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We write Blue Apron: Disruption in the U. Could the new chief executive officer ensure that Blue Apron became profitable, or was the company destined to exit the market or be acquired by an established retailer?Author(s): Agnihotri A, Bhattacharya SPublication type: Online PublicationPublication status: PublishedSeries Title: Ivey PublishingYear: 2018Description: Business Case StudyAcceptance date: 27/04/2018Publisher: Ivey PublishingURL: https://www. Timing of the expected cash flows – stockholders of Apron Blue have higher preference for cash returns over 4-5 years rather than 10-15 years given the nature of the volatility in the industry.

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Our immersive learning methodology from – case study discussions to simulations tools help MBA and EMBA professionals to – gain new insight, deepen their knowledge of the Innovation & Entrepreneurship field, Marketing Mix factors, Products related decisions, pricing strategies and more. Almost all of the case studies contain well defined situations. S.
r = discount rate or return that could be earned using other safe proposition such as fixed deposit or treasury bond rate. Organizational restructuring of Apron Blue

The strengths of Apron Blue in Blue Apron: Disruption in the U.

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S. S. you can try this out It inculcates put the number on both tangible and intangible benefits with a clear understanding of elasticity of demand and competitive pressures. MBA and EMBA professional can take advantage of these situations to – apply theoretical framework, recommend new processes, and use quantitative methods to suggest course of action.

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Pricing is a highly complex activity and we will cover only a very limited aspect of what goes into pricing decisions. Why you choose one course of action over the other. Competition was fierce from both other start-ups such as HelloFresh and established retailers such as Amazon Inc. – Lucrative Opportunities in International Markets – Globalization has led to opportunities in the international market.

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For example – new product campaign can be measured on spreading brand awareness, while existing product marketing campaign can be measured on Our site purchase or product recall.

The decision regarding product line has to be balanced between complexity of the present products and service required, and available niche space available in the market place. 2. – Apron Blue business model can be easily replicated by competitors – According to Arpita Agnihotri, Saurabh Bhattacharya , the business model of Apron Blue can be easily replicated by players in the industry. Over the years the country has progressively worked to lower the entry of barrier and streamline the tax structure.

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Based on the evidences at hand – we can choose the following pricing strategy

High Brand Awareness – The brand of Apron Blue is well respected in the market so it can fetch a slight premium over the other competitive brands. – Low profitability which can hamper new project investment – Even view publisher site Apron Blue financial statement is stable, but going forward Apron Blue 5-7% profitability can lead to shortage of funds to invest into new projects.
Net Cash In Flow – What the firm will get each year. Apron Blue can try to reposition the products from the existing brands within one line. .