imprint - business model rev

8/19/2019 Imprint - Business Model Rev

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INNOVATION & LEADERSHIP

Semester-VI

{Domestic Business Management

Su!mitte" !#$

Mo%amme" ameen

Lecture$ Mr' Eri( Prins


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Intro"uction

Marketing Strategy is a progression that can permit an association to focus its restricted assets on

the best chances to expand deals and attain to a feasible point of interest. An advertising system

ought to be fixated on the key idea that CUSTOM ! loyalty is the principle ob"ective. Advertising

procedure is a system for centering an association#s energies and assets on a game plan $hich can

prompt expanded deals and predominance of a focused on business corner. A sho$casing techni%ue

consolidates item improvement& advancement& circulation& evaluating& relationship administration

and different components' distinguishes the company#s advertising ob"ectives& and clarifies ho$they $ill be accomplished& in a perfect $orld inside an expressed time span. The expression

(advertising blend( $as initially utili)ed as a part of *+,- $hen eil /orden 0*+,-1& in his

American Marketing Association presidential location& made the formula thought one stride further

and authored the expression2sho$casing sho$casing blend(. A noticeable advertiser& 0MCCA!T34

*+561& proposed a 7 8 characteri)ation in *+9:& $hich has seen $ide utili)e. The four 8s ideas are

clarified in most promoting cmyse books and classes.


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BA)*+RO,ND

A small brief about M4 0T AM1 family business;2

IMPRINT S an" .atar/s Mar(et

? !T@S@ industry has turned into one of the %uickest developing in every$here

throughout the bay collaboration gathering 0 CC1 nations. The span of ? !T@S@

market has come to

hypermarket portion $as moderately little contrasted $ith the ma"ority of the CC nations&

ho$ever the recognition no$ have changed as a great deal number of Advertisers have been pleasing in the nation#s business 0CA8@TAF B:*B1. @M8!@ T=S A>? !T@S@ gathering is one of

those Advertiser bunches $hich are celebrated all through ? !T@S@ business for over B, years. The primary A>? !T@S@ advertise $hich $as a

little basic supply $as made in *+66& $hich later extended to a greater business. They have been

extremely no doubt understood for their great client administration& best value gave best %uality and

$orth given to the clients 0@M8!@ T=S A>? !T@S@ !OU8 B:*71. >espite the fact that they

have been surely understood for those %ualities& the general clients have been diminishing and

footfalls of ne$ clients are like$ise moderate.


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Gurther to this research an idea on relationship marketing and @M8!@ T=S A>? !T@S@

Eould be highlighted and to give an insight to present situation it can be said that @M8!@ T=S

A>? !T@S@ has segmented its customer in the follo$ing $ays;2

➢ )onsi"erate nee"s an" 0re1erences o1 ),STOMERs 22 3aving CUSTOM ! goods& and

electronic items of all price ranges clothing as $ell as day to day household commodities

➢ )ategori2ing customers !ase" on t%eir nee"s an" 0re1erences 22 Customers $ith similar

needs and preferences are included in this segment.

➢ Targeting t%e 1ragment t%at t%e com0an# can !est meet t%e nee"s an" 0re1erences o1 2

The Company targets the customers& of $hich it can meet the needs and preferences. @.e.

customer needs higher2 strength or lo$ price.

➢ )3assi1#ing t%e commo"it# 22 Though being a commodity product& branding is important

for a company. The company positions its brand among Architects and /uilders rather than

household individuals


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EMPATH4 MAP

5inning as0iration


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Any organi)ation should have a focus on $hat they need to achieve in order for their company to

reach greater heights& as for @mprint their aspiration should be higher sales compared to previous

records and the estimation the ne$ innovative approach of e2marketing $ould bring in & the steps

are to see $here they stand in the market compared to he competitors & ho$ much sales they

achieved and ho$ much is re%uired to get ahead of them $hile keeping the customer satisfaction

intact & the ne$ idea ho$ far $ould it be successful and the target to be achieved should not only be

a means of earning more profit but sustaining in the market $hile benchmarking their standards to

other future entities

5e!$ %tt0$66777'manna2'com6en6insig%ts6ma(e-t%e-rig%t-c%oices-to-create-a-7inning-strateg#6


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TRENDS IN THE )ONTE8T

INNOVATIVE STRATE+4

,SE THE BEST9 INVENT THE REST

The outcome of @mprint Advertisers prove that Speed and agility come from reali)ing $e don=t have

to invent everything ourselvesHeither the approach or the innovation itself. Ehen going after

breakthroughs& it=s essential to dismiss the (not invented here( stigma& There=s no shortage of tools

and templates out there. The strategy is to use the bestHlike the one2page /usiness Modeleneration tool and then adapt it or combine it $ith other approaches that $ork $ithin the specific

company context. Same goes for @mprint in adapting 2commerce or 2marketing in the means of

the innovation itself. The most innovative companies don=t al$ays $ait to build a ne$ technology

themselvesHthey look outside& find $hat exists& and then go from there.

@n the present stage @mprint is focused on pushing entrepreneurial thinking and practices into the

places they=re needed the most 0the internet era1 H a (culture of innovation( 0though it can be the

by2product of these efforts1. Their plan or proposed strategies combine strategic thinking $ith the practical tools re%uired for driving for$ard ne$ products& services& and strategies& all focused first

and foremost on leapfrogging to the next big thing


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Business mo"e3 1or Internet !ase" E-Mar(eting Intro"uce" 1or Im0rint A":ertising

;Inno:ati:e A00roac%<

There are different definitions of business models $ith different focus. According to Afuah

0B::71& a business model is a frame$ork for making money. @t is the set of activities& $hich

@mprint p e r f o r m s & ho$ it performs them and $hen it performs them so as to offer its

customers benefits they $ant and to earn a profit. The definition of business model refined by

Oster$alder is applied in this paper; /usiness model is a conceptual tool containing a set of

ob"ects& concepts and their relationships $ith the ob"ective to express the business logic of a

specific @mprint. Therefore $e must consider $hich concepts and relationships allo$ a

simplified description and representation of $hat value is provided to customers& ho$ this is

done and $ith $hich financial conse%uences. 0Oster$alder A. I 4ves 8.& B::,1

Traditional business models are transforming or developing to better exploit the opportunities

enabled by technological innovations 0Adamantia .8. I eorge M. . B::71. The emergency of

2Commerce re2constructs the traditional value chain and brings companies various innovative

choices of business models. Admittedly& the topic of business model led to a lot of publications

by "ournalists& business people& consultants and academics. @t is discussed in various different


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domains& such as 2Commerce& information systems& strategy& and management.


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E-Business mo"e3 onto3og# a re1erence on %o7 Im0rint can Intro"uce E-!usiness

The goal of this sections is to revie$ the 2/usiness model ontology proposed by Oster$alder inorder to define an approach that brings 2/usiness model literature one step further& by providing

a more rigorous methodology that defines the essential concepts in 2/usiness models and sho$s

the relationships bet$een them for @mprint.

2/usiness model ontology highlights the relevant 2/usiness issues and elements @mprints have

to think of& in order to operate successfully in the @nternet era. Ontology is a rigorously

defined frame$ork tha t provides a shared and common understanding of a domain that

can be communicated bet$een people and heterogeneous and $idely spread application systems

0Gensel& B::*1. This formal approach is necessary f o r @ m p r i n t in order to achieve the

business model advantages.

=igure >-> 2/usiness model frame$ork 0Oster$alder& B::B1


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The 2/usiness model ontology established by Oster$alder is founded on four main

pillars& $hich are product innovation& customer relationship& infrastructure management and

financial aspects& as sho$n in Gigure B2B.

0i1The 0ro"ucts an" ser:ices9 7%ic% @mprint offers& representing a substantial value to the

customers& and for $hich they are $illing to pay.

0ii1 The in1rastructure an" t%e net7or( o1 0artners that is necessary in order to create value and

to maintain a good customer relationship.

0iii1 The re3ations%i0 ca0ita3 the @mprint creates and maintains $ith the customers& in order to

satisfy them and to generate sustainable revenues.

0iv1The 1inancia3 as0ects & $hich are transversal and can be found throughout the three former

components& such as cost and revenue structures.


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THE =our P/s O= IMPRINT ADVERTISERS

The insinuation of using this in this research relates to its importance of shaping and exploring the

opportunities $ithin the idea of change in marketing strategy The four 8#s of marketing 078#s1mentioned here are a set of tools that help companies gain advantage $ithin the marketplace. The

78#s are put in place to help maximi)e a product#s potential. the main strategy for change of

marketing strategy $ould be focused on these 7 p=s & a change in this $ould bring the change and

success $e are expecting to imply for @mprint Advertisers

ssentials of the marketing mix are often referred to as #the four 8s#;

•

Pro"uct - A tangible ob"ect or an intangible service that is mass produced or manufacturedon a large scale $ith a specific volume of units. The products offered in the mentioned

@mprint deals $ith the line of advertising printing and embroidery depending on the

re%uirement of the organi)ation or private needs of a customer& the high end %uality products

are a milestone for the @mprint as they are in the line of business for more than B decades

•

Price ? The price of each product depends on the market value and the %uantity re%uired& the prices offered are competitive and best in the market compared to other competitors and the

value offered is incomparable

http://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Mass_producedhttp://en.wikipedia.org/wiki/Pricinghttp://en.wikipedia.org/wiki/Mass_producedhttp://en.wikipedia.org/wiki/Pricinghttp://en.wikipedia.org/wiki/Product_(business)


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• P3ace ? 8lace represents the location $here a product can be purchased. @t is often referred

to as the distribution channel. @t can include any physical store as $ell as virtual stores onthe @nternet. This is $here imprint has an advantage they are located at a very convenient

point of location $here customers are able to reach and contact and the ne$ initiative is to

have a online medium started $here the availability is increased to a number of a people

$ho can reach them at anytime for any re%uirement and place order as $ell .

• Promotion 2 represents all of the communications that a marketer may use in the

marketplace. 8romotion has four distinct elements; advertising & public relations & personal

selling and sales promotion . The best medium is the portfolio developed and ads and radio

shout outs and the $ord of mouth from one org to another. The offered price discounts and

values varies from organi)ation as such they have attractive elements to promote their brand

of advertising form keeping in mind the sales as $ell as public demandSource2 0MCCA!T34 *+561

J FA/O!AT > A > MO! @ GO!MAT@O 8!O?@> > @ A88 >@K J

http://en.wikipedia.org/wiki/Distribution_(business)http://en.wikipedia.org/wiki/Distribution_(business)http://en.wikipedia.org/wiki/Promotion_(marketing)http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Public_relationshttp://en.wikipedia.org/wiki/Public_relationshttp://en.wikipedia.org/wiki/Personal_sellinghttp://en.wikipedia.org/wiki/Personal_sellinghttp://en.wikipedia.org/wiki/Sales_promotionhttp://en.wikipedia.org/wiki/Sales_promotionhttp://en.wikipedia.org/wiki/Distribution_(business)http://en.wikipedia.org/wiki/Promotion_(marketing)http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Public_relationshttp://en.wikipedia.org/wiki/Personal_sellinghttp://en.wikipedia.org/wiki/Personal_sellinghttp://en.wikipedia.org/wiki/Sales_promotion


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M,ST HAVES AND SHO,LD HAVES

M4 ;TEAM< t%oug%t1u3 Insig%t on some 1acts regar"ing Re3ations%i0 Mar(eting 0art o1 ne7

B,SINESS MODEL =OR IMPRINT

@'To !e t%e 1irst c%oice among customers ;E-mar(eting an" Socia3 Me"ia<

Clients are getting a $ide cluster of decisions to pick their alternatives and make evaluative buys.

>irect buys are in fe$er re%uests no$ a days and the $eb sho$casing is taking their spots. @n the

business sho$cases additionally& eye2to2eye exchanges are getting supplanted via messages and $eb

re%uesting.

>' )orre3ating an" ,n"erstan"ing c3ose3# a!out )ustomer Necessities$

Shoppers need to be transformed into Customers. This reality needs to be seen by the organi)ations

as %uick as could reasonably be expected in light of the fact that the clients truly don#t need the

connections' they $ill go to those organi)ations that $ill issue them more esteem. All things

considered& it=s about the organi)ations that need to go close to the clients and look for associations$ith them so as to procure their hobbies from heart and from their pockets. This method is adopted

by @mprint since the beginning

' Speaking to the brand before the clients;


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To control the data stream to and from the organi)ation and to give the name before the clients in

such a path& to the point that& it generally $ill stay in their psyches.

7. Organi)ations don#t control the offering methodology& ho$ever the client does;

o$ days the clients don#t make a fuss over the cost yet they need the best advantage for their cash&

be it useful or passionate.

9. Try not to make overcomplicated system& ho$ever attempt to fabricate them creatively;

This signifies (>on#t do diverse things yet attempt to do things another $ay.( Simply don#t make

confused limited time and different pro"ects $hich $ill ricochet over the leaders of the clients&

rather if conceivable make them $ith imaginativeness and publici)e them all the time so that the

clients $ill perceive them and trust me& they may very $ell follo$ itL

@mprint ought to focus on building up a brand methodology building and securing connections in

vie$ of components of individual esteem that could prompt duty and this could be achieved closelythrough the innovative approach of 2Marketing*.


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EMPATH4 MAP EVAL,ATION

T3 ?AFU C! AT > /4 CO >UCT@ ?AFUAT@O 3 F8S TO A AF4S A >

ASS SS T3AT T3 /US@ SS >S @M8!O? M T @ O!> ! TO > ? FO8 A >

S !? / TT !& ?AFUAT@O OG T3@S STU>4 CA / GOU > / FOE 2

COM@ TO @M8!@ T=S A>? !T@S !S& E MT3O>S A > M A S OG A>? !T@S@

US S A! A?A@FA/F @ T3 AM! T E3@C3 3AS TO / MA> A?A@FA/F TO T3

CUSTOM !S

! OM A > F@ A/@F@T4 TOEA!>S @M8!@ T


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T3 ?AFU 8!O8OS@T@O > S@ / FOE EOUF> ! A!> T3AT T3@S M T3O> OG

@ TO!>UC@ A > ! ?AFUAT@O 8!O>UCT MA! T@ A > @ O?AT@O

ST!AT @ S EOUF> 3 F8 T3 M @M8!O? MO! A > A@ MO! /US@ SS A >

M ! T3 / ST @ T3 MA! T


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),STOMER INSI+HTS AND ASS,MPTIONS ON NE5 ),STOMERS

The four pillars of 2/usiness model are further decomposed and explained in details in the

follo$ing part of this chapter.

8roduct innovation

8roduct innovation& $hich is the first pillar of the frame$ork& covers all product2related aspects.

The main elements are the :a3ue 0ro0osition @mprint $a nts to offer to specific target

customer segments and the ca0a!i3ities Im0 ri n t has to be able to assure in order to

deliver this value& as sho$n in Gigure B2- 0Oster$alder B::B1.

=igure >- ?alue proposition 0Oster$alder& B::B1


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Va3ue 0ro0osition refers to the value @mprint offers to a specific target customer segment. @CT

has created many ne$ opportunities for value creation and made value creation more efficient.

This opens up three $ays of differentiation from competitors. Girstly& innovation through ne$&complementary or customi)ed offerings. @CT allo$s @mprints to include strong and ne$

information components into their offerings or in some cases even completely digiti)e their

products. Through mass customi)ation 08iller et al.& B:::1 for example& @mprints can propose

value tailored to the profile of every single customer. Secondly& a lo$er price than the

competition can be provided. Cost savings achieved through optimi)ed infrastructure

management or direct selling over the @nternet 0/en"amin et al.& *++,1& can be passed on to

customers in form of lo$er price tags. Thirdly& a premium customer service level andcustomer relationship excellence can be achieved. @CT allo$s @mprints to propose a $hole ne$

range of and often free services that enhance the value of the core offering 0Oster$alder& B::B1.


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=igure >-C Capabilities I resmyces 0Oster$alder& B::B1

)a0a!i3ities . To deliver the right value proposition to the right customer segments& @mprint

must ensure that it possesses the range of capabilities that underpin the proposed value. Several

authors describe ho$ value and competencies or capabilities are interconnected 0/agchi et

al.& B:::' Eallin& B:::1. Capabilities can be understood as repeatable patterns of action in the

use of assets to create& produce& and or offer products and services to a market 0Eallin& B:::1.


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B,SINESS PATTERNS

Gostering Creativity

Management at @mprint /elieves that @nnovative strategic planning involves allo$ing employees to

take some risks. @f it strives to streamline operations& reduce product errors and eliminate $aste&employees need the time to thoroughly analy)e policies& procedures and processes. /usiness

personnel trained in using %uality management techni%ues such as the Six Sigma methodology

assess $ork flo$ using tools such business process mapping and root cause analysis.

Maintaining a >iverse Eorkforce

@n a place like Ad agency and particularly @mprint $hich plans to move innovatively to the 2

market they need to ensure they have the personnel to support the business functions. To ensurelong2term success develop robust plans to recruit& intervie$& hire and retain the best employees for

the "ob. /y developing comprehensive programs using innovative methods& such as social media

technology& employers reach out to potential employees and attract ne$ talent to solve complex

business problems. Companies use $ikis& blogs and forums to communicate $ith candidates to

learn about their potential.


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AN ESSENTIAL )OMPONENT O= =RESH 5AT)HIN+ -

Time management ;Essentia3 )om0onent o1 Im0rint<

@f the company subordinates have self2motivation skills& it $ill al$ays lead to development.

xample $hen $e are in school& if $e don=t get good grades at first then $e need to have self

motivation skills to study more seriously so that $e can get good results next time. And if $e are

able to ac%uire this skill then $e can later transfer this skill in different place in $orkplace so that

$e $ould be able to do bring positive change and receive benefit from it. @n other hand& time

management is very important skill that everybody should possess because if $e can=t be able to

manage time then $e can=t do anything. The best $ay to serve clients is to provide them their order

in time and perfections $ithout delay this develops a sense of belief and trust among the customer

and clients in form of reliability. This is e%ually important for my kno$ledge and @nnovative

development. As $ell as& if $e can be able to manage time then it $ill help us in future. As

everyone kno$s time doesn=t $ait for anybody and once the opportunity is gone then the same

opportunity never comes back again. And to be successful in life $e need to be able to kno$ the

importance of time. xample $hen $e have to attain some meeting and $e if $e don=t be able to be

in time $e $on=t be able to discuss about the sub"ect and conclusion. So it is very important to havetransferable skills and $hich $ould benefit us and to other people as $ell.


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),STOMER DIS)OVER4

T3 GOFFOE@ @> A 3AS TO / A>O8T > /4 @M8!@ T G!OM T3 8! ?@OUS A >K@ST@ CUSTOM ! /AS


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S S OG SAT@SGACT@O E3@C3 @S AF! A>4 AC3@? >& E3 A E ? TU!

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> FA4 EOUF> ! SUFT @ T3 CF@ T / @ >@ST! SS >


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REDESI+NIN+ VAL,E PROPOSITION =OR IMPRINT

=igure >- ?alue configuration 0Oster$alder& B::B1

Acti:it# con1iguration . The main purpose of a company is to create value that customers

are $illing to pay for. This value is the outcome of a configuration of inside and outside

activities and processes. To define the value creation process in a business model& the value

chain frame$ork 08orter et al.& *+6,1 and its extension& such as defined by Stabell and

G"eldstad 0Stabell et al.& *++61& are used. They extend the idea of the value chain $ith the value

shop and the value net$ork. Gormer describes the value creation process of service

providers& $hereas latter describes brokering and intermediary activities. @t is in this

component of the 2/usiness frame$ork that such activities are reali)ed as Supply Chain

Management 0SCM1& fficient Customer !esponse 0 C!1& or e2procurement.


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)ustomer s Re3ations%i0

Through the use of @CT @M8!@ T can redefine the notion of customer relationship. Girst& they can

get a feel for and understand the customer by outlining an in1ormation strateg# . Second&

@mprint can exploit ne$ $ays to deliver value and expand reach by covering ne$ and multiple

c%anne3s . Third& they must understand that trust an" 3o#a3t# has become one of the most

important elements in the business $orld 0Oster$alder& B::B1.

=igure >- Customer !elationship 0Oster$alder& B::B1


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=ee3 & Ser:e ;"istri!ution c%anne3s


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Planning

Level Strategy

ArchitecturalLevel

Business Model

Product InnovationInfrastructure management

Customer RelationshipFinancial Aspects

(based on Osterwalder !""!#$%&usiness model framewor'as shown in Figure !

OperationalLevel Business/Market Performance

%Product features%Partnership networ's

isitors anal)sisAd* Revenues + net worth

(,allin -*!"""#

NE5 B,SINESS MODEL TESTIN+ ? =OR IMPRINT THRO,+H A"a0te" researc%

1rame7or(

To summari)e& Oster$alderNs business model frame$ork can be broken do$n into four simple

pillars outlined above& $hich are the QEhat 0product innovation1& the R$ho ‖ 0customer

management1& the ho$N 0infrastructure management1 and the Qho$ muchN 0financial Aspects1.

/ecause the specific features of online social shopping business and limited access to information&

the research frame$ork is adapted to the empirical study based on Oster$alderNs business logic

triangle and business model research frame$ork& as sho$n in Gigure B2*B.

The empirical research frame$ork adapted Oster$alderNs business logic triangle according to my

study ob"ectives. Oster$alderNs business logic triangle focuses on ho$ to design a business

model according to business strategies and implement a business model through business process.

The ob"ective of my study is to analy)e the business model of the case company and compare its

business model $ith its main competitorsNin order to find out the success factors for an online

social company in the fiercer competition. Thus& the focus of my study is to compare business

models and evaluate the performance of business models rather than to design and implement a


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business model. Therefore& the adapted research frame$ork 0Gigure B2*B1 is created.

@t starts $ith business strategies in planning level in order to explain $hy the business model is

designed as it is. Then& in the architectural level& the business models are analy)ed and compared

in four aspects based on Oster$alderNs business model research frame$ork 0as sho$n in Gigure

B2B1 that are product innovation& infrastructure management& customer relationships and financial

aspects. Ginally& in the operational level& the market business performance of the companies is

compared in order to evaluate the success of the business models. Gour indicators in the

operational level are chosen to compare in order to reflect the structure of business model;

product features& partner net$ork& visitor analysis and advertisement revenue as $ell net

$orth in the market 0Eallin& P.& B:::1.

The adapted research frame$ork provides a logic and clear structure to analy)e& compare and

evaluate the business models among companies. Gollo$ing this adapted research frame$ork& the

investigation is conducted through ans$ering the %uestions about on $hat basis the business

model is designed 0business strategies1& ho$ the business models are built and implemented& and

ho$ $ell the business models have performed in the market and $hat lessons can be learnt from

the success or failure of the selected competitors. Girstly& the business strategies of the case

companies and its selected competitors are compared in planning level. ext& the business

models of the case company and its three selected competitors are analy)ed and compared in

architectural level. /ased on Oster$alderNs business model research frame$ork& the business

models of the four companies are decomposed into four pillars so that it is easy to conduct and

visuali)e the comparison.

Thirdly& the market performances of the three selected competitors are compared in the operating

level in order to evaluate the success of their business models. Ginally the result of using this

research frame$ork is to compare the business models in planning& architectural and

operational levels in order to propose some managerial suggestions to @mprint=s for future

business development according to the lessons learnt from its selected competitors.


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Ginancial aspect

@mprint=s Ns revenue model is a combination of the /usiness2to2/usiness 0/B/1& /usiness2to2

Consumers 0/BC1 and Consumer2to2Consumer 0CBC1. /B/ service is the main revenue stream

for @mprint=s. The main income comes from selling advertising placement on the $ebsite and

t he commission from the business partners is paid as a pre2defined percentage of the

transactions $hich take places bet$een the consumers and business partners. Gor /BC& the

services for consumers are free currently but consumers may pay a certain amount of premium

in order to get better customers services in the future. @n addition& @mprint=s also covers CBC

business $here consumers earn money by offering recommendation services to other

consumers. @nfluencers may get a$ards to their excellent recommendations. Although the

a$ards for the influencers are costs for the company& it adds value to the end2consumers and

motivated people to actively participate and loyal to the virtual community.

After the $ebsite launches& the revenues mainly come from the sales commissions from the

business partners. Ehen the customers Nbase gro$s bigger& some companies may be attracted to

do advertising on the $ebsite. @n the future& @mprint=s $ill set up premium account for their

business partners $ho can get more information from the market and the possibility to interact

more $ith the consumers. @n the initial stage of the business& the current revenue stream is still

too small to cover the heavy investment of product development. 3o$ever& @mprint=s h a s

successfully raised some funds from investors to support its technology and business

development.


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To summari)e& the business model of @mprint is illustrated in Gigure 727.

=igure - @mprints= business model analysis


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IMPLEMENTATION AND ROAD MAP

Pro"uct inno:ation ;)OMPARISON AMON+ =IELD )OMPETITIORS<

Although the logic of the products are similar $hich is to build an internet marketing

intermediary bet$een consumers $ith their social net$ork and business partners& the value

proposition& target customer groups focuses and strengths in capabilities are different for the four

companies.

Services are designed $ith focus on different customer segments; .VISIONF s offers location

based services for community' .MEDIA Ns service designed based on the consumers Nne ed s

to facilitate shopping' DE)A,8 enables influencers make money via internet by offering

other consumers recommendation services. @mprint allo$s influencers to share their favorite

$ith their social net$ork and enables consumers to check $hat the other people love.

They proposed different values in the value chain;


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Customer relationship

The four companies use "i11erent in1ormation strateg# to keep close customer relationship.


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The degrees of consumersN 3o#a3t# an" trust are different for the four companies. Girstly&


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Managerial recommendations for @mprint

@n general& @mprint should carefully setup its strategic focuses and read"ust its business

model based on the lessons learnt from its selected competitors summari)ed above.

The logic of @mprintNs product is %uite similar as < media Advertising& $hich allo$ people to

open an online shop $here the can $rite recommendations to others. 3o$ever& @mprint does

not use high commissions re$ards to motive people to do recommendations and

promotions. @nstead& @mprint focuses on personality of the influences and evaluations of

his her fames in the virtual community in order to increase consumers Ntrust on

recommendations. evertheless& good recommendations cann ot create consumerNs needs. @t

is important to propose a uni%ue value proposition according to the actual needs of

consumers. As a mall startup& @mprint should find out and focus a niche market $here the

recommendations are really needed and appreciated by consumers in order to build up its

competitive advantages over the giant online shopping companies. @mprint should focus

on Ginnish market at first and expand to >omestic market carefully after it achieves

success in the local market.

Business mo"e3 1rame7or( Manageria3 Recommen"ations 1or Im0rint

Pro"uct inno:ation Gocus on the real need of consumers and niche market'

Gocus on Ginnish market before expanding >omestically

In1rastructure management >evelop more services for business customers and

develop its partners Nnet$ork' >o OT depend too

much on one affiliate program' Cooperate $ith other

)ustomer Re3ations%i0 Gocus on community development 0cooperate $ith

existing communities1' /uild up trust and loyalty.

=inancia3 As0ects >evelop more revenue streams' 8remium service for

consumers is arguable' Mobile business is promising'

8ossible revenues share $ith other $ebsites.


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At the start of the business& @mprint should invest heavily on product innovation and

development. @t takes time to develop products features in order to deliver value proposition

to the target customers efficiently and effectively. Ehen the products are developed

maturely& companies should focus on building an active online community and a solid

customer base $hich is the fundamental resources for a successful online social shopping

$ebsite. One of biggest problems for @mprint is ho$ to motive people to $rite

recommendations $ithout high commissions re$ards and ho$ to keep the online

community active and loyal. One possible suggestion is to cooperate $ith the existing

communities in the real society& for example& some hobby clubs& such as fishing&

motorcycles& etc. @n the hobby clubs& people have similar interests and they may need

recommendations from others $hen purchasing professional e%uipment=s. @mprint can

consider cooperating $ith some hobby clubs and providing their members an online

platform to share experiences and make recommendations in order to transfer their club

members to @mprintNs virtual community.

Mean$hile& @mprint should develop its business partner net$ork continuously and cooperate

$ith other $ebsites and communities in order to enlarge its consumer bases and broad its

revenue streams. @t is %uite risky to depend too much on one affiliate program. @mprint

should develop more business services to its business partners in order to extend its business

partnership net$ork. Actually& @mprintNs plan to develop deep partnerships $ith big

companies in the future is a very smart strategy.

@mprint should design its revenue model in order to get as many revenue streams as possible in

order to make good profits. At the moment& @mprintNs revenue is mainly from the commissions

of actual sales and selling advertisement. @n the future& @mprint are planning to charge

premium services for business partners. @t $ill also provide premium services for some

consumers $hile some services are keep free for consumers. @t is arguable $hether it makes

sense to charge premium services for consumers $hile all competitors intend to keep services

all free for consumers forever. Gurthermore& mobile services are definitely one of the

promising revenue streams for @mprint. @mprint should consider developing its mobile


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A88 >@K;

GU!T3 ! 3A C@ T3@S STU>4;

Mar(eting miG@' Pro"uct

At @mprint $e mainly deal in t$o categories of marketing solutions.

ATF 0Above the line marketing1 6Creative/TF 0/elo$ the line marketing1 6Outdoor

ATL6)reati:e

As ATF involves creativity and designing so $e provide follo$ing kind of solutions for above the linemarketing.

POS ;Point o1 sa3e<

Gor pos $e design and create follo$ing'

=3#erA single page leaflet $ith graphical designs to reach your brand audience.


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BuntingsColorful buntings $ith brand names printed on them usually on sales points. Make your sale points moreattractive $ith buntings $ith exciting designs $e offer.

8' Stan"A stand like K shape sho$ing the message you $ant to deliver.

Poster8ages displayed on the $alls of sales points making people see and think about the brand they are buying.


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o Hanging 13ag

Broc%uresCreatively designed brochures and business cards for business meetings and personal sales offices


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>' +i:ea7a#s

*e# c%ains

Mugs

+3asses

)3oc(s


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T- S%irts

)a0s

BTL6Out"oor

Outdoor advertising has al$ays been good medium to convey brand messages to the mass audience.Through outdoor advertising you can reach your brand audience more than any of the medium ofadvertising& in outdoor advertising $e offer'

Bi33!oar"s


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o matter if T? channels are changed and radio turned off our outdoor billboards are here to deliver your brand message and captivating the attention of your brand audience $hile carrying your campaign. Eeensure that your message reaches over three million people per month.

The billboards are further divided into t$o main categories

.o 8ermanent billboards

o !otary billboards

@n0ermanent !i33!oar" & $e offer permanent location of billboard $ith permanent structure& and inrotar# !i33!oar"s $e penetrate different market $ith same displays.

Bi33!oar"sSeria3 No' Si2e Site categor# :ie7* B:J9: A& / & A & / Single >ualB -:J+: A& A & / & b Single >ual- +:J-: A& / & / Single7 5:J5 A& / & / Single >ual

*7J76 / & / Single >ual

Mo!i3e !i33!oar"s

5%# mo!i3e !i33!oar"s

According to an independent survey conducted by AFFU8 follo$ing results $ere found about mobile billboard advertising.


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o +* of people notice ads sho$n on the sides of vans.o -, said that they $ould look closely at such adso +* of respondents could recall the advertisement days later.

5%at 7e 03an to o11er

The billboards have no$ transformed into roaming billboards. Ee offer mobile billboards $ith our vancarrying your message $herever you $ant from designated routes $e offer. Our vans are $ell capable ofdriving more than 6:: miles a $eek ensuring that more and more customers get to $atch the ads.

Mobile tri2vision

Mobile video billboards

/y using mobile trivision and mobile video billboards the customers not only $atch the ads but also getthe message delivered by you.

Services offered by @mprint also include;

o Advertising campaign operationso Guelo Tollso Uniformed drivers 0client supplied1o 8roduct or literature distribution 0additional charges apply1o @lluminated /illboardso !oute scheduling 0routes determined by client1


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Banners

StreamersUsually used in campaigns and at the time of launching a ne$ product. @t also helps in outdoor marketing&reaching more and more people.

>' Price


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-$ Mo!i3e Bi33!oar"s$-

Gor a standard route $e offer follo$ing prices

Lengt% o1 contract Rates Discounte" rates 1or re0eat customers- days *6&::: day *5,:: day*: days *9&,:: day *9&::: day-: days *9&::: day *,&,:: dayB months egotiable egotiable9 months egotiable negotiable

Note$

• Campaign rates may also vary in accordance $ith geographical locations• Gees or special permits may apply• 8roduction costs vary according to your graphic re%uirements. Ee $ill receive your graphic

designs electronically and $ill have them produced to the specifications re%uirements at our production facility

• Multiple2vehicle campaign contracts may be %ualified for a *: discount rate.


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' P3ace6"istri!utionGor distribution of our services $e got office in these cities of >oha&


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,. Peo03e

8eople at @mprint comprise of;

o creative director o creative manager o copy$riterso ?isuali)erso Skilled laborso

raphic designerso Uniformed >riverso Other staff

Recruitment an" se3ection$

8eople at @mprint are recruited as per the re%uirements of the campaigns. eeping in mind all thecampaign $hich run these days the staff is recruited and directed to the re%uirements of such campaigns.

Your dreams…our


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' Process=or creati:e

Gor creative our process flo$s as follo$s.

@ntroduction of our services to the client

Client briefing about product service

/rief discussion $ith creative director

Media $ork begins

Creative $ork begins


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8roposal presented to the client

>iscussion $ith brand team

Client=s approval

8rinting and output presented to the client

Ginal display of ad campaign


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K' P%#sica3 E:i"ence

)or0orate o11ice'

Printers at work

imprint - business model rev

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