Biking to your Service

How simple can a business get? Adam Hasham decided to initiate a bike service in his hometown, Toronto, which would take consumer’s orders and then deliver goods from local stores and restaurants to their front door. Hasham has started a site named “Hurrier”, where the homepage would show all the linkages with nine other Toronto businesses, including eateries, cafés, and retail stores. From there, users can place orders, in which Hurrier will place a 5% surcharge and deliver depending on distance right to their door.

It’s hard to believe that something this small of a business can be accepted as part of a business model. As this business carries on, partnerships will grow, increasing along with the demand of bike couriers and the expansion of partnerships with other businesses. It will eventually become a “general-purpose bike courier service”, that will allow everyday users to get what they want, either a pickup for lunch or some shaving cream from the convenience store, without having them to put everything down and receiving it in less than an hour. It makes me wonder how these types of businesses are able to become what they are now and what they will be.



Blackberry’s Next Stop?

It’s hard to believe how sales of the market leader started off as a professional smartphone known publicly worldwide reached its peak of 14.5 million smartphones sold, and then dropped 74% within 3 years to sales of 3.7 million smartphones. It was the biggest quarterly loss that the company have ever faced.

Competing in an extremely fast moving market with constant new launches from both Apple and Android companies, it was not surprising how Apple was able to sell nine million products within a weekend, while BlackBerry is hoping to sell at least one million of their new product: the Z10. The great difference between the two companies brings attention to one question: How long will BlackBerry really last? They recently lost $965 million US, where $934 million came from the unsold BlackBerry smartphone inventory. Revenue took a downfall of 45% from $2.9 billion to $1.6 billion in the same quarter of fiscal 2013. With all the negativity around BlackBerry, their release of the new Z30 barely made an impact in the market.  Who knows where BlackBerry is heading next.




The Uprising of Lululemon’s Twin

What’s different between the Vancouver-based Lululemon, with a market capitalization of $9.2billion, and the new boutique company based in Toronto named Yogagurl? Alex Leikermoser took a step back to examine what Lululemon was not offering before she started to find the right manufacturer and the key partnerships. The main reason why Yogagurl was able to take over a big share of the market was because it launched itself in an area where consumers want clothing manufactured closer to their homes. By that, a niche market was easily developed by satisfying the specialized Customer Segments which partners with both Value Propositions and Distribution Channels. Yogagurl was able to manage its own costs and expand itself by reaching out to social media, which would allow the company to build upon pre-orders, so inventory issues would be diminished. Not only does Yogagurl sells botanical perfumes, mats and CD’s but they also offer yoga classes – currently the main focus of the company. A successful company would be able to turn their focus of wanting people to buy their products to people wanting to buy their products. Ms. Leikemoser believes that could happen for her company, if given the right partnerships and manufacturer.