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company_overview_Essay
Course: NBA 3000, Spring 2007School: Cornell
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Word Count: 166
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1 A. Section Description of Business SoftwareDirect.com will be a company that takes advantage of a significant market opportunity presented by combining the direct downloading capabilities of the Internet with custom made software products developed by private and company-based software developers. We will be extending these services to small businesses and individuals in the form of discount packages that are...
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1
A. Section Description of Business
SoftwareDirect.com will be a company that takes advantage of a significant market opportunity presented by combining the direct downloading capabilities of the Internet with custom made software products developed by private and company-based software developers.
We will be extending these services to small businesses and individuals in the form of discount packages that are ready to be directly downloaded to their computer of choice. Such a service would allow the customers to their minimized costs as well as the time spent waiting for the delivery of such packages.
One of the main differentiating products of our company is the social networking service that we provide. This tool will allow direct contact between the end-users and developers alike, so that specific products may be made available. Our team will then check the software solutions for legality as well as security. The software will then be made available at a price agreed upon both by our company as well as the developers.
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Cornell - NBA - 3000
Competition: There are many companies that are competing in the original form of our market. Examples of companies with large market capitalization (as of November) are: 1. SAP AG the most well known name in business software solutions industry with
Cornell - NBA - 3000
Description of PersonnelThe founders of Softwaredirect.com will provide all necessary labor for the upkeep of the website until we exceed offering 500 different software programs. Once Softwaredirect.com reaches this threshold we will supplement ou
Cornell - NBA - 3000
CornellUniversity JohnsonGraduateSchoolofManagementETL TESTING LABORATORIES (A)The morning of Monday, July 30, 1985 was the beginning of a long day for Kim Davis of Weiss, Peck & Greer. The Board of Directors at ETL Testing Laboratories had finis
Cornell - NBA - 3000
NBA 300 Weiss, Peck & Greer (ETL Case)WPG has respected the terms laid out by the ETL board. They have extended an offer of $23 per share. The last-minute complication that showed the recapture figure was not $600,000, but actually closer to $2,300
Cornell - NBA - 3000
SoftwareDirect.comEXECUTIVE SUMMARYEXECUTIVE SUMMARYVision: SoftwareDirect envisions building an online community targeted towards small businesses and small software developers to improve sales and communication. We exploit the internets capabi
Cornell - NBA - 3000
SoftwareDirect.comEXECUTIVE SUMMARYEXECUTIVE SUMMARYVision: SoftwareDirect envisions building an online community targeted towards small businesses and small software developers to improve sales and communication. We exploit the internets capabi
Cornell - NBA - 3000
Executive Summary Vision: Objectives: SoftwareDirect.comseekstobuildanonlinecommunitythatwillfacilitate transactionsbetweensoftwaredevelopersandbuyers.Thewebsitewillhosta varietyofsoftwarethatcanbeeasilydownloadedbydemandersofbusiness software.Ourbus
Cornell - NBA - 3000
Exit strategy We hope to continue to grow SoftwareDirect.com and eventually be acquired by either competing or market related organizations such as Download.com. Other options for us include taking the company public through an initial public offerin
Cornell - NBA - 3000
Cornell - NBA - 3000
Cornell - NBA - 3000
Investment and Financing StrategyWe will launch Softwaredirect.com with seed money acquired from personal finances and the goodwill of family and friends; this exists as a feasible option due to the relatively small amount of seed capital necessary
Cornell - NBA - 3000
Investment and Financing StrategyWe will launch Softwaredirect.com with seed money acquired from personal finances and the goodwill of family and friends; this exists as a feasible option due to the relatively small amount of seed capital necessary
Cornell - NBA - 3000
Technology Two 50 Tb server,T3 internet. Supports 20,000 buyers, 15,000 softwares Data backup (every 24 hours) and Firewall Flexible & Easy to transport. DirectQuality Future: ODIN (Inhouse Management Software)Competition SAP AG business so
Cornell - NBA - 3000
2. Description of Market SoftwareDirect will enter the Internet downloading market, which has been growing rapidly in the past decade. We plan to open a new niche in the market by allowing the customers to ask for customized software products. The cu
Cornell - NBA - 3000
A. MarketSoftwareDirect has to analyze the following aspects of the market: the growth of the application software industry, online communities (such as Facebook and MySpace represented by Internet software & services), and Internet retail. In the
Cornell - NBA - 3000
1. SoftwareDirect.com by us.2.I will talk a little bit about Description of Business, Description of Market, Products and Services. Hamzah will then explainJohn will talk about3. First Id like to tell you a little bit about us.4.We at Softwar
Cornell - NBA - 3000
ID 1Task Name Phase 1 - preparationDuration 1 day?Start Mon 12/10/07Finish Mon 12/10/07Dec 9, '07 Dec 16, '07 Dec 23, '07 Dec 30, '07 Jan 6, '08 Jan 13, '08 Jan 20, '08 Jan 27, '08 Feb 3, '08 Feb 10, '08 Feb 17, '08 Feb 24, '08 Mar 2, '08 M
Cornell - NBA - 3000
Sales and Marketing StrategySoftwaredirect.com will provide many unique services along with a variety of software products. In order to satisfy our target market of small businesses, namely financial businesses, and other office professionals, we w
Cornell - NBA - 3000
Sales and Marketing StrategySoftwaredirect.com will provide many unique services along with a variety of software products. In order to satisfy our target market of small businesses, namely financial businesses, and other office professionals, we w
Cornell - NBA - 3000
SoftwareDirect.comSECTION I: THE BUSINESSSECTION I: THE BUSINESSA. Description of BusinessSoftwareDirect.com will be a company that takes advantage of a significant market opportunity presented by utilizing the direct downloading capabilities o
Cornell - NBA - 3000
SoftwareDirect.com DATASECTION II: FINANCIALSECTION II: FINANCIAL DATAA. SOURCES AND APPLICATIONS OF INVESTMENTSource s: Family, Angels etc. Job Salary* Total Sources Applications: Equipme nt Working Capital Reserve * Total Applications 24,000
Cornell - NBA - 3000
SoftwareDirect.comSECTION I: THE BUSINESSSECTION I: THE BUSINESSA. Description of BusinessSoftwareDirect.com will be a company that takes advantage of a significant market opportunity presented by combining the direct downloading capabilities o
Cornell - NBA - 3000
Software DirectCompany Name & Product Description SoftwareDirect.com will sell software via direct download from our website We offer a first-of-a-kind platform for small businesses and individuals to sell their software products via our website
Cornell - NBA - 3000
Y1Q1 Current Assets Cash and Cash Equivalents Total Current Assets Non-Current Assests Equipment and Servers Less Accumulated Depreciation Total Non-Current Assets Total Assets Liabilities Accounts Payable Total liabilities Owner's Equity Total Liabi
Cornell - NBA - 3000
www.SoftwareDirect.co mCompany Name & Product DescriptionSoftwareDirect.com will sell software via direct download from our website We offer a first-of-a-kind platform for small businesses and individuals to sell their software products via our
Cornell - NBA - 3000
www.SoftwareDirect.co mCompany Name & Product DescriptionSoftwareDirect.com will sell software via direct download from our website We offer a first-of-a-kind platform for small businesses and individuals to sell their software products via our
Cornell - NBA - 3000
www.SoftwareDirect.co mCompany Name & Product DescriptionSoftwareDirect.com will sell software via direct download from our website We offer a first-of-a-kind platform for small businesses and individuals to sell their software products via our
Cornell - NBA - 3000
SoftwareDirect Balance Sheet Year 1 Year 2 Year 3 Year 4 Year 5 Current Assets Cash and Cash Equivalents Total Current Assets Non-Current Assests Servers Office Equipment Less Accumulated Depreciation Total Non-Current Assets Total Assets Liabilities
Cornell - NBA - 3000
SoftwareDirect.com OF CONTENTSTABLESoftwareDirect.comExecutive Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Section I - The Business. . . . . . . . . . . . . . .
Cornell - NBA - 3000
StatementofPurpose: SoftwareDirect.comseekstobuildanonlinecommunitythatwillfacilitate transactionsbetweensoftwaredevelopersandbuyers.Thewebsitewillhosta varietyofsoftwarethatcanbeeasilydownloadedbydemandersofbusiness software.Ourbusinesswillprovidean
Cornell - NBA - 3000
SoftwareDirect.com DOCUMENTSSECTION III: SUPPORTINGLIST OF POTENTAIL SOFTWARE AND DEVELOPERS QuickInvoice WorldCalc PerSense Moffsoft Calculator Ezi Accounting Hp 12c Financial Accounting The Bplan Creator Expense Sheet Manage
Cornell - NBA - 3000
Products and Services -Portfolio of Business softwares (small business) -Online community for small businesses and software developers. -Customer services for small businesses for software selection -Consulting services for software companies for qua
Cornell - NBA - 666
September 4, 2007 NBA 666 Outside Negotiation Finding an item that I would not normally negotiate for proved to be a harder task that I had anticipated. However, as time went on I realized that the motorcycle that I had recently acquired through Ebay
Cornell - NBA - 666
NBA 666: Bullard Houses Feedback I believe you guys are excellent negotiators and you were able to pursue your goal very tactfully. You also worked very well together as a team. However, both our teams made mistakes: ours in not being honest because
Cornell - NBA - 666
Section 3 On-going Negotiations (Group 7 Pay-off Matrix) Operation of the new plant=325 points for complete management control of operations, 250 points to double production targets, 0 points if kept the same Incentives=325 points for complete elimin
Cornell - NBA - 666
Operation of the new plant=325 points for complete management control of operations Incentives=325 points for complete elimination of incentives Escalator=200 points escalator clause eliminated Wages= 100 points if wages kept at $9.00, minus 50 point
Cornell - NBA - 666
NBA 666-The Bullard Houses September 24, 2007Overall I think you guys did a great job. You had a plan set, and executed it with complete coordination between the team members. You were all on the same page. You guys also did a great job hiding your
Cornell - NBA - 666
NBA 666 SEC 3 September 23, 2007 NBA Player DebriefingI chose the first negotiation exercise we partook in due to the fact that the parties involved had the least amount of experience in the art of negotiation at that point in time. This gave them
Cornell - NBA - 666
NBA 666 SEC 3 November 5, 2007 Debriefing Paper 2I was particularly interested in the Andres Bistro mediator exercise because it was different than any other case we have done so far in that it included a mediator. The role of an impartial mediator
Cornell - NBA - 666
Feed back: Texoil represenatative As an independent station owner you played a great role. You wanted to sell your gas station to fulfill your lifelong dream to go for a boat trip. Right : You were honest to tell me your actual expenses that you are
Cornell - NBA - 666
Feedback I felt like this was a very smooth and trouble-free negotiation. We were very honest, which led to beneficial outcomes for both of us. You came in focused and ready to start. You didnt want to beat around the bush and went straight to talkin
Cornell - NBA - 666
Re: Peer Feedback-Bullard Houses The Objective: To come to an agreeement regarding the sale of the Bullard Houses Complications: As buyer, I was prohibited from disclosing the intended use of the property for a hotel. Reflections on the Interaction:
Cornell - NBA - 666
Re: Peer Feedback-Bullard Houses Overall, I think you both did a good job of maintaining your position and getting more money out of us. By starting out with a high asking price, you framed the bargaining zone relatively high and therefore put yourse
Cornell - NBA - 666
NBA 666 Final Paper Part IIThe management had a simple objective of increasing their control over the employees and production methods within the new plant, as well as lowering their costs and expenses. This lowering of costs was to be accomplished
Cornell - NBA - 666
NBA666 NEGOTIATIONS FINAL GROUP PAPERMEMORANDUMTO: FROM: SUBJECT: DATE: CC:ABC MANAGEMENT TEAM ABC NEGOTIATION TEAM ROUND THREE NEGOTIATION WITH LOCAL 190 2/20/2009The purpose of this memorandum is to summarize, and explain the merits of, the
Cornell - NBA - 666
Fall 2007 Negotiations (NBA666) Cornell University- Johnson SchoolProfessor Melissa Thomas-Hunt 449 Sage Hall E-mail: mct24@cornell.edu (best way to contact me) Office Hours Wed 2:45-3:45 pm or by appointmentSyllabus Course Objectives: The purpos
Cornell - PAM - 2000
PAM 200 Lec 1 Final Exam Information Date: Friday, December 7th, 2007 Time: 2:00 pm - 4:30 pm Room: Plant Sciences 233 EXAM TOPICS -The exam will cover all the material we covered this semester. That corresponds to chapters 1 - 14; however, the empha
Cornell - PAM - 2000
College of Human Ecology Cornell University, Ithaca, New York Department of Policy Analysis and Management PAM 200 Intermediate Micro u A. Sinan Un r Fall 2007Quiz 5 AnswersSeptember 20, 2007 Alices preferences over food, F, and clothing, C, are
Cornell - PAM - 2000
College of Human Ecology Cornell University, Ithaca, New York Department of Policy Analysis and Management PAM 200 Intermediate Micro u A. Sinan Un r Fall 2007Quiz 6 AnswersSeptember 27, 2007 Q1: Suppose you consider tea and coffee to be perfect
Cornell - PAM - 2000
College of Human Ecology Cornell University, Ithaca, New York Department of Policy Analysis and Management PAM 200 Intermediate Micro u A. Sinan Un r Fall 2007Quiz 7 AnswersOctober 18, 2007 Q1 ) Alice is works in the booming widget industry in Z
Cornell - PAM - 2000
College of Human Ecology Cornell University, Ithaca, New York Department of Policy Analysis and Management PAM 200 Intermediate Micro u A. Sinan Un r Fall 2007Short AnswerSuppose the Greasy Burger Joints production function for hamburgers is give
Cornell - PAM - 2000
College of Human Ecology Cornell University, Ithaca, New York Department of Policy Analysis and Management PAM 200 Intermediate Micro u A. Sinan Un r Fall 2007Quiz 9 AnswersNovember 1, 2007 Short Answer: Answer briey and only what is being asked
Cornell - PAM - 2000
Chapter 1 Analyzing Economic ProblemsSolutions to Review Questions1. Microeconomics studies the economic behavior of individual economic decision makers, such as a consumer, a worker, a firm, or a manager. Macroeconomics studies how an entire natio
Cornell - PAM - 2000
Chapter 2 Supply and Demand AnalysisSolutions to Review Questions1. Excess demand occurs when price falls below the equilibrium price. In this situation, consumers are demanding a higher quantity than is being made available by suppliers. This crea
Cornell - PAM - 2000
Chapter 3 Preferences and UtilitySolutions to Review Questions1. 2. A basket is a collection of goods and services that an individual might consume. By requiring preferences to be complete, economists are ensuring that consumers will not respond in
Cornell - PAM - 2000
Chapter 4 Consumer ChoiceSolutions to Review Questions1. Relative to any point on the budget line, when the consumer has a positive marginal utility for all goods she could increase her utility by consuming some basket outside the budget line. Howe
Cornell - PAM - 2000
Chapter 5 The Theory of DemandSolutions to Review Questions1. The price consumption curve plots the set of optimal bundles for two goods, say X and Y, by changing the price of one good while holding the price of the other good and income constant.
Cornell - PAM - 2000
Chapter 6 Inputs and Production FunctionsSolutions to Review Questions1. The production function tells us the maximum volume of output that may be produced given a combination of inputs. It is possible that the firm might produce less than this amo
Cornell - PAM - 2000
Chapter 7 Costs and Cost MinimizationSolutions to Review Questions1. Acquisition cost and opportunity cost are not necessarily the same. As the text points out, opportunity costs are forward looking. The opportunity cost is the payoff associated wi
Cornell - PAM - 2000
Chapter 8 Cost CurvesSolutions to Review Questions1. The long-run total cost curve plots the minimized total cost for each level of output holding input prices fixed. In other words, for a given set of input prices, the long-run total cost curve re
Cornell - PAM - 2000
Chapter 9 Perfectly Competitive MarketsSolutions to Review Questions1. The difference between accounting profit and economic profit is in how total cost is measured. With accounting profit, total cost is measured as total accounting cost while with