Chapter 1: Taking Risks and Making Profits - McGraw-Hill Introduction to Business

Quirky: Making Inventors’ Dreams Reality

December 1, 2013

Although many people can think of a great business idea, not everybody has the time or money to see their product come into fruition. That is unless they’re lucky enough to have their idea produced by crowd-sourcing manufacturer Quirky. The New York-based company has built a $50 million business by turning user-submitted blueprints into marketable goods.

Each week Quirky receives more than 2,000 invention ideas from its community of approximately 500,000 members. Staffers then select the best ideas of the Continue reading →

Chapter 1: Taking Risks and Making Profits, Chapter 6: Entrepreneurship, Chapter 9: Production and Operations Management, Chapter 13: Marketing, Chapter 14: Product and Price, Bonus Chapter B: Technology and New Media

Spurring Innovation Through Business Contests

November 24, 2013

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Coming up with innovative products and services is no simple task for companies to accomplish. After all, most new item that businesses roll out takes years of research and development, a costly investment that’s not guaranteed to succeed. In order to avoid R&D burnout, many companies have held competitions in the hopes of finding a great idea from outside the organization. And according to a new MIT study, this might just be the most efficient way for companies to innovate. Continue reading →

Outsourcing, Product Development, Innovation, Netflix, Contests

Chapter 1: Taking Risks and Making Profits, Chapter 14: Product and Price, Chapter 16: Place and Promotion, Bonus Chapter B: Technology and New Media

Pleasing Everybody with Mass Customization

November 19, 2013

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For many image-conscious consumers, product customization provides a way to stand out from the crowd without searching high and low for something totally unique. At Big Shot Bikes, for instance, customers can choose the color and shape of up to 10 parts of the Colorado company’s fixed gear bikes. Once customers select their preferences, Big Shot assembles the bicycles and ships them to the buyers for under $500. With such a relatively reasonable price tag, the company wants consumers Continue reading →

Cycling, Transportation, Product Development, Retail, Customization, Manufacturing

Chapter 1: Taking Risks and Making Profits, Chapter 9: Production and Operations Management, Chapter 13: Marketing, Chapter 14: Product and Price, Chapter 15: Distribution, Chapter 16: Place and Promotion, Bonus Chapter B: Technology and New Media

The Weather Channel Plays the Data Game

October 23, 2013

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Last autumn the Weather Channel officially became the Weather Company, signaling the start of a major rebranding effort. The meteorological media firm didn’t pull the plug on its long-standing TV station, though. Instead, the change reflects the Weather Company’s new position as a data and analytics outfit concerned with all things weather. Over the course of 75 years the Atlanta-based company has amassed huge amounts of atmospheric information concerning dew points and cloud cover percentages. All this data combined with Continue reading →

Television, Data Mining, Weather, Market research, Pantene, Michaels, Marketing

Chapter 1: Taking Risks and Making Profits, Chapter 14: Product and Price, Chapter 15: Distribution, Bonus Chapter B: Technology and New Media

Increasing Collaboration with Bossless Offices

October 11, 2013

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The hierarchical structure of modern corporate offices can be traced back to 19^th century railroad companies. With vast networks of track stretched across the country, transportation magnates needed to designate clear lines of communication among their far-flung operations. A system of middle managers and regional executives eventually rose to prominence and ensured that things ran smoothly. Over the course of the 20^th century, businesses of all stripes adopted this top-down structure as their own, eventually leading to the Continue reading →

Employee Empowerment, Office Hierarchy, Management, Leadership structure, Human Resources, Menlo Innovations

Chapter 1: Taking Risks and Making Profits, Chapter 6: Entrepreneurship, Chapter 7: Management & Leadership, Chapter 8: Organizational Culture and Structure, Chapter 10: Motivation, Chapter 11: Human Resource Management, Chapter 12: Labor Management and Unions

Walking a Fine Line with Creative Advertising

September 22, 2013

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When it comes to promoting a product, marketers usually have two routes they can take: either hype the item’s notable features or draw the audience in with something creative. Choosing the latter option is a much riskier endeavor, though. After all, it’s easy to forget a boring commercial. Advertising backfires worst when a company miscalculates the level of their own wit and unleashes a high concept disaster. For instance, last year a Pop Chips ad featuring Ashton Kutcher as a Continue reading →

Europe, Promotions, Advertising, Creativity, Pop Chips, Germany, Marketing

Chapter 1: Taking Risks and Making Profits, Chapter 13: Marketing, Chapter 15: Distribution, Chapter 16: Place and Promotion

SU Labs’ Altruistic Business Incubator

September 19, 2013

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For many budding tech entrepreneurs, getting accepted into a prestigious business incubator is almost as important as receiving a diploma from Stanford. The jolt of capital and resources provided by accelerator programs like Y Combinator or Techstars often act as springboards into multimillion-dollar successes. But not all startups want to become the next Google. Some would rather operate more like the Bill Gates Foundation by applying their innovative skills to addressing major world problems. While these aims are certainly noble, Continue reading →

Innovation, Finance, Benefit Corporations, Incubators, Education, Ethics, Silicon Valley

Chapter 1: Taking Risks and Making Profits, Chapter 3: Globalization, Chapter 6: Entrepreneurship, Chapter 14: Product and Price

Netflix: Media’s Comeback Machine

September 2, 2013

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When it comes to pulling off a corporate comeback, there’s nobody quite like Netflix CEO Reed Hastings. He’s had to fend off detractors at every juncture, beginning with those who denied his company’s ability to compete with the traditional video store. After almost singlehandedly ending that era of home video distribution, Hastings nearly lost it after he split Netflix’s streaming and DVD delivery services in two. The schism cost the company millions of subscribers and sent stock tumbling from $298 Continue reading →

Entertainment, Innovation, Netflix, Streaming, Television

Chapter 1: Taking Risks and Making Profits, Chapter 7: Management & Leadership, Chapter 9: Production and Operations Management, Chapter 14: Product and Price, Chapter 15: Distribution, Bonus Chapter B: Technology and New Media

Red Bull’s Media Mogul Ambitions

April 10, 2013

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Ever since The Colgate Comedy Hour premiered in the 1950s, companies have been happy to stamp their names across a variety of entertainment ventures. For some modern companies, though, simply being the sponsor of an event no longer has the same appeal. After all, nearly every form of mass entertainment features a sponsor of some type. Whether it’s TV, concerts or sporting events, consumers are constantly bombarded with the names of corporate benefactors, making it difficult for some brands to Continue reading →

Marketing, Sports, Branding, Promotions, Red Bull, Entertainment

Chapter 1: Taking Risks and Making Profits, Chapter 13: Marketing, Chapter 16: Place and Promotion, Bonus Chapter B: Technology and New Media