Analyzing the Iconic Image of Che Guevara - 1913 Words

It is hard to travel anywhere in the world without seeing somewhere the iconic image of Che Guevara on a T-Shirt, souvenir, or poster. The original photographer, and the Irish artist who turned that photograph into a print, are virtually unknown. However, their image has been redistributed to the point where it can effectively be called an icon or a meme. There is no small amount of irony in the fact that an icon of communism has become an emblem of capitalism: as the image has been bought and sold countless times in countless countries around the world. The iconic image of Che Guevara has a hipster chic to it, but also political panache. To don the Che Guevara image means one does not agree with the establishment and is part of the 99%. However, Che Guevara is a controversial figure too. The image has been banned in some parts of the world, because Che was a radical revolutionary who was not against the use of armed uprisings in communist revolts. Therefore, the iconic Che Guevara i mage created first in Cuba and turned into pop art by an Irishman is a paradoxical and typically postmodern cultural meme. The Che Guevara iconic image represents an exact moment in history that is distinct and important. The most specific moment in time the iconic image represents was the second Alberto Kordas shutter snapped and he took the photograph for a local Havana newspaper in 1960; he was covering a mass funeral ¦held by Fidel Castro for a group of Cubans killed in the explosion of

Zappos.Com Case Essay Free Essays

1. Sources of competitive advantage lay in the field of their first offer. * First of all they provided a huge selection of styles, colors and sizes of shoes as it was one of the biggest problems of traditional retailers. We will write a custom essay sample on Zappos.Com Case Essay or any similar topic only for you Order Now * At the first stage of their entering of the market, Zappos was the first-mover, which eventually supported its success as the market for on-line order of shoes was estimated to be about $2 billion. * High level of customer satisfaction was also one of the important factors to indicate proper operations of the Zappos. Company achieved such a success due to its corporate culture and a value of extreme concentration on its customers. In the retail business on of the indicators of retailer success is the level of customer return and Zappos succeed to attain this indicator on a very high level. Corporate culture was about delivering WOW effect through service and hiring people who were passionate about service was the most important concerns of the top-managers. This WOW effect was delivering through many ways: from the speed of site loading, all-round telephone support, allowance for 365 days of return, extensive information about the products and fast site loading. That’s why customers were willing to make purchases more often. In my opinion, service is a very important part of providing sustainable sales growth for the company as it creates an image of reliable company which operates in the internet and helps people to choose between traditional shopping and e-shopping. This image while managed properly was a sustainable competitive advantage for Zappos. As it was mostly mentioned features of a corporate culture which provide this competitive advantage than we can say that corporate culture is a background for it. 2. According to the position of the company to retain loyalty of the customers and provide WOW effect through service, it became more important to use UPS as a reliable logistics provider and organize 1-day air delivery with no extra price. Therefore, I can assume that reducing marketing costs for gaining new customers were the right decision as long-term partnership with previous customers was able to generate profit and new customers in the long run perspective. From another side, Zappos was able to keep transportation costs on the constant level partly from the scale of the collaboration with UPS (as it was mentioned, Zappos has become one of the top three UPS shippers). And as it was estimated, UPS ground shipping was able to reach only 11% of Zappos’ customer within 1 day. Knowing the fact that consumers got used to high qualitative and fast delivery, this could significantly harm the perception of the brand by loyal customers. This is the reason why company didn’t refuse to provide one-day air shipping. . First of all, we should understand that in situation of crisis people are decreasing their spending on high-end products if they previously had opportunities for that. That’s why it can be suggested, that company should concentrate more on mass market products and decrease costs while being very careful about scalable expansion. As it was mentioned in the case, Zappos searched for opportunities to improve its supply chain without harmful effect on customer satisfaction. From this point of view, company can concentrate more on retaining loyal customers and acquiring new customers partly by providing promotional discount actions, but at the same time keep prices on the same level, otherwise it can create a sense of discounter among Zappos clients. 4. The most important concern while expanding such business as Zappos is retaining this WOW effect. There are many factors which could affect this service oriented culture negatively, so that company should understand that rapid expansion in the situation of crisis can be very risky. From the other hand, there is no need to add more product to its product range as its already sell shoes, clothing, handbag, accessories, baby products, beauty, entertainment, eyewear, home, jewelry, sporting goods, and watches. In my opinion, company can diversify its businesses by developing other e-platforms with mentioning that they are powered by Zappos. That means that company could partly avoid risks connected with brand perception and increases sales level by selling more products. 5. The environment of a more cost-conscious consumer can harm the business if it won’t be careful about its costs. The main idea here is to provide at least the same level of quality in service with constant rates. Zappos can lower transportation costs through developing closer relationships with transport companies (for ex. try to reduce shipment costs from UPS or use ground shipment when it won’t extend delivery time). Company can also provide selective discounts (for ex. providing promotion discounts for loyal customers or creating encouraging promotional events). They could also take into consideration competitors’ activities and offers in order to make sure that they provide the best prices or better opportunities for their clients. Zappos must take advantage of its other core competencies to ensure that the customer will choose to buy from Zappos as long as they are not paying more for the product. Probably, other variant to boost sales would be testing the system when customer have an opportunity to enjoy free shipping for a bit higher price, while company could gain profitability from a scope of the shipments. 6. First thing which comes to a mind is preserving Zappos’ corporate culture and brand on the same level as these things made Zappos that successful. In my opinion, it would be better to leave Zappos as an independent entity with its charismatic top-manager and founder Tony Hsieh while his forces led company to the leading position. Another thing to concern is a cost structure. One of the ways that Amazon tries to deliver a great customer experience is by offering low prices, whereas Zappos wasn’t ever been concentrated on price competition. This policy also shouldn’t be excluded from the Zappos future strategy as Zappos brand is more about service, but not a lowest price. Probably, another important step would be Zappos’ access to Amazon’ resources. They could be improvements and access to supply chain expertise, warehouses, suppliers and other advantages. Finally, Amazon could use Zappos for looking upmarket towards higher-priced goods. The high touch model obviously comes with higher costs. It’s much more attractive when selling a $400 pair of boots than a $29 pair of flip-flops. Zappos has already been rapidly expanding their product offerings so greater sales of fashion items like handbags and wallets are already steps in this direction. How to cite Zappos.Com Case Essay, Essay examples

Innovation and Sustainable Business Long Range Planning

Question: Discuss about theInnovation and Sustainable Businessfor Long Range Planning. Answer: A business model creates a picture of how an organization operates to provide quality services and value to customers. Therefore, the business model assists the company to beat their competitors in the markets. Consequently, the model enhances the value of the company to rapid profits and revenue growth. Therefore, research shows that it comprises of two elements such as a profit model and business system(Amit, R., Zott, C, 2001) .The business model does not only work as a system of works but rather as behavioral indicators of customers and suppliers. A successful business model integrates the profitability level of a company and its operations. As a result, it can realize the strategic objectives of the company. When an individual conceptualizes a business model as a system, he/she focuses on delivery and production of the company. Therefore, the system has several interdependent activities to go beyond the boundaries and focal industry(Chesbrough, 2006). As a result, the business model conceptualized as a system allows the company to collaborate with strategic partners. Additionally, it creates value especially for its customers. Hence, the business model should deliver its goods and services to their target customers. The business model intellectualized as a system focuses on the delivery approach only rather than giving attention to the operations. The system focuses on creating a good relationship with the consumers for satisfaction. The strategic intentions of the system is to persuade customers to purchase goods and services. In addition, the customer care service is part of the delivery system that attracts more consumers to buy goods and services from a company. The activity systems comprise of governance, structure, and content. The entrepreneurs and managers design and shape the organizational activities into a system. The business model as a system solves static and dynamic problems in the company. Therefore, it is important to indicate the areas that have static and dynamic growth in the organization. For instance, the business model focuses on delivering value to customers and remain competitive in the future(Itami, H., Nishino, K, 2010). As a system, it allows the strategic plan to fit in all operating activities. As a result, the models describe the functions of the company. The system in the company varies depending with the business ecosystem. The business model as a system allows people to communicate at all levels. For instance, the communication moves from the senior to the junior level as a result, static activities change positively. The system also has complex adaptive approaches that evolve the static operations due to the business environment.The business elements such as firms, suppliers, and employees carry out the duties and tasks that enhance transformation in static activities. The business models as a system create networks through joint ventures, strategic alliances, and collaborations. Additionally, it creates a business community with similar goals. Consequently, the business model as a system allows the company to outsource supplies therefore keep the operations dynamic. The business activities are in motion because of the continuous supply of information and technology. The business system educates the employees and employers about their duties and assignments. Therefore, the system controls the entire work flow as well as delivery of goods and services to the customers. The business model links between the inputs and outputs in order to create value for customers. The business models help companies learn from each other. The firms can exchange knowledge and information about innovation and technology. Therefore, the firms can partner to develop similar products jointly. On the other hand, business model enables companies to produce goods and services independently(Magretta, 2002). Global companies achieve self-sufficiency due to collaboration and partnership among themselves. The business model highlights the production costs and management as a result, businesses partner with other firms to reduce costs and increase their assets. The business model maintains the integrated business activities among the firms. Additionally, it triggers communication among the staff from different firms in order to share their business experiences. Besides, it creates cross functional and mixed teams outside and within the firms. For instance, in Taiwanese and South Korean firms in telecom fields focus on sharing their creativity view perspectives. Therefore, t he business models create value chains and flexible team work within the firms. As a result, the firms are in a position to partner outside and inside the firm. According to Zott and Amitt, the business models create the value in electronic businesses. The models concentrate on the importance of outsourcing complimentary services for the businesses. Additionally, the authors suggest that the model comprise of efficiency, complementarities, novelty, and lock in variables. The four factors determine the value creation in e-business. The scholars emphasize that firms should provide customers with unique products and services to satisfy them. Therefore, the uniqueness of these products and services is achieved by companies through devising new methods to address new consumers needs. Furthermore, model modifies the goods and services to satisfy the existing customers requirements. The model focuses on the modification costs that consumers bear to replace the competitors goods. The firm and business partners fulfill the customers need(McGrath, 2010) .Moreover, customers benefit from savings, financial costs, and efforts of the company. The value c reation model proposes that the fours factors influences the companys financial performance. For instance, the business model offers personalized solutions to the customers. Additionally, they reward customers with loyalty programs and vouchers. The strategic partners influence the comprehensive offers of goods and services. The consumers participate in products customization therefore the model has synergy effects. The Killing Two Birds with one Stone article is relevant because it explains a business model as a system as well as a profit model. It explains that a model enables a firm to deliver and produce the companys products and services. Furthermore, it focuses on the behaviors and operations of suppliers and customers. Therefore, it provides a competitive advantage and mitigates business risks(Porter, 2011). The profit model generates revenues for the business in a short term period. The models intention is to reduce costs and increase profits. Therefore, the article emphasizes on the business system and profit model that accelerate the growth of the company. Additionally, the model provides continuous future learning and strategic product differentiation. The significance of finding regarding to the future of business models reflects that technology accelerates the new business models. Additionally, innovation influences the value creation models because consumers will make their payments electronically. The increased use of cloud computing predict the future behaviors of business models. The business models shall improvise ways of interacting with virtual customers in future(Iyer, B., Davenport, T. H. , 2008). There shall be low manufacturing costs because the firms shall customize depending with the customers tastes and preferences. There shall be qualitative change of business model due to the sensors and mobile technologies. As a result, the improved technology shall sharpen the future business models. In conclusion, the producers will engage in data driven innovation to sell their goods and services in the market place. The value chain coordinators will assemble modified solutions for their consumers. The current business models will demand for continuous innovation to match future demand and supply (Porter, 2011). On the other hand, some goods and services will require traditional approaches of business models in order to create value for consumers. The future business models will assist the company to collaborate with the strategic partners, customers, and competitors. The findings reflect that the business models design overall business networks and operations. According to Zott and Amitt, value chain activities are particular tasks that industries carry out to deliver product and services. Partnering is where firms come together to work together with the aim of reducing costs while networking is interacting with other companies to develop contracts. Static or cross sectional is where a company engages in operations that do not change the profitability of the company whereas dynamic and longitudinal activities result to increased revenue and production levels. Innovation process is creating and implementing new ideas to improve delivery method. Figure 1. A business model for creating value References Kodama, M. (2005). Knowledge creation through networked strategic communities: case studies on new product development in Japanese companies. Long Range Planning, 38(1), 27-49. Amit, R., Zott, C. (2001). Value creation in e?business. Strategic management journal, 22(6?7), 493-520. Itami, H., Nishino, K. (2010). Killing two birds with one stone: profit for now and learning for the future. Long Range Planning, 43(2), 364-369. Clark, K. B., Fujimoto, T. (2008). Product development performance: Strategy, organization, and management in the world auto industry. Harvard Business Press. Iyer, B., Davenport, T. H. (2008). Reverse Engineering: Google's Innovation Machine. Harvard Business Review, 86(4). Magretta, J. (2002). Why business models matter. Porter, M. E. (2011). Competitive advantage of nations: creating and sustaining superior performance. Simon and Schuster. McGrath, R. G. (2010). Business models: A discovery driven approach. Long range planning, 43(2), 247-261. Chesbrough, H. W. (2006). Open innovation: The new imperative for creating and profiting from technology. Harvard Business Press. Williamson, O. E. (1975). Markets and hierarchies. New York, 26-30.