代写论文价格-商店销售的衰落。这些商店成立于1991年，与特纳广播公司的合并为该组织的产品组合提供了基于调谐器属性的商品。存储销售的商品是基于华纳兄弟制作的电影(Devine et al.， 2016)。其商业模式和产品与迪士尼商店类似。本组织采用了模仿战略。调查发现，该组织已经建立了主题店。这是因为基于主题的店铺模式，在其推出的最初几年里，店铺取得了明显的增量式成功。到2000年，全球组织和世界人口的互联网接入开放后，该组织经历了许多无法应对的变化(爱泼斯坦，2016)。互联网泡沫的破灭发生在2000年，打破了工作室商店的商业模式。除此之外，这些商品的销售是基于华纳兄弟制作的电影，这一事实也导致了商店销售的衰落。麦卡锡最初的营销组合中的四个p是用来解释这种情况的。
“Over that weekend, Mr. Levin and Mr. Case began notifying more of the executives. Among these were Don Logan, then head of Time Inc., and Ted Leonsis, a division president at AOL. Many executives, including Timothy A. Boggs, then head of government relations at Time Warner, found out about the deal the day of the announcement in an 8 a.m. conference call. None were pleased with the news”(Arango, 2010, pp.7).
This statement implies that the senior management of the organization was not informed about the plans of merger among Mr. Case and Mr. Levin. It indicates that while the due diligence was performed from the legal perspective, no consultation or board meeting was held for discussing the prospects, benefits, costs and implications of undertaking the merger (Epstein, 2016). The above stated examples showcase lack of collaboration and transparency during the negotiations.
“Dumbest idea I had ever heard in my life” (Arango, 2010, pp.6). The statement made by Logan was based on this ownership experience of a minor-league baseball team. He made this assertion with the view that in the light of the changing and transforming market, AOL merged with Time Warner wherein Time Warner was experiencing number of issues bringing profit from the Studio Stores.
“I was one of the loudest advocates for not doing the deal” (Arango, 2010, pp. 6. This example has been taken as being the owner of the Washington Capitals the suggestion of Mr.Leonsis was primarily based on the financial performance (Gordon, 2016). It was identified by Leonsis that the financial perspective of the merger had been side-lined because of the match of the values among Mr. Case and Mr. Levin. The preference of the customers for the product of the Studio Stores was reducing across the markets.
The comment indicates that the adequate investigation within the economic basis of the merger was not performed (Napoli and Caplan, 2016). Therefore, the deal underwent a yearlong process of regulatory approval. The lack of sound financial basis behind the merger resulted in the economists of FTC to indicate the financial drawbacks of undertaking the merger.
“I used to think at the time it was a clash of cultures and a misreading of the dot-com bubble, but I now upon reflection believe that the transaction was undone by the Internet itself”(Arango, 2010, pp. 7). This comment made by Mr. Levin implies the assumptions that cultural issues and dot com bubble resulted in the demise of merger were found to be false (Devine et al., 2016). The comment indicates that the shortcomings resulted from the old business plans and ideas which resulted in the inability of the organization to sustain the Studio Stores.
It has been identified that while there was downward trend for the product of Studio Stores, the prices of the product and its place of availability were both cost incurring to the customers. While the promotion or distribution of the products was attractive to the customers, the market was saturated with the similar products (Chang et al., 2014). The distribution of the products were performed among its competitors because of which the organization of Studio Stores were competing itself by the sales of the merchandise that were made by the third party vendors.
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