the remaining 25%
Dominance of few large players in the low price market
Greater shelf space & high marketing budget
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No of distributors fell from 5000 to 250 by 2000
Only 50 to 100 left with access to widespread national distribution
Large retail consolidation in US
Top 10 supermarkets control 55% of the US market in 2000
Majority of producers are focused on low volume/high price to gain maximum return/margin
Distributors are focused on high volume/low price to maximize economies of scale
Near impossible for a new company to establish itself
Low barriers invite more players to wine market
Porter’s five forces analysis
Threat of new entrants – HIGH
Low barriers to entry for new players in wine industry
Firms spent 40% of their expenditures on marketing and distribution
Existing rivalries in industry – HIGH
Total no of wineries in US increased by more than 400%
Glut of grape supply due to low growth in demand
This put downward pressure on price and margins
Bargaining power of Buyers – HIGH
More players are entering the market
Production outstripped demand by 20%
Consolidation of retailer and distributor
Bargaining power of Suppliers – LOW
Wine producers with their own vineyards attempts to control the operations starting from production to distribution
Threat of Substitutes – LOW for Budget
Only 10% people drank wine regularly
Of the remaining 90%, 46% preferred beer or spirits
35% drank alcoholic beverages other than wine
1) Was Facebook’s decision to buy WhatsApp based on sound strategy?
2) What are the risks involved in Facebook’s strategy of acquiring WhatsApp?
3) Should Facebook, alternatively, have entered into a strategic alliance with WhatsApp rather than acquiring it?
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Start-up Stage - Corporate Solutions - Presentation by Jonathan Kurfess, CEO & Founder of Appinio at the NOAH 2015 Conference in London, Old Billingsgate on the 12th of November 2015.
Profile of Maxvue Vision, exporter of contact lenses to over 60 countries world wide. Maxvue manufacture the widest range coloured and costume contact lenses in the world. Our ColourVUE Crazy Lens is No 1 brand in the world for costume lenses segment.
Our Hydrosoft prescription contact lens deliver excellent value for money. Silicone hydrogel level performance for half the price.
Checkout the latest range of products like Maxvue soft colours , enhancement lenses and Maxvue Shades - sunglass in contact lenses.
contact us for enquiry.
info@colourvue-lens.com
Algolia A/B Testing - How Vidressing optimizes their search with A/B testingAlgolia
Having a responsive, relevant search can certainly help drive conversions, but it's often not enough.
Analytics need to give you insights on how your content is performing and inform you on what's next. Learn about A/B Testing helped Videdressing optimize their Search.
New insights from analyzing millions of user data point offer you better perspective on digital and enable you to design a more comprehensive digital strategy for your e-commerce business.
Product Management PowerPoint Presentation Slides is the perfect, and custom virtual tool for management professionals across the world. Our Product management PPT theme features a comprehensive approach and a concise design. The format of this product strategy PowerPoint slideshow is specially developed to showcase all the fundamentals of product management. Pique the interest of your audience by demonstrating your product idea using this product planning PPT template. Take advantage of impressive data visualization tools of product development PowerPoint presentation to elaborate on product strategy and lifecycle management. By the means of our product promotion PPT deck, users can represent the marketing plan including the go-to-market strategy. The neat tabular formats included in this product management marketing PowerPoint theme are perfect to portray competitive landscape analysis. Our product management PPT slideshow assists you in elucidating customer analysis, market potential, sales forecasting, advertising decisions, and channel management. So, download this new product development PowerPoint deck and create a gripping presentation within moments. https://bit.ly/3mfG3a7
Managing a Global Digital Community for Content CreationCrowdsourcing Week
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Similar to Warby Parker + Analysis & Strategic Recommendation (20)
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
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Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
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2. COMPANY HISTORY
2008
2003 - 2008
Launch
Feb 2010
$2500
Seed Investment
MBA
Buy 1, Give 1
Model
Corporate name: JAND Inc. Kerouac
characters Warby Parker =
Warby Pepper + Zagg Parker
Virtual and home try on program
100 employees in 2011, almost 400 by 2014
By 2014, 1 million had been distributed,
in 2016, that number is now 2 million.
After selling 20,000 pairs in their first 3 weeks, In April
2013 opened their first store in New York City’s SoHo
“Designer eyewear at a revolutionary price, leading
the way for socially conscious businesses “
Certified B Corporation since May 2011 (112 / 200)
In May 2011, Warby Parker raised its first round of
funding totaling $2.5 million, followed by $12.5 million in
September 2011, $37 million in Fall 2012 and finally $4
million in Feb 2013.
3. CURRENTBUSINESSMODELCANVAS KEY PARTNERS CUSTOMER
SEGMENTS
VALUE
PROPOSITION
KEY ACTIVITIES
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
- Manufacturing in
China
- Italian family owned
company
- VisionSpring
- Celebrity designers
- Nordstrom - pop up
shop
- B corp
- Men
- Women
- High-End design seekers
- Low price seekers
- Fashion conscious
- Customers seeking
Prescription eye wear.
→ High - end design
→ Boutique Quality
→ 5 days trial for 5
different frames.
→Free Shipping and 30
days Return Policy
→EyeWear at a
revolutionary price point
- Inhouse Design
- Cutting & Assembly
- Online Platform
- In-Store Experience
- Distribution
- Buy 1 give 1 model
- Marketing
- Social Media - Fashion
Blogs, Facebook,
Instagram, etc
- Offline store fronts
- VisionSpring
- Word of mouth
- Social Events
CUSTOMER
RELATIONSHIPS
- Online Sales
- Store front sales
- Design
- Platform (Software and
Maintenance)
- Distribution
- Designers
- Software & Platform
Developers
- Direct
- Loyalty
- Brand Advocacy (85+
NPS)
- Salaries
- Marketing
- R&D
- ECommerce
- VisionSpring Sourcing
4. CURRENTFINANCIALSTATEMENTS
WARBY PARKER:
VALUATION 2015
1.2 billion
ESTIMATED REVENUE
2013: $35 million
2015: $100 million
TRUE VALUE:
It won’t be known until its growth
stabilizes
EV/SALES RATIO:
12 (based on 2015 valuation)
**compares total value of the
company to its sales
PREDICTION:
if they can grow their revenue by 50%
every year for the next 10 years, it
could theoretically generate $5.8
billion in revenue by the 10th year
Net Sales: $434.8 100%
Cost of Sales: ($178.9) 41%
Gross Profit: $255.8 59%
S/M expenses: ($199.5) 46%
O/A expenses: ($32) 7.4%
Income/Expenses $3.8 .9%
Operating Income: $28 6.5%
Total Income+Cost: $(20.6) (4.7%)
Profit before tax: $7.6 1.7%
Income tax: ($10.1) (2.3%)
Net Loss: ($2.5) (.6%)
Net Sales: $100
Cost of Sales ≈ $41
Gross Profit ≈ $59
S/M expenses: ($46) 46%
O/A expenses: ($7.4) 7.4%
Income/Expenses $.9 .9%
Operating Income: $6.5 6.5%
Total Income+Cost: ($4.7) (4.7%)
Profit before tax: $1.7 1.7%
Income tax: ($2.3) (2.3%)
Net Loss: ($.6) (.6%)
Marcolin (millions) Warby (millions)
5. CURRENT ADMIRABLE LEADER
NEIL BLUMENTHAL
“People can copy your model but they can’t necessarily copy your brand. A brand
is a point of view and a world you create.”
Knew from an early age
that - entrepreneurship
was his destiny
“Sometimes you don’t need the newest technology to create the best customer
experience”
After college, craved
the satisfaction of a
direct impact on the
world.
Five-year stint as Director of VisionSpring, a non-
profit social enterprise that trains impoverished
men and women on how to perform eye exams and
sell affordable eyeglasses.
was named a Fellow
for Emerging
Leaders in Public
Service at NYU
Responsible for the
‘buy one, give one’
business model at
Warby Parker.
6. CUSTOMER FEEDBACK RESEARCH
“Frankly, I think I'll only be buying glasses from these guys
from now on”
“Guess who just made my day ..
Warby Parker!” #VIPStatus
Customer focused culture
- Treat customers the way we’d like to be treated
- Create an environment where employees can
think big, have fun and do good
- Get out there
- Green is good
59.2K
82.5K
290K
Followers
“They have a
customer for life!”
“My glasses came two weeks, 3 phone calls and
an email after I placed my order in the store!”
5 out of 100 are dissatisfied with Warby Parker
23 out of 100 are returning customers of Warby Parker
“How likely are you to recommend this company to a friend?”
NPS 85+
“They delivered my glasses 3000 miles away
and then charged me for not returning them!”
7. CURRENT CHALLENGES
Frames Revenue (EUR Millions)
NOT ENOUGH MARKET SHARE
- Small Target Market
- Limitations size and types of lenses
- No options for elders and kids
COMPETITORS
- Luxottica (60% -80%)
- Marcolin, Coastal, Zenni Opticals, Made
Eyewear (price and personalization advantage)
- Local emerging competitors
(China, Japan) - Jins
NOT PROFITABLE
- Limited prescription options
- Numerous storefronts; large expense :
- 8 in California, 7 in NY (47 in US,
2 in Canada)
- Company has become stagnant.
CUSTOMER EXPERIENCE
- One size does not fit all
- Virtual try on does not provide a true fit
- Delayed deliveries
MANUFACTURING
- Don’t own their own manufacturing facility
8. STRATEGIC RECOMMENDATIONS - PIVOT
INCREASE MARKET SHARE MAKE PROFITABLE FIX CUSTOMER COMPLAINTS
Subscription based upgrade program
- Upgrade your eyewear every one
Year (re-cycle the old pair)
- Target Audience - College students
Eye Exam via Mobile App
- eliminates the need for separate
prescription eye exams.
Bifocal/Trifocal lenses
- stable target market
- Target Audience - Baby boomers
Instaframes
- camera-enabled eyewear to record
videos and upload to instagram later.
- Target Audience - Young People
Stop opening Brick & mortar + it’s
expensive and time consuming.
Improve home try on with ready to go
solutions ( 3 Prescription try on eyewear)
Invest in own production (manufacturing
company) will help with further
customization for better user experience
and reduce overall cost of production
Improve speed of delivery with ready
to wear prescription
Improve the online virtual try on
Virtual customer service (automated
customer care dialogue box) for online
queries and purchases.
FURTHER INNOVATION
‘A way to see’ program in partnership with eSight
Developing VR tech for returning sight to the near blind allowing them to go about
their daily lives independently.
In addition to the “buy 1 get 1 model” via VisionSpring
9. STRATEGIC RECOMMENDATIONS - PIVOT
INCREASE MARKET SHARE MAKE PROFITABLE FIX CUSTOMER COMPLAINTS
Subscription based upgrade program
- Upgrade your eyewear every one
Year (re-cycle the old pair)
- Target Audience - College students
Eye Exam via Mobile App
- eliminates the need for separate
prescription eye exams.
Bifocal/Trifocal lenses
- stable target market
- Target Audience - Baby boomers
Instaframes
- camera-enabled eyewear to record
videos and upload to instagram later.
- Target Audience - Young People
Stop opening Brick & mortar + it’s
expensive and time consuming.
Improve home try on with ready to go
solutions ( 3 Prescription try on eyewear)
Invest in own production (manufacturing
company) will help with further
customization for better user experience
and reduce overall cost of production
Improve speed of delivery with ready
to wear prescription
Improve the online virtual try on
Virtual customer service (automated
customer care dialogue box) for online
queries and purchases.
FURTHER INNOVATION
‘A way to see’ program in partnership with eSight
Developing VR tech for returning sight to the near blind allowing them to go about
their daily lives independently.
In addition to the “buy 1 get 1 model” via VisionSpring
p
MAKE IT SUSTAINABLE
100% Carbon Neutral Material
Limit the number of Brick and Mortars
Upgrade Program
Recycle the old pair
Less material waste
Use of more Plant-based and Recycled Material for
products and packaging
Better In-home try on (ready to go) & online customer care
and service.(elimination of showroom requirement)
Use showroom space as an Innovation lab
In-house App based eye exam
‘Buy 1 Get 1’ model - VR headset
(‘a way to see’ program)
CIRCULAR
ECONOMY
1 year warranty
Own Manufacturing Unit
(Customization and Personalisation)
Generate more employment via
VisionSpring(‘a way to see’ program)
10. NEWBUSINESSMODELCANVAS KEY PARTNERS CUSTOMER
SEGMENTS
VALUE
PROPOSITION
KEY ACTIVITIES
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
- Italian family owned
company
- Non-profit
VisionSpring
- Celebrity designers
- Instagram
- eSight
- Existing Customers
- New prescription
customers
- Older generations
- Millennials and younger
generations (Instagram
stories users)
- Visually Impaired people
→ Variable sizes
→ Ready to go
→ Long term customer
retention (Subscription)
→ Instaframes
→ Eliminating eye exams
via mobile phone
application
→ VR to restore sight to
the blind, ‘A way to see’
program
- Manufacturing
- Inhouse Design
- Online Platform
- In-Store Experience
- Distribution
- Buy 1 give 1 model
- Marketing
- News publications and
Outlets
- Instagram
- TV Shows and
commercials
- Social Events
- VisionSpring
- Instore
CUSTOMER
RELATIONSHIPS
- Online Sales
- Store front sales
- App eye exams
- Instaframes
- Design
- Platform (Software and
Maintenance)
- Distribution
- Manufacturing
- Designers
- VR developers
- Software Engineers
- Platform Developers
- Direct
- Loyalty
- Professional
- Brand Advocacy (85+
NPS)
- Salaries
- Marketing
- R&D
- ECommerce
- VisionSpring Sourcing
- Upgrade program
- Bifocals/trifocals
prescription
11. BUSINESSMODELCANVAS-LONGTERM KEY PARTNERS CUSTOMER
SEGMENTS
VALUE
PROPOSITION
KEY ACTIVITIES
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
- Italian family owned
company
- Non-profit
VisionSpring
- Celebrity designers
- Instagram
- eSight
- Virtual Reality
developers
- New prescription
customers
- Older generations
- Visually Impaired people
- R & D
- Manufacturing
- Inhouse Design
- Online Platform
- In-Store Experience
- Distribution
- Buy 1 give 1 model
- Marketing
- News publications and
Outlets
- TV Shows and
commercials
- Social Events
- VisionSpring
- Instore
CUSTOMER
RELATIONSHIPS
- Online Sales
- Store front sales
- App eye exams
- Design
- Platform (Software and
Maintenance)
- Distribution
- Manufacturing
- Designers
- VR developers
- Researchers
- Software Engineers
- Platform Developers
- Direct
- Loyalty
- Professional
- Brand Advocacy (85+
NPS)
- Salaries
- Marketing
- R&D
- ECommerce
- VisionSpring Sourcing
- Upgrade program
- Bifocals/trifocals
prescription
→ Eliminating eye exams
via mobile phone
application
→ VR to restore sight to
the blind, ‘A way to see’
program
Editor's Notes
AMERICAN BRAND Neil Blumenthal, Dave Gilboa, Andy Hunt and Jeff Raider,