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jerryking : expansions   16

Godiva indulges global coffee craving with café rollout
DECEMBER 16, 2018 | Financial Times by Andrew Edgecliffe-Johnson and Alistair Gray in New York.

Godiva, the Turkish-owned Belgian chocolate brand, is to roll out 2,000 cafés as part of a plan to multiply revenues fivefold over the next six years — the latest sign of a coffee craze in the global food and drinks industry..... to raise capital to fund the expansion, Godiva and its bankers at Morgan Stanley have been in talks with several potential strategic investors about a possible $1bn-plus transaction....The New York-based group already has 40 cafés, including an outlet in Harrods, London, after an initial pilot launched in Istanbul and Shanghai in 2010. Yet Ms Young-Scrivner, a former Starbucks executive, said the company believed coffee consumption would continue to grow and a larger chain of Godiva outlets was “a natural extension”. Coffee and tea, she said, “pair really well with chocolate”.....Godiva’s 1,500-2,500 sq ft cafés will start appearing in big cities around the world from next spring, when the first is due to open in New York. About a third of the outlets are planned for North America, a third in Asia and a third in the rest of the world. Their menus will feature hot chocolate, cookies, affogato, chocolate-dipped strawberries and croiffles, a sweet or savoury cross between a croissant and a waffle..........The second part of Ms Young-Scrivner’s plan includes expanding Godiva’s distribution in grocery stores. The company estimates its share of the US packaged chocolate market at just 2 per cent and plans to expand the distribution of its chocolate bars and packages aimed more at self-indulgent snacking than at the premium-priced gift market where it has long focused.

Godiva was watching with interest the growth of cannabis-infused chocolates and drinks, which has prompted several large consumer groups to explore investments in cannabis companies, but this was “not a priority” for the company, Ms Young-Scrivner said.
brands  cafés  chocolate  coffee  Godiva  high-end  rollouts  expansions  cannabis  self-indulgence 
january 2019 by jerryking
Goldman eyes expansion of investment banking
March 23, 2018 | FT | Ben McLannahan.

The contrasting fortunes of the rivals for the top spot suggest that Goldman sees no immediate turnround in trading, and in fixed-income trading in particular, where clients such as hedge funds have been reluctant to put on big trades in listless, directionless markets. Mr Blankfein noted on Friday that the entire industry had been hurting, as overall revenues roughly halved from their peak in 2009. But he said Goldman had “under-invested” in simpler products such as cash bonds, “which led to lower penetration with certain large asset managers and banks.”

The future is dealmaking, more relationships; they can’t just deal with the blue-chips and the next rung down

David Hendler, Viola Risk Advisors
The doubling down in investment banking suggests that Goldman is “going where the margins are,” said David Hendler, founder and principal of Viola Risk Advisors. “The future is dealmaking, more relationships; they can’t just deal with the blue-chips and the next rung down.”
directionless  Goldman_Sachs  investment_banking  growth  Lloyd_Blankfein  relationships  expansions  deal-making  blue-chips 
march 2018 by jerryking
Instagram Finds Focus Under ‘Efficiency Guru’
April 13, 2017 | WSJ | By Deepa Seetharaman

Ms. Levine’s biggest contribution, Mr. Systrom says, is helping Instagram avoid the fate analyst Ben Thompson described: “Companies break every time they double.” [See reference to sublinearity in new book of Geoffrey West, “Scale: The Universal Laws of Growth, Innovation, Sustainability and the Pace of Life in Organisms, Cities, Economies, and Companies” (Penguin). Specifically, "infrastructure growth scales in analogous sublinear fashion]

In 2014, Mr. Systrom said he realized he and his co-founder, Mike Krieger, needed help to grow Instagram. Facebook had bought the startup for $1 billion two years earlier, when it had just 13 employees. The pressure was on for Instagram to make money and roll out products at a more rapid clip, and the co-founders saw the need for an executive to manage the expansion.

Marne Levine is “an efficiency guru” who has helped the Instagram app avoid some of the pitfalls of rapid growth. Ms. Levine has skills that are in high demand in Silicon Valley, where startups often struggle to get past their adolescence. Uber Technologies Inc., for instance, is seeking a second-in-command to help founder Travis Kalanick repair the ride-sharing company’s image after allegations of sexism and sexual harassment and the departure of several top executives. “We want to be the 10x company,” Ms. Levine, 46, says. “That means we need to think carefully about how we set up our operations, how we grow and how we scale.”.....A seasoned manager can instill discipline and order, helping new companies avoid wasting time and resources while adding a veneer of professionalism to attract potential customers.
Instagram  Facebook  focus  scaling  growth  Snap  Snapchat  expansions  COO  efficiencies  sublinearity  powerlaw  product_launches  speed  blitzscaling  operational_tempo  10x 
april 2017 by jerryking
a16z Podcast: Ben and Marc Explain (Practically) Everything – Part 1 – Andreessen Horowitz
Marc: Cheaper to start. More expensive to grow. So, it goes back to what we were talking about before. So the market sizes are much larger. So, the prize is bigger. The market is larger and it takes more money to be able to build a company in the market. And so, yeah, you can start a lot of these companies with three laptops and three lattes a day and you’re off to the races. Three kids living on ramen noodles. But at some point, you need to build the company. And you need to build the company that is then going to go take the market. And the market is big. And the market is global and you’re going to need a company around that.

You’re going to need a sales force. You’re going to need marketing. You’re going to need a big development organization. You’re going to need customer service, customer support. You’re going to have a big recruiting campaign. You’re going to need partnerships. You’re going to need expansion capital. All these things kick in. And so these companies almost never stay small. It’s extremely rare that you’d see any company that does anything big in tech that doesn’t end up raising…doesn’t end up, number one, raising money and then number two, if you’re going to raise money, raise money from venture capital.
Andreessen_Horowitz  scaling  start_ups  marketing  partnerships  expansions  growth 
december 2016 by jerryking
Wynne reveals details of massive Toronto-region rail expansion plan - The Globe and Mail
OLIVER MOORE - URBAN TRANSPORTATION REPORTER
Barrie — The Globe and Mail
Published Friday, Apr. 17 2015

The Ontario government has rolled out details on a huge expansion of GO rail service, a $13.5-billion investment that leaves little money for other transit projects around the region and falls short of earlier promises.

More frequent service with electricity-powered trains across much of the Toronto-area rail network was a Liberal campaign pledge last year, and will be funded in part by the sale of a stake in the utility Hydro One.

“We’re going to make massive improvements across the GO system,” Premier Kathleen Wynne said on Friday at a Barrie rail station, where she and Transportation Minister Steven Del Duca started to spell out what this will mean.

GO Transit service will start ramping up this year. At the end of five years, nearly 700 more trains will be running each week, an increase of about 40 per cent in capacity on weekdays, most at off-peak times. Weekend service will jump by more than 140 per cent.

Among the other details revealed on Friday was that it will take seven or eight years to electrify the GO corridors Toronto Mayor John Tory needs for his SmartTrack transit plan. ....The province has been promising regional express rail (RER) – the shorthand for changing GO from a largely commuter service into frequent, two-way electrified service – for more than a year. Ms. Wynne promised in a speech to the Toronto Region Board of Trade last April to “phase in electric train service every 15 minutes on all GO lines that we own.”
transportation  DRL  Kathleen_Wynne  GTA  GO  transit  growth  public_transit  expansions  RER  Hydro_One 
april 2015 by jerryking
Uber Now Valued at More Than $41 Billion - WSJ
By DOUGLAS MACMILLAN, SAM SCHECHNER and LISA FLEISHER
Updated Dec. 5, 2014

the five-year-old company must prove it can turn a mobile app for hailing a ride into a significant and profitable global business. Its app, which lets people hail a car from professional or nonprofessional drivers with a few clicks and a credit card, has become a part of daily life in cities from Anchorage to Shenzhen, China....Uber also is exploring using its fleet of drivers to transport goods and services in addition to people. The company has tested deliveries of items including ice cream, flu shots and fresh meals and recently poached the head of Google ’s same-day delivery business.....Uber profits by keeping 20% of the fare paid on most rides on its service and gives the rest to its drivers, who work as independent contractors....by the end of 2015, Uber expects to be operating at an about $2 billion net annual revenue rate, which excludes driver pay, according to the person familiar with the company’s financials. Such growth is coming from a cookie-cutter global expansion, where the company moves quickly to open up shop, splashes out incentives to sign up drivers and then hires lobbyists and lawyers to gird for legal challenges from taxi companies and regulators...Uber’s strategy has been to get a foothold in a market in any way possible, whether it offers a way to hail traditional metered taxis, livery cabs or drivers without professional licenses through its ride-sharing services. The key is to get potential customers to download the app and then expand the range of services.
Uber  valuations  start_ups  sharing_economy  same-day  ride_sharing  international_marketing  Asia_Pacific  expansions 
december 2014 by jerryking
Unlikely expansion: When retail brands go wholesale -
Apr. 16 2013 | The Globe and Mail | MARINA STRAUSS - RETAILING REPORTER.

Aldo Group Inc. is on the hunt for retail space – inside the stores of other retailers, as the shoe specialist pursues a cost-conscious expansion in which it is teaming up with a growing roster of indirect rivals.

Merchants ranging from Aldo to fashion purveyor Joe Fresh (owned by grocery giant Loblaw Cos. Ltd.), Reitmans (Canada) Ltd. and Hudson’s Bay Co., have stepped up their partnering efforts, even as they raise the stakes by being tied to sometimes unstable chains....multichannel distribution allows rapid expansion into new markets without the expense or time needed to open new stores....Retailers are trying to cash in on brand awareness and production expertise to reach more customers in a cost-savvy way. But the business model isn’t without drawbacks, as merchants lose some control over the placement, prominence and marketing of their products....For years, in a reverse trend, manufacturers – from Nine West to Apple – have set up their own standalone stores to showcase their products and ensure their brands are not lost among many others within a larger retailer.

“Retailers want to be wholesalers and wholesalers want to be retailers,” Mr. Lichtszral said. “The lines are blurred everywhere … Wholesale distributors are opening their own websites and shipping directly to the consumer and, in doing that, are technically competing with their retail customers.”
growth  retailers  brands  distribution_channels  Aldo  Loblaws  Nine_West  Apple  wholesalers  multichannel  omnichannel  Joe_Fresh  partnerships  Reitmans  HBC  business_models  drawbacks  merchandising  manufacturers  expansions  store_within_a_store  cost-consciousness  Marina_Strauss  standalone  Fortune_500 
may 2013 by jerryking
Joe Fresh's global expansion plan: first, he takes Manhattan - The Globe and Mail
Feb. 23, 2011 Globe and Mail MARINA STRAUSS. Joe Mimran is
returning to Manhattan with plans to test the first four Joe Fresh
stores in New York this fall, including a flagship on Fifth Avenue
several blocks from Club Monaco. In his latest U.S. foray, he envisions
the potential for as many as 800 Joe Fresh outlets in the U.S. within
five years, as well as expansion beyond North America,
Marina_Strauss  growth  crossborder  Loblaws  Mimran  Manhattan  New_York_City  retailers  expansions 
february 2011 by jerryking
Google, the great disruptor, takes aim ... at everything - The Globe and Mail
Omar El Akkad and Iain Marlow

From Saturday's Globe and Mail Published on Friday, Jan. 08, 2010 9:32PM
EST Last updated on Saturday, Jan. 09, 2010.

A decade ago, the Web company made its name by helping people find
things on the Internet. But Google no longer believes the future of the
Web is on the personal computer. Instead, the company predicts most
people will soon be connecting to the outside world through mobile
devices. If that prediction is right, it means that's where advertising
dollars are going too.

Today, Google is expanding into more areas than at any time in its
history: smart phones, e-readers, operating systems, on-line stores. Its
unveiling this week of the first Google-branded phone running on the
Android system, the Nexus One, was just the latest such expansion.

And in almost every sector it touches, Google is disrupting the
ecosystem, creating a new wave of winners and losers in its wake.
Google  disruption  structural_change  competitive_landscape  expansions  ecosystems  Omar_El_Akkad  Iain_Marlow 
january 2010 by jerryking

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