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| − | Full article
| + | M5-S2 - Case - Halalati |
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| − | <html><a href="/static/files/MBI/Module%205/Halalati%20Case.pdf">Halalati case</a></html>
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| − | The primary goal for halalati was to enable firms to “crowdsource” specific tasks in their value chain through contests.
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| − | Two other companies made the founder, Thomas Langenberg, convinces this was great business:
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| − | * The Massachusetts-based company InnoCentive offered large multi-national corporations access to a global network of scientists who solved corporate R&D time- and budget-efficient.
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| − | ** The value proposition was clear: the multi-nationals, so called challenge providers, saved large investments into R&D, while the so called challenge solvers were awarded attractive prizes.
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| − | * iStockphoto provided a new solution. The web-based repository allowed hobbyists and professionals to upload their photos and sell them as stockphotographs to both professional and private internet users at a reasonable price.
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| − | Possible business models:
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| − | * A '''high volume/low price''' strategy with feature-based subscription options
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| − | ** Halalati.com would offer a standardized toolbox that was
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| − | *** free of charge for anybody who wanted to either challenge somebody else or be challenged by him- or herself.
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| − | *** With this toolbox internet based contests could be built easily without any proficiency in programming.
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| − | ** Revenue would be generated via premium features, Value added modules and services, such as
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| − | *** entry fees to participate in the contests
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| − | *** the ability to give away prize money
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| − | *** using extended server capacity.
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| − | ** In addition, halalati.com could generate revenue from online advertisements and third party sales programs on the individual contest websites.
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| − | * A '''low volume/high prize strategy''' via custom-tailored solutions
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| − | ** Halalati would attract firms that were looking for individuals that would be interested in participating in specific contests or trying to win specific prizes (e.g., the Trollinger cocktail challenge).
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| − | *** The firms would be charged a fee for a custom-tailored contest solution and its seamless integration in their existing internet presence (white-labeling).
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| − | *** Halalati.com would act as a creative agency, providing additional consulting around the contest and also assuring its targeted marketing through various web channels.
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| − | * A '''Software package / implement software solutions for businesses ''' to be integrated in a firm’s infrastructure
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| − | ** In this model, halalati would implement software solutions for businesses to run both internal and external contests by themselves.
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| − | ** Potential customers could be sports organizations to manage their contests, but also businesses that were seeking to exploit contests internally as a new source of creativity.
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| − | ** Halalati would offer a basic software package that could be custom-tailored to the needs of a particular IT-infrastructure. The eventual use and any type of marketing efforts were exclusively with the customer.
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| − | Possible deal breakers:
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| − | # Were individual internet users willing to dedicate their time to firms?
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| − | # Would firms continuously rely on sourcing knowledge, ideas, and services from random people on the internet, and would they pay for a service like halalati to help them do so?
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| − | # Would the idea of running contests wear out over time?
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| − | Which of the outlined options for a business model was the most attractive one? Or were there even more promising options the halalati team should consider?
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| | [[Category:marketing]] | | [[Category:marketing]] |
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