Most of us are quite familiar with Toms Shoes and their novel one-for-one promise. If you are not, Toms is a social enterprise that is widely recognized for their shared value approach of donating a pair of their shoes for every pair they sell. This approach certainly gives consumers incentive to buy a pair of Toms over the next brand, ultimately because they get the added bonus of feeling that philanthropic goodness.

Now, in an effort to help other social entrepreneurs achieve the same success, the company has truly taken shared values to a whole new world- a virtual world that is. Toms Marketplace, which just launched last Tuesday, is an online marketplace that hosts brands with common social purposes, and sells an array of different goods. Through different methods and allocations, all products sold on the site makes some kind of contribution in helping others. Just like how eBay is known for bidding and Etsy is known for vintage goods, Toms Marketplace has a created its own niche, providing an online platform known for- you guessed it- helping social causes. In the end, we buy Toms cause they look good and make us feel good about buying them, so can’t the same be done with everything else? I believe that’s the logic behind Toms Marketplace.

Article:

Snapchat is an IPhone application that allows users to send and receive photos and videos that disappear after they are view. This nifty little idea that started back in 2011 has certainly become a hit as it recently received- then rejected- a multibillion-dollar proposal from Facebook. Oh and I forgot to mention that they make zero dollars. The reason behind it? As a very young company, Snapchat has its own plans in earning money, and this plan goes beyond solely advertising. Duplicating a strategy that a China-based chatting app called WeChat uses, they plan to earn revenue through a user subscriptions to specific brands. Snapchat users will subscribe to brands of interest, take Starbucks for example, which will then receive messages such as specials like “buy one beverage, get one free”. This different approach greater focuses on consumers need, rather than obnoxiously forcing products and services when consumers aren’t interested.

Digging deeper into this new method, it truly revolutionizes the major issue of advertising: when it backfires, ’cause consumers don’t want to see it. Similar to natural advertising, which advertises based on the users search history, this creates an even smaller niche of what is being advertised. Because the users are essentially choosing what they want to see, the response will be much higher because users are given the choice in the first place. If implemented, this new strategy might just definitely be worth more than billions.

Article Link:

Trump. Out of everyone, us business students should know that that’s one heck of an important name. Slap it on a 63-storey tower in the heart of downtown Vancouver, and Vancouver just met a whole new level of luxury. Trump International Hotel and Tower Vancouver, predicted to be complete by summer of 2016 will provide 218 homes and 147 hotel rooms to those who expect nothing but exceptional first class experience. From Rolls-Royce chauffers to personal London Air Services for their residential owners- and that’s just the beginning of it, they aren’t kidding when they say ‘nothing but’. Beyond the luxurious experience, is an architectural work of art. The trophy-like contemporary shape that gently spirals upward will be equally as eye-catching as the interior, designed to give an “innovative, interesting and powerful” feel.

As Vancouver is quickly growing to be one of the most refined cities to live in, Trump Vancouver is definitely launching with the ultimate differentiation strategy in creating a whole new level of luxury. Aimed to attract the ‘A-list’ of all A-listers, this vision wouldn’t have been half as enticing if it didn’t have the brand image of Trump stamped on it. Thus, with both the very expensive features and very expensive name, Trump Vancouver is already capturing everyone’s attention, with residual sales already begun.

Article Link:

http://www.theprovince.com/travel/Ready+play+Trump+card/9148913/story.html

Sears Canada is closing both its flagship location in Toronto’s Eaton Centre as well as four other locations. As the company has been shredding assets and cutting jobs in an effort to turn around its struggling operations, this involves closing most of their most prominent locations and reducing the number of employees. As part of a three-year turnaround plan to respond to the intense competition within the retail sector, they’re hoping that lowering their expenses will improve Sears Canada’s overall business.Sears Canada’s struggle in maintaining its company is a perfect example of the effect of new entrants entering the market. Since new entrants such as Nordstrom and Target are coming to Canada, Sears is one of the several retailers fighting to stay aflotat. In such a broad sector like retail departments, companies that are succeeding are the ones that are moving along with the latest trends. Take Hudson’s Bay Co. for example, which in the past few years has taken in higher luxury brand companies, along with young and trendy brands like Topshop and Free People, reforming the company’s overall image. Sears Canada’s major issue is that nothing has changed. With brands, people and trends changing all the time, not being able to keep up with change evidently leads to falling behind in the battle.

Article Link:

http://www.vancouversun.com/business/Sears+Canada+close+Richmond+Centre+flagship+Eaton+Centre+store+Toronto/9096618/story.html

Steering away from the usual business-related articles, I thought I’d do something a little different this week. And given the fact that this entry is on Banksy, the pseudonymously famous U.K. graffiti artist, unusual will undoubtedly be the centre theme. Banksy, visiting the Big Apple this month, surely intends on making New Yorkers aware of his stay. Posted via the Banksy website, the artist announces a new piece of his work each day, leaving it to the people to actually find it. Yesterday afternoon, the artist set up a pop-up stall in Central Park, selling 100% authentic and signed pieces for $60 a pop (pieces usually vary from 7k to 20k). Only an astonishing four buyers actually “found” his work that day. Below shows a video of the stall in action.

From a business point of view, this really displays no business strategy. But the way I see it, giving up a few thousand-dollar art pieces is sure putting Banksy back in front-row attention, which may be a long-term strategy after all. But surely enough, knowing the elusive character, he’s not in it the money nor fame. I’d call it fun. And while in the real world people are out there making deals and crunching numbers, there’s people like Banksy, who does what he loves and just do. And we’re the ones calling artists wack!

Article link:

http://globalnews.ca/news/900886/banksy-sold-original-art-anonymously-in-new-yorks-central-park-for-60-apiece/

Here we go again, another internet social-media company going big! Announced on Thursday October 4, Twitter, a 7-year-old micro-blogging site, announced its plans to raise $1-billion in IPO. This would make it the largest IPO in technology companies since Facebook. Oh yeah, Facebook. How are they doing? Most would say not so great with its recent stock crash. So if Facebook evidently proved failure to increase revenue via online advertisements, what makes Twitter any different?

Some say there is a huge discrepancy. Twitter is a platform for public expression and current events in the now, whereas Facebook is meant to keep ties with that one guy you met at a bar. A recent article stated how Twitter differs in advertising, through the use of “native” advertising; discretely promoting a tweet, trend or whole account. But as all critics rave about the opportunity seen in the young company, defending how they will learn from Facebook’s mistakes, they’ve forgotten how certain they were about Facebook when it went public in May. The truth is we really don’t know what the outcome will be until we see for ourselves how effective Twitter’s advertising truly is. In my opinion, I believe Twitter’s value proposition is as true and unique as it’s company’s $10bn value. But knowing our past history with internet platforms, Twitter’s rapid growth isn’t a valid enough reason for the company’s hype, because it’ll be just a matter of time when the internet guys think of something bigger and better, sweeping Twitter’s #trend away in no time.

Article link:

http://www.bbc.co.uk/news/business-24397472

Twitter vs. Facebook:

http://news.cnet.com/8301-1023_3-57605995-93/why-twitter-isnt-like-facebook/

Over the last decade, Google has provided us with fast and easy access to available information via Google Search, email (Gmail), an office suite (Google Drive), social networking (Google +) and many more, which is why we love Google. But you know who may love Google just a little bit more? Their workers. If Google’s thriving company doesn’t already exceed in enough, it’s their innovating workplace that sets the bar high in the company’s points of difference. Working at Google isn’t just your stereotypical cubicle in a fancy high-rise, because this “fancy high-rise” is actually called the Googleplex.

It could easily be mistaken as an all inclusive resort, with free meals provided by 14 different cafes, snack rooms, 4 fitness centers, drop-off laundry service, a free medical health center, a spa and last but least the famous sleeping pods. One thing Google definitely doesn’t lack in is their value into their workers. But it’s not just for rewards, Google’s perky work setting is meant to inspire creativity. They believe happy workers equals more value into their work and greater productivity. Not only that, but they use corporate strategy such as long queue for the lunch counter to promote “serendipitous interaction” amongst employees intentionally to inspire ideas, leading to projects. Google differentiates in the whole workplace experience as they put a lot of thought into promoting motivation in their team, so that all workers want to contribute to the company’s success.

“We’re so used to working within hierarchical structures that we can’t fathom how someone could have a billion-dollar idea at a very junior level. But good ideas come from all ages and all ranges of experience. Silicon Valley was the first place to understand that.” – Mr. Piscione

Article link:

http://www.independent.co.uk/news/world/americas/perks-for-employees-and-how-google-changed-the-way-we-work-while-waiting-in-line-8830243.html

Tour inside the Googleplex:

https://www.youtube.com/watch?v=rWlHtvZHbZ8

Thanks to the technology gods, TV nowadays is no longer just TV. The creation of media streaming through providers such as Hulu, Netflix Inc. and Amazon Instant Video has raised competition against the good ol’ cable-TV systems.

Netflix Inc., established in 1997, has grown to be the world’s largest online television and movie provider via media streaming. Now, the company plans on further broadening its Web-based entertainment system to U.S. cable systems. The company currently holds 35.6 million global subscribers and has already signed with two European cable systems. As one of the fastest growing providers, and shares that have more than tripled this year, the cable guys are realizing that sticking them as competitors might not be the smartest move, and partnership may be the only way to keep up. Linking this to our understanding of positioning, with media streaming currently gaining majority popularity in home entertainment, cable-TV is finding a position to incorporate the number 1 (Netflix) into their own system. If Netflix takes on the deal, “newer set-top boxes [will] blend Internet-based programming with traditional pay television”[1] and will ultimately enhance the end consumers’ accessibility and convenience in a one-packaged experience. Netflix has a goal of 60 million to 90 million paying subscribers and with the expansion to U.S. cable TV, it seems like both sides will benefit from this cooperation.

Drug Deaths Threaten the Rising Business of Music Festivals

The electro-dance music festival industry prevails to exceed in popularity amongst the youths of our age. They draw ten to hundreds of thousands of fans to experience a weekend of a lifetime for the cost of up to $300 for 2-3 days. Successful? Investors and corporate sponsors think so.

Here’s the problem: parties, drugs, and deaths. The numbers of drug-related deaths that are occurring at these events are adding up, keeping big time companies such as SFX Entertainment and Live Nation Entertainment on pause for any I.P.O. or sponsorship actions. The striving success of the music festival business faces the challenge of the ongoing drug-abuse culture that comes within. Is it ethical for a company to plunge into partnership for the soaring profits knowing the well-aware liabilities? Is it even a good business move having your name on the headline of a 19-year-old drug-abuse death?

Robert F.X. Sillerman, chief executive of SFX, says “professionally run festivals and events … provides the opportunity to provide health and safety guidance.” (Sisario) Looks like SFX is choosing to take the risk. Their approach is to raise more drug abuse awareness at their next event. If we come to an understanding of the risk and matter of the issue, companies like SFX, can use the opportunity to take that extra step- be it to educate, a higher cost in medical attendance or security- in providing a successfully safe experience.

Article link:                                                                                                         http://www.nytimes.com/2013/09/10/arts/music/drugs-at-music-festivals-are-threat-to-investors-as-well-as-fans.html?adxnnl=1&ref=media&adxnnlx=1378951943-jmYfU6rp9Qa0QFm8LGR7/A

Matthew Rybarczyk, 20-year-old rave drug-abuse victim:                                  http://www.silive.com/eastshore/index.ssf/2013/07/drug_link_seen_in_sudden_death.html

Welcome to UBC Blogs. This is your first post. Edit or delete it, then start blogging!