Introduction
Point 1
Point 2
Point 3
Conclusion
Mission Statement
Geographic Sales Breakdown (2011)
5%
“Greenlite is the only provider of innovative,
energy-efficient lighting who builds a community
around environmental sustainability”
US
95%
Products
Historical Revenue ($USD in millions)
• CFL Bulbs
• LED Bulbs
• Automotive Bulbs
• Compact Fluorescent Tubes
• Other
Introduction
Canada
$30
$20
$10
/通用格式
/通用格式 /通用格式
/通用格式 /通用格式
$0
Point 1
Point 2
Point 3
Conclusion
Context
Competitor
Company
Customer
Product
Collaborator
Introduction
Point 1
Point 2
Point 3
Conclusion
Buyer
Order
Purchase
Order
1
2
Deliver
Ship
4
Company
3
Supplier
Greenlite uses a purchase-order model focused heavily on utilities to
sell its products while minimizing inventory.
Introduction
Point 1
Point 2
Point 3
Conclusion
Introduction
Point 1
S
W
O
T
Point 2
Point 3
Conclusion
Europe …
Asia …
South America…
Africa and Australia …
Introduction
Point 1
Point 2
Point 3
Conclusion
___ Industry
Forecasted growth 2014-2017
Total Industry Size (CAD $)
/通用格式
CAGR
2014-17
/通用格式
Zoos
4%
Amusement
Parks
4%
Museums
4%
Casinos
4%
/通用格式
/通用格式
/通用格式
/通用格式
/通用格式
/通用格式
/通用格式
/通用格式
/通用格式
/通用格式
/通用格式
Year (forecasted)
Introduction
Point 1
Point 2
Point 3
Conclusion
Copenhagen ZOO
Consumers
The world
Introduction
LINKS
LOVE
their personalized experience
LEARNS
Point 1
education & entertainment
Point 2
from cutting-edge research
Point 3
Conclusion
Problem statement
.
Recommendation
Our primary recommendation, which will encompass…
A. Rationalize the current product portfolio
B. Consolidate existing capabilities into one platform
C. Develop new services that complete and enhance the vertically integrated customer experience
To ensure a simple yet comprehensive online shopping destination that will maximize customer loyalty.
Introduction
Point 1
Point 2
Point 3
Conclusion
1
Revenue
Goal of $30M within 5 years.
2
1
Reach
2
Maximum expansion of green lighting to all.
3
Flexibility
3
Ability to continually adapt to changing consumer
needs.
Introduction
Point 1
Point 2
Point 3
Conclusion
1. Research & search functions
2. Product comparison & purchase
Customer
Experience
3. Checkout & payment
4. Shipping & handling
Introduction
Point 1
Point 2
Point 3
Conclusion
1. Research & Search
Functions
2. Product
Comparison &
Purchase
Checkout &
Payment
Product Expansion
Introduction
4. Shipping &
Handling
5. Feedback &
Community
Shipping & Handling Capabilities
Point 1
Point 2
Point 3
Conclusion
Experience
Design
Immediate (Years 1-2)
Develop scientific, animal-positive
adventure experiences
``
Medium term (Years 3-5)
Collaborate to provide backstage
view into research
Scientific
Department
Introduction
Further Growth
Begin external collaborations to
further develop profile
Operations
& Marketing
Fundraising
Point 1
Point 2
Point 3
Conclusion
Dimmer
Switch
C
Dimmer
Switch
Motion
Detector
C
Utility
Utility
C
Greenlite
Motion
Detector
Greenlite
Control
System
Control
System
C
Introduction
C
Point 1
C = Contract
Point 2
Point 3
Conclusion
3
Human
Origins
1
Polar
Express
4
Dig &
Scrub
2
Saving
“Taz”
Introduction
Point 1
Point 2
Point 3
Conclusion
“The sustainable solution requires
both growth in spend-per-visitor
and a sustainable steady increase
in the number of visitors.”
- Mr. Steffen Stræde
Introduction
Point 1
Point 2
Point 3
Conclusion
Membership
Benefits
Customer Adoption
Cost: Free
Types of customer: both
annual members and nonannual members
Precedent: 60% uptake in
Cincinatti Zoo
Introduction
Point 1
Educational and experiential
content:
•
Seminars/Talks
•
Online Content
•
Early exhibit access
Point 2
Data Collection
Customer data: transaction
history, demographic
information, consumer
profile
Data management: using
low-cost CRM service
Point 3
Conclusion
Comparison of financial projections
$400,000
100%
90%
$350,000
80%
$300,000
70%
$250,000
60%
$200,000
50%
40%
$150,000
30%
$100,000
20%
$50,000
10%
$/通用格式
/通用格式
/通用格式
Revenue (ecosystem)
Introduction
/通用格式
Revenue (base)
Point 1
/通用格式
/通用格式
/通用格式
/通用格式
Operating margin (ecosystem)
Point 2
/通用格式
0%
/通用格式
Operating margin (base)
Point 3
Conclusion
Rationalize
Defend
the current first-mover
advantage
TradeMe
ecosystem
International
competition
Develop
business opportunities
Point 1
Consolidate
existing capabilities into
one platform
Grow
Introduction
the current product
portfolio
Point 2
Point 3
new services that complete
and enhance the vertically
integrated customer
experience
Conclusion
Appendix with links
Problem Definition
• Appendix – Porter’s 5 Forces
Analysis
• Appendix – 5 C’s Analysis
Strategy Statement
• Appendix – Financial Assumptions
Choose-Your-Own-Adventure
Humboldt Loyalty Program
• Appendix – Financial Model
Future Growth
• Appendix – Experiential Learning
Departments
• Appendix – Choose-Your-Own-Adventure
Financial Outcomes
• Appendix – Cultural Alignment
Risks
Implementation
Alternative Strategies
• Appendix – Marketing Case Studies
• Appendix – Customer Analysis
• Appendix – Mission
1.
Buyers may still turn to other sites to
complete marketplace transactions
2. Vertical integration model does not
address growing the buyer/seller
base
6 months
12 months
18 months
24 months
Create a single
log-in for all
TradeMe sites
Partner with
shipping/handling
provider
Identify least
valuable
websites
Create or acquire new
services to enhance
the user experience
Harvest valuable
technology and talent
from acquisitions
Integrate harvested
technology into
TradeMe ecosystem
Divest redundant
or low growth
potential assets
Extensive variety of goods
Exclusive offerings (Kindle)
Superior web experience
Free listings
First-rate advertising
Linked to email, app store
70%
44%
TradeMe
Facebook
31%
Alibaba
23%
Google
1%
Amazon
TradeMe focuses on fee-based revenue, allowing it keep costs relatively low. As stated by the CEO of TradeMe, employee
costs are the largest portion of expenditures. We believe TradeMe can afford to invest some of its margin into bettering its
interface and services.
$100,000
90%
$90,000
80%
$80,000
70%
$70,000
60%
$60,000
50%
$50,000
40%
$40,000
30%
$30,000
20%
$20,000
10%
$10,000
$-
0%
/通用格式
/通用格式
/通用格式
/通用格式
Amount saved by flatlining dividend payout
/通用格式
/通用格式
Dividend payout ratio
/通用格式
Mission
The Zoo must
• Through modern display and characteristic animal species fit for the local conditions function as a cultural institution within the areas of:
culture, information/education, science
• Increase the interest in and the understanding of nature and its multitude through experiences based on relevant, activating and entertaining
education and display.
• Be actively involved in the international efforts to preserve animal species and habitats and thereby contribute to the conservation of the
biodiversity.
Vision
Over the next five years the Zoo is:
• Denmark’s leading cultural institution regarding innovative communication, education and display, including the aspects of environment and
sustainability.
• Known and respected for its high standards and quality regarding the keeping of animals and the standard of animal enclosures and as an
attraction within which good architecture and design add to the value and quality of the experience.
• Known and respected as Denmark’s leading information centre regarding exotic animals and the conservation of their natural habitats.
• Known and respected as an active nature conservation organisation with a global perspective and network.
• A company with high ethical standards.
• A company focusing on the visitors.
• Among the companies with the most motivated, highly qualified and highly educated employees within the world of European zoos and
aquaria
• A company with an economic basis, that secures the fulfilling of the Zoos mission.