Question

Case Study - Kozmo, the online convenience store to shut down

Read out the case study given below and answer the questions that follow.  

New York-based Kozmo, the 3-year-old company announced that it would stop delivery service in all nine cities it operates. New York-based Kozmo, which dispatched legions of orange-clad deliverymen to cart goods to customers' doors, is the latest dot.com dream to evaporate in the market downturn. Amazon com, venture capital firm Flatiron Partners and coffee giant Starbucks were among the investors in Kozmo.

Kozmo said in December that investors promised a total of $30 million in private funding. But last month the company learned that an investor had backed out of a $6 million commitment. Kozmo executives had been working on a merger deal with Los Angeles-based PDQuick, another online grocer, sources said. The deal collapsed when funding that was promised to PDQuick did not materialize. Sources said Kozmo still has money but decided to close now and liquidate to ensure that employees could receive a severance package.

Just last month, Kozmo Chief Executive Gerry Burdo was upbeat about Kozmo's future, saying he was looking to steer Kozmo away from its Internet-only business model and toward a "clicks and bricks" approach. But some analysts say Kozmo's business model only made sense in the context of a densely packed city such as New York. Vern Keenan, a financial analyst with Keenan Vision, said the service had a chance to work in only a few other cities around the world, such as London, Stockholm or Paris. "This seemed like a dumb idea from the beginning," Keenan said. "This grew out of a New York City frame of mind and it simply didn't translate."

Kozmo was started by a pair of twenty-something former college roommates. They got the idea for the company on a night when they craved videos and snacks and wished a business existed that would deliver it to them. Kozmo offered free delivery and charged competitive prices when it launched in New York. Though customers loved the service, the costs of delivery were high.

After co-founder and former Chief Executive Joseph Park stepped down, Burdo slashed Kozmo's overhead, instituted a delivery fee and oversaw several rounds of layoffs. The company also closed operations in San Diego and Houston. Burdo said last month that profitability was not far away. The company had reached a milestone last December when it reported profits at one of its operations for the first time. Kozmo later saw two more operations reach profitability as a result of brisk holiday business.

Online delivery companies have been among the most ravaged by the Internet shakeout. Kozmo's rival in New York, Urban fetch, shuttered its consumer operations last fall. Online grocers such as Webvan and Peapod have also struggled, and smaller operations such as Streamline.com and ShopLink.com have dosed down. Peapod was days away from closing last year when Dutch grocer Royal Ahold agreed to take a majority stake.

From the very beginning, supply chain management was to be a core competency of Kozmo. The promising dot.com would deliver your order everything from the latest video to electronics equipment in less than an hour. The technology was superior, the employees were enthusiastic, the customers were satisfied. But eventually, Kozmo ran out of time and money.

Questions:

4. What could have prevented the shutting down of KOZMO?

  

Answer 1

Here, let me state about various actions that could prevent shutting down of KOZMO, these are as stated below:

• Kozmo Faced issues with fulfillment of the funding, as Investor has withdrawn the commitment, Kozmo could not also materialize the funding as required for PDQuick. Here, Kozmo had to perform the feasibility test for every investment, they should be knowing and concerning about the return on every investment happened with Kozmo, so, Kozmo could get necessary back up fund on time.
• The issues happened with Business model, here, business model was supposed to include both click and brick approach, however it was basically viable in the city of New York, Kozmo had to do risk assessment considering various Locations and they should take appropriate response plan and build flexible, unique business model that could be fitted to other cities as well.
• Kozmo has various operations, few operations also received profitability due to holiday business, they had quick service facilities, they had superior technology, enthusiastic employees and satisfied customers. However, Kozmo faced ran out of money and time, which is sign of lack of earlier planning. They had to work on more earlier planning to utilize the money on time and gain more return from online business.