![]() ![]() Zipcar changed to more of a “blade-and-razor” model, where the membership acts as the “blade” in order to better penetrate the market. Even though there was no market to try and gain a market share within, there were still a number of alternatives. $300 was too prohibitive and failed to create the intended customer value proposition. 2) Why did the founders revise their financial plans? By conducting research it became clear that the European model would not be suitable in the US. ![]() In order to further attract investment (which they originally found difficult due to this factor), this gap in their shared knowledge and experience should be addressed. Team – Chase and Danielson lacked one important factor, experience of the market. The worry, due to the lack of barriers, would be established companies entering the market. Alternatives/Competitors – Competitors did exist within the US, but operated in a similar fashion to the European companies by concentrating on their core market locations. History – Similar services have succeeded in Europe, but despite a number of firms being successful the market was fairly segmented between 200 firms in 450 cities. If they can capture the market and expand the service into the 14 proposed cities then basic projections for Year 5 could reach a net income far higher than proposed in the financial plans. These figures imply a growth opportunity, especially as they have only considered (in these financial plans) the projections for Boston. #Zipcar founders download#You can find more of Chase’s advice on the official MIT Sloan website, and download Robin Chase, Zipcar and an Inconvenient Discovery today.1) Please assess the overall validity of the Zipcar business idea: Opportunity – Looking at Exhibit 5, we can see that by Year 5 Net Income is estimated to be $1,053,688, an increase of 16.47% from Year 4 projections and an increase of almost 1400% from the Year 1. You want to have multipurpose can-do people.” In the beginning, everyone is doing everything. She added, “For my first hires, it was great knowing this person had been a bike messenger. Particularly for new startups, Chase stressed the importance of knowing “when you are not standing next to someone their value judgments will be the same.” What are this person’s values and how do they align with my company’s? ![]() When it comes to past, present, and future hires, Chase told the assembled crowd to try to look beyond a candidate’s CV in order to understand the person behind the resume. Chase said, “It took me a really long time to understand what I was good at and when my intuition was right.” Lesson #3: “Make sure all team members are on the same page.” Part of getting comfortable involves being able to trust oneself when outside opinions attempt to sway you in different directions. It takes time-not to mention chutzpah and fortitude-to settle into a leadership role. In addition to knowing their industry inside and out, new entrepreneurs need time to get to know themselves as leaders. ![]()
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