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.