Online Diary MANAGEMENT INFORMATION SYSYTEM

Saturday, 15 December 2012

G-FORCE PROJECT

Hello! Hello! Hello!

Okay, hi everybody!

Welcome to our website! It’s been a hot few weeks we did not update it right? But basically we’ve been re-building the site to make it easier to find stuff.

Oh yeah, not to be forgotten, we are WELCOME you to visit our NEW PRODUCT WEBSITE :



ps: This is our screenshot of our website. Just to make you guys feel more excited! 


 We hope you enjoy the site if you are a new visitor or find it more user-friendly if you've been before. So, we hope you enjoy the site and please subscribe to our newsletter to keep up to date on all things. Be sure to watch this space as new work will be added on a regular basis now we promise!
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Thursday, 4 October 2012

Study Case 3 : Soundbuzz's Music Strategy for Asia-Pacific

SOUNDBUZZ’S MUSIC STRATEGY FOR ASIA PACIFIC 





Q1 : Analyze Soundbuzz and its business strategy using the competitive forces models. What strategies did it develop for dealing with competitive forces?

Answer :

There are four concepts of the competitive forces models:
1.New market entrants
2.Substitute products and services
3.Suppliers
4.Customers
In terms of customers, Soundbuzz were really well responded to situation that they faced. When they launched B2C model, they found that because of customers` behavior (customers are seeking to download music freely) they cannot make much margin compared with the time when they used B2B model. So they aim other business as their customers. In terms of products and service, they serviced new encrypted MP3 format which makes them be able to sell music in their web sites. Also, they started to treat the music video contents which never treated on-line before. Finally, they launched ISPs billing systems for customers, which makes customers easily purchase their products.


Q2 : What are the critical elements for an online music service? Using the value chain model, analyze Soundbuzz's business processes.

Answer : 

Administration and Management : Online and Mobile music company.

Technology : Source from local and independent record label and content is secured using digital right management technologies consisting of web server , license server , database server and media server.

Procurement : Internet and finance industries














Q3 : Why did Motorola acquire Soundbuzz? What synergies will be created through the partnership?

Through its MOTOMUSIC service, Motorola has more than two years experience delivering mobile music to consumers with its carrier customers in China, Hong Kong and Taiwan. The acquisition of Soundbuzz allows Motorola to expand MOTOMUSIC beyond China, into India, Southeast Asia, Australia and New Zealand. With well over 90 percent of all digital music content in Asia sold via mobile channels, a level expected to remain in the coming years, Motorola's strength in music delivery will help its carrier customers access this growth opportunity.

The expected timetable for completing the proposed transaction between Motorola and Soundbuzz, future financial and operating results, benefits and synergies of the transaction, future opportunities for the combined company and products, any other statements regarding Motorola's or Soundbuzz's future expectations, beliefs, goals or prospects and any statements that are not statements of historical facts might be considered forward-looking statements. While these forward-looking statements represent managements' current judgement of future events, they are subject to risks and uncertainties that could cause actual results to differ materially from those stated in the forward-looking statements. Important factors that could cause actual results or events to differ materially from those indicated by such forward-looking statements, include:

    1. the parties' ability to consummate the transaction.

    2. the conditions to the completion of the transaction may not be satisfied, or the approvals required for the transaction may not be obtained on the terms expected or on the anticipated schedule.

    3. the parties' ability to meet expectations regarding the timing, completion and accounting and tax treatments of the transaction.

    4. the possibility that the parties may be unable to achieve expected synergies and operating efficiencies within the expected time-frames or at all.

 
    5. revenues following the transaction may be lower than expected.


    6. the retention of certain key employees at Soundbuzz.



4. Explore the Soundbuzz Web site (www.soundbuzz.com). Briefly describe its products,  technology platform, payment methods and revenue model.

PRODUCTS
Providing downloadable music and videos, retailer of selling the music accessories online such as MP3 player, sound blaster, speakers, headphones and web cameras.

TECHNOLOGY PLATFORM
Digital music store, portable device integration, PacNet and SingNet.

PAYMENT METHODS
Online purchase through individual account via credit card such as visa and master card.

REVENUE MODEL
Revenue from partnerships, sponsorships of various kinds in Asia and licensing digital media.

5. Do you think Soundbuzz is successful? What are the things it can do to improve its business model? What can it learn from iTunes?

Yes, Soundbuzz should do synergies, core-competencies and network based strategies to improve its business model. It can learn from iTunes that it software is parallel with its own device like iphone, ipad, and ipod. From this, iTunes had a unique application store only for those devices. Also, the iphone, ipad and ipod user have to download music through iTunes only, so this let iTunes had its own market and also because of the special configuration of the devices.



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Tuesday, 2 October 2012

Study Case 2 : IS iPAD A DISRUPTIVE TECHNOLOGY?



Q1 : Evaluate the impact of the iPad using Porter’s competitive forces model?




Answer : 


     i. Traditional competitors
          • iPad have traditional competitors like notebook, laptop, camera and all hand phone brand especially Samsung because the competitors in market space continuously devise new products, new future in product, more efficiencies.



     ii. New market entrants
          • iPad has become a role model for competitors to enter the market in a way trying to imitate and innovating technology. Wherein, the technology has not evolved due to this factor. For example, Samsung has released E-Book like the iPad. The proof of the sue lawsuit between Samsung and iPad due in terms of size, design and function the same.



     iii. Substitute products and services
          • iPad is not just a phone but covers all the technologies like social hub, games, e-mail and others. For example iPad substitute textbook to e-book which can be brought about elsewhere in iPad applications.



     iv. Customers
          • Customers will have some bargaining power as many content producers are now located online for free. Because of its low price, and consumers still crave something more. Here the important role of pricing, where customers are looking for products that offer the lowest prices and have various advantages in product.



     v. Suppliers
          • Here you assess how easy it is for suppliers to drive up prices. This is driven by a number of suppliers of each key input, the uniqueness of their product or service, their strength and control over you, the cost of switching from one to the other, and so on. For example, the iPad makes a deal with the publisher Amazon for low prices.





Q2 : What makes the iPad a disruptive technology? Who are likely to be the winners and losers if the iPad becomes a hit ? Why?




Answer : 

Everything on iPad makes it a disruptive technology. It come with special features such as it is small and that make it very easy to carry. The iPad also come with the latest technology and new software that make it oparating very smooth. The iPad is replace existing technology like computer, television and e-book. Anythings that people get on computer, they also can get it on iPad plus the iPad is small compare to the computer. The winners are the iPad that own by Apple themself. This is because everything inside the iPad. Everything that makes it a disruptive technology. A special features compare to the other tablet. The losers are textbook industry and laptop industry. It is because people can have all of them on the iPad. More people use to choose the iPad rather than textbook and laptop.





Q3 : Describe the effect that the iPad is likely to have on the business model of Apple, content creators, and distributors.





Answer : 

Apple had to change their behaviours as been forced by the disruptive technology , in changing the company's supply chain, its marketing strategy, its market position, or its pricing strategy. Apple has their own business model which previously believed content was less important than the popularity of its device. But now, Apple realize that to be successful, high quality content is the first thing to be understand. Apple now deals with media industry to distribute the content that users want to get at a price agreed. To sell devices, Apple had to leave the old attitude ( “rip, burn distribute’’ ) as iPad got challenge to convince potential users.




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