Introduction Product description; We from Redivivus are about producing products made from recycled materials. Recently, we produced phone casings from the recycled materials; such as boxes and magazines. The casings are available for all models of smartphone/tabs. You can have this lovely casing for only RM 10. 00 . Dimensions; Size (LWH) :13. 9 cm,l . 3crn,22. 5cm New Boss Aims to Apply Some 7-Eleven Tactics to Blockbuster Twitter LinkedIn Sign In to E-Mail or Save This Print Reprints Share BY ANDREW ADAM NEWMAN published: July 17, 2007
If Blockbuster is a company in desperate need of a script doctor, the man it has chosen for the task ??” James W. Keyes, the former chief executive of 7-Eleven ??” could perhaps be described as a master of rewrite. Enlarge This Image Brian Harkin for The New York Times James W. Keyes of Blockbuster must meet competition from Netflix, video-on-demand services and TiVo. At 7-Eleven, he built smaller stores at a time when other chains were building bigger ones.
While competitors were still letting distributors choose which beer and potato chip varieties they should stock, he moved to an automated system that made such ecisions internally and store-by-store. The moves paid off. When Mr. Keyes, 52, left 7-Eleven three years ago, he had overseen 36 consecutive quarters of revenue growth. In 1990, the company was in bankruptcy; in 2004, his last full year at the helm, it posted a profit of $106 million. BlocKDuster, Dy contrast, nas posted losses In Y 0T tne last IU years, nas closea hundreds of stores, and has had customers siphoned off by Netflix.
The previous chief executive, John Antioco, resigned after a protracted dispute with the board over salary. Although Mr. Keyes Just took the top post at Blockbuster this month and has yet to articulate a full strategy, he said in an interview that a few of his tried-and-true strategies might work well at the video rental chain: tailoring the product line to each store, relying heavily on data and automation, and reducing the size of the retail footprint. The trend in the convenience-store world was we were building larger and larger stores, but the bigger they were, the less convenient they were,” Mr. Keyes said in a telephone interview from Blockbuster’s headquarters in Dallas. “But we ended up enerating more sales from a store that was literally half the size. ” Mr. Keyes hopes to make Blockbuster stores smaller on average, too, and to customize titles at each store based on rental patterns, much the way he said a 7- Eleven in one neighborhood might have stocked more Corona and another across town stocked more Coors Lite.
A keen believer in crunching data, Mr. Keyes even began to factor weather into the orders made by stores, calculating, for example, what doughnuts sold best in hot and cold weather. Such nimbleness could come in handy at a company where the business model has een threatened not only by Netflix, but also by video-on-demand services that let consumers watch movies through their televisions, computers, or even hand-held devices.
In one of many signs of flux in the consumer movie rental market, TiVo announced last week that it had introduced a service that would make movies and television shows available to customers without a personal computer through the Unbox service of Amazon. com. “The opportunity for Blockbuster is to provide true total access whether in the form of physical stores or mail delivery or digital distribution,” Mr. Keyes said. “The goal for Blockbuster would be to be the preferred provider in whatever venue is preferred by the customer. Largely because of Netflix, which lets its customers order movies through the Internet and receive them by mail, in-store movie rentals at Blockbuster have plummeted. Blockbuster has about 5,000 stores in the United States after closing 9 percent of its outlets last year; it plans to close another 242 this year. (In a marked contrast, 7- Eleven announced on July 11 that it had opened a net 1,086 new stores this year, iving it more locations worldwide than either McDonald’s or Subway. ) In tnls years Tlrst quarter, wnlcn enaea April 1, BlocKDuster reported a net loss 0T $46. million, compared with a loss of $1. 9 million in the quarter last year. Although revenue was up ??” largely because of merchandise sales, an area where Mr. Keyes has expertise ??” the decline in in-store rentals was steeper than expected. A bright spot for Blockbuster has been its Total Access program, which lets customers rent movies through the Web Just the way they can at Netflix. That program gained 00,000 subscribers in the first quarter, bringing the total to about 3 million, Blockbuster said. Mr.
Keyes said that while the company wanted to continue to gain online subscribers, the physical stores “represent a great competitive advantage” over Netflix. “We’re at one of those pivotal points where the consumer is beginning to demand content in different ways,” Mr. Keyes said. “It’s important to make the transition to the next wave of demand, whether that’s digital download to PCs, or downloads to personal video devices, iPhones and new BlackBerrys with video capability. Since it began in the late 1990s, Netflix has reshaped the movie rental business; it has 6. million subscribers, according to first-quarter results, and earned $9. 9 million, compared with $4. 4 million in the period last year. Hollywood Video, which is owned by Movie Gallery, chose to ignore the Internet rental business, a choice that may prove fatal: this month it announced that it had defaulted on $750 million of debt and was planning to close many stores and put itself up for sale. Blockbuster, on the other hand, began offering DVD rental through the Internet in 004. Total Access gives subscribers the option of returning DVDs through the mail or to a store.
Netflix sued for patent infringement last year, saying that Blockbuster stole both its automated wish list “queue” system and subscription model. Late last month the companies settled the suit without disclosing the terms. “l don’t think Blockbuster can be anchored to Just DVD rental anymore, because that’s a dying medium,” said Rick Aristotle Munarriz, a senior analyst for the Motley Fool. He added that Blockbuster’s challenge was to avoid the fate of Tower Records, which losed last year after being pummeled by iTunes and other online digital music retailers.
But he praised the company’s new direction. “In terms of available retail mavens, Keyes is about as good as you get,” Mr. Munarriz said. Mr. Keyes, wno lea ‘-Eleven Trom [JOU to ana worKea tnere Tor a total 0T 2 years, said he was unfazed by the challenge of trying to sell pixels rather than Slurpees. “l think an Internet company, even if it is selling a service, is still another form of retail,” he said. “The Internet still comes down to the ability to understand the needs f customers and satisfy those needs in a way that is better and different from the competition. PART A Gender: Female Male Age: 13-18 years 19-29 30-49 years 50-69 years 69 years and above Occupation: Student Worked Status: Married Single Income: RM 1- RM 1,500 RM5,OOO and above PART B 1) Do you practice recycle in your daily life? Yes No 2) Do you think you should recycle? 3) 4) Are you interested to consume products made from recycled materials? 5) 5) What is the value that you prefer when you purchase products from recycled materials? Quality Hygiene Price Product 6) Are you currently using the smarthphones/tabs? ) Do you need protector or case for your smartphones/tabs? 8) 9) Where do you prefer to purchase your phone casing/protector? Hypermarket(Tesco,Giant and etc) Online shopping Shopping Mall Any campaign/carnival 10) Did you think the price we offered is reasonable? 1 1) What do you find most attractive about our product? Customer Service Location 12) Would you recommend us to your friends and families? 13) Leave your any comment or suggestion about our product: PRINCIPLES OF MARKETING DMK1013 NEW PRODUCT SURVEY