Please create two presentations with speaker notes. Due by 6/11, 11:59PM PST.
For each presentation:
6-7 slides including the introduction and conclusion;
Reference page not included in the above page requirements.
Research in advance Hypothesis Testing Methods, e.g. z-test, t-test, chi-square test, ANOVA and choose one that interests you the most. Discuss the advantage, application, or the steps of this method with one real-industry example.
Prepare a presentation based on your answers to the Video Case Questions from the attachment.
ESSENTIALS OF Management Information Systems 14e KENNETH C. LAUDON AND JANE P. LAUDON
CHAPTER 10 E-COMMERCE: DIGITAL MARKETS, DIGITAL GOODS
CASE 2 Groupon: Deals Galore
(a) The Real Deal With Groupon URL http://www.youtube.com/watch?v=tgeh607ZXA0; L=12:42
Systems (b) Introducing Groupon Now!
URL https://www.youtube.com/watch?v=9mjpVDEydxs; L=1:00
SUMMARY: Groupon is the leading daily-deals site on the Internet, with nearly 50 million subscribers. In 2011 it was the fastest growing company in the history of the Internet, but in 2012 it imploded to be one of the fastest falling stocks on Wall Street. Groupon Now! is a Groupon location-based service that fnds local deals you can buy and use immediately using your mobile phone. It is also used by merchants to attract customers during their least busy hours. It is one of several new initiatives from Groupon as it seeks to expand beyond the vulnerable daily-deals marketspace.
CASE Groupon’s business model is based on the theory that everyone loves a great deal. Groupon is a popular “deal of the day” Web site ofering discounted gift certifcates usable at local or national companies. Each day Groupon e-mails its subscribers discounted ofers for goods and services that are targeted by location and personal preferences. Consumers can also access its deals directly through its Web sites and mobile applications.
Customers purchase Groupons from the company and redeem them with afliated merchants. The discounts are huge—usually 50 to 90 percent of. But there’s a catch: A deal
CHAPTER 10, CASE 2 GROUPON: DEALS GALORE 2
becomes available only if a certain number of people sign up for a specifc daily Groupon ofer. If the predetermined minimum is not met, no one gets the deal that day. This reduces risk for retailers, who can treat the coupons as quantity discounts as well as sales promotion tools. Groupon makes money by keeping approximately half the money the customer pays for the coupon.
Groupon personalizes “deals” for users who supply some information about themselves, such as their zip code, gender, and age—and it will make sure you see the deals most relevant to you. Subscribers who opt for personalization still receive information about their location’s featured deal of the day as well, and they can also pass along deals to their friends via e-mail or broadcast them to their social networks.
Groupon Now! is Groupon’s service for mobile users. Subscribers can buy Groupon Now! deal vouchers on a mobile touch site, touch.groupon.com, or through the iPhone or Android app. Most Groupon Now! deals are only valid for a few hours and have a limited quantity.
This is how Groupon Now! works for customers:
1. The user enters his or her location to fnd deals nearby. The user chooses the type of deal he or she would like to see.
2. If the user fnds a deal he or she likes, that person “buys” the deal online via Groupon. The user can print the voucher or bring it up to display on a mobile device.
3. The user presents the Groupon Now! deal voucher to the merchant within the specifed time frame and receives a discounted “deal” on movies, restaurants, or retail items.
For merchants, Groupon Now makes it easy for them to launch discounts and special ofers during the times when they are least busy.
Groupon grew to $500 million in revenue in just three years, faster than eBay or Amazon, and now ofers more than 1,000 deals each day in over 48 countries. However, since going public in November 2011, Groupon’s stock has fallen about 70 percent, owing to high busi- ness costs and a failure to lock in repeat transactions with merchants and customers.
Groupon also faces increased competition from both Amazon.com and Google, which started their own daily deal businesses. Google ofered to buy Groupon for $5 billion in 2011, but was rebufed. Groupon has attempted to move beyond the group coupon business, into the selling of goods (Groupon Goods) and Groupon Payments (a mobile payment service). In 2012 it rolled out Breadcrumb, a point-of-sale iPad application for hospitality businesses, like restaurants and bars, to manage transactions. The goal, Groupon executives have said, is to turn the company into the back-end engine for local commerce. Groupon generated $3.1
3 CHAPTER 10, CASE 2 GROUPON: DEALS GALORE
VIDEO CASE Q U E S T I O N S
billion in revenue in 2016, about the same as 2015, and lost $183 million. Analysts are not impressed. Groupon’s stock has fallen from $30 a share fve years ago to $5 a share in 2017.
Analysts are not convinced that Groupon can ever become an successful online retailer and compete against Amazon, or a mobile payment system that can compete against PayPal. Even in the coupon voucher business, it faces stif competition, including Facebook. Some analysts argue that its business model is not based on an innovative Web solution for fnding customers, but revolves around a sales force in Chicago that calls merchants to propose voucher marketing programs. In the Internet age, a sales force turns out to be very expensive.
1. What are the weaknesses of Groupon’s business model described in the videos?
2. What features of contemporary e-commerce does Groupon Now! utilize?
3. What value does this service provide subscribing merchants? What value does it provide customers?
4. What kinds of businesses are most likely to beneft from using Groupon?
5. Visit Groupon’s Web site and enter your zip code. What kinds of deals are displayed? Would you use Groupon? Why or why not?
COPYRIGHT NOTICE Copyright 2020 Kenneth Laudon. © This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from this site should not be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials.
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