In conjunction with this is the need to put more interactive media on the site, including video of a tour of the kitchen, which is one of the best equipped for creating pastries in Orange County. The e-marketing changes also need to include a customer forum area where the cafe's management asks for ways to improve and make their business more attractive to younger families. In keeping with the idea of making the cafe more accessible to younger families and students, offering free WiFi is a must-have. Students would stop in before classes started at the local high school to finish up homework, bringing their families for breakfast. In keeping with the change in image to being more innovative, free WiFi would attract a younger and more affluent customer base over time. Free WiFi would also be heavily promoted on the website as well.
The greatest measure of a successful e-marketing strategy is the ability to connect with and build collaboration with customers (Nadeem, 218). Web 2.0 technologies, tools and strategies as defined in Table 1 of the Appendix of this document need to also guide SMB's continual refining of e-marketing strategies to ensure they stay connected with customers and prospects. For Rockwell's specifically, the need to attract younger, affluent and Web-savvy customers will spell the difference between staying financially viable or not within the next five years. Research supports that the greater the level of e-marketing the greater the Return on Customer (ROC) investment (Nadeem, 218).
Brodie, Winklhofer, Coviello, Johnston, et.al) Rockwell's is in need of a complete refurbishing of their product and positioning strategies to ensure their new marketing campaigns will attract and retain a younger and more affluent family customer base that is Web-savvy.
Rockwell's Cafe and Bakery is much like the majority of SMBs in the U.S. And globally. With a small but loyal customer base and the Disneyland Resort being a major customer for their specialty cakes, Rockwell's has been comfortably myopic in their marketing efforts. Yet the customer base is aging rapidly and this small business must embrace aspects of e-marketing that immediately make them a viable choice for younger, affluent families in the city of Villa Park and Orange if they are to remain viable. Only by relying on an increasingly higher level of effort to also bring innovation to their services in the cafe (like offering free WiFi) and the developing of new menu items can Rockwell's hope to win over new customers. Ultimately Rockwell's need to realize that revitalizing their entire business to be more innovative and relying on e-marketing to assist in promoting their more innovative image is critical for their long-term viability.
Josh Bernoff, Charlene Li. "Harnessing the Power of the Oh-So-Social Web" MIT Sloan Management Review 49.3 (2008): 36-42. ABI/INFORM Global. ProQuest 12 Jun. 2008
Roderick J. Brodie, Heidi Winklhofer, Nicole E. Coviello, Wesley J. Johnston. "Is e-marketing coming of age? An examination of the penetration of e-marketing and firm performance. " Journal of Interactive Marketing 21.1 (2007): 2. ABI/INFORM Global. ProQuest. 9 Jun. 2008
Mike Cooke, Nick Buckley. "Web 2.0, social networks and the future...
" International Journal of Market Research 50.2 (2008): 267.
ABI/INFORM Global. ProQuest 7 Jun. 2008
Audrey Gilmore, Damian Gallagher, Scott Henry. "E-marketing and SMEs: operational lessons for the future. " European Business Review 19.3 (2007): 234-247. ABI/INFORM Global. 16 Jun. 2008
Andrew P. McAfee. "Enterprise 2.0: The Dawn of Emergent Collaboration. " MIT Sloan Management Review 47.3 (2006): 21-28. ABI/INFORM Global. ProQuest. 11 Jun. 2008
Mohammed M. Nadeem. "How E-Business Leadership Results in Customer Satisfaction, and Customer Lifetime Value. " the Business Review, Cambridge 6.1 (2006): 218-224. ABI/INFORM Global. ProQuest. 10 Jun. 2008
O'Reilly, Tim. What is Web 2.0. Design Patterns and Business Models fo the next generation of Software. Tim O'Reilly. September 30, 2005. Accessed from the Internet on June 14, 2008 http://www.oreillynet.com/pub/a/oreilly/tim/news/2005/09/30/what-is-web-20.html
WEB 2.0 APPLICATIONS
Online diary or journal entry on the Internet, which primarily supports text, photo (photoblog), video (vlog), and audio (podcast) formats
Google, AOL, and Yahoo offer free blogging platforms
Web service that gathers related content from more than one source
IBM's mashup applications enable project managers to match team resources with a map to identify the geographical locations of the resources
Peer-to-Peer Networking technique for effectively sharing music, audio, and text files
Napster and Gnutella are popular peer-to-peer networks
Real Simple Syndication (RSS)
Feed-based technology that, with the aid of an RSS reader, enables users to subscribe to newly released content such as text, Web pages, sound files, photos, and video
RSS feed may contain the full content, for example a podcast, or simply a link to the content
Encompasses all online tools (blogs, podcasts, Wikis, social networks, vlogs) and Web sites enabling people to share content, such as text, audio, picture s, and videos
Popular social media sites include YouTube (video) and Flickr (photos)
Web sites that permit users to create online networks and communicate with friends and colleagues
Social networking sites include MySpace, Friendster, Facebook, and Friends Reunited, and business networking sites include LinkedIn and Ryze
Allows users to bookmark or rate online content to share their recommendations with other online users
Typically used by publishers of media sites attempting to benefit from users' recommendations
Popularized by sites such as Digg and del.icio.us, which enable users to publish, categorize, and share their bookmarks
Enables users to create and edit the content of a Web site, leveraging the expertise of online users…
strategy for the Time Warp 3 was formulated based on careful analysis of the results of Time Warp 2, which provided insight into buyer behavior at different price points for the three tablets. The strategy was set to optimize the profits for all three products at pre-set levels of R&D allocation. There may be better R&D levels, but for Time Warp 3 these were not explored. The strategy for
2012: 1/2/2012, beginning Time Warp 3. You completed analysis revised strategy years a breather. Just time, enter predetermined decisions year collect data future analysis. The time wrap experience comes to an end and makes way to resume the normal activities. Still, before doing so, it is necessary to review the decisions made in each of the two scenarios, and draw the adjacent lessons. The table below was created to offer
Business Management CTC Time Warp Time warp 2 provided for increased knowledge regarding the market and the way in which CVP could be used to improve decision regarding prices. Time has reset and the CVP along with the results may be used to develop a more effective strategy. Adjustments to the strategy will be made learning from time warp 2. Underlying Theory The assessment from the past time warp indicated that the X5 has
Business Management Comparison of Time Warp 2 and Time Warp Time warp 3 has begun and the plan to make changes to the prices with the aim of optimizing the performance of Clipboard Table Co (CTC). The planned changes that were made at the end of time warp 2 will not be implemented, and the results of time warp three can be compared directly with time warp 2. The third time warp
Diagnosis, SLP: Time Warp The analysis below is of the recorded results as achieved in Time Warp 2 decisions. We will derive a separate strategy after evaluating the results which will give an explanation of what the fresh strategy ought to be. Different theories will be evaluated so as to arrive at the eventual strategy as concerns the implementation and operationalization of the idea just arrived at. Here is a scenario:
warp, Clipboard Tablet Company had the ability to look back and use data based on previous known financial performance in their decision making. The company made decisions regarding pricing strategies along with the allocation research and development resources following the analysis of past performance. During the second warp period, the company used CVP to make critical financial decisions not only based on the past performance but also the present