Questions
1. Do you consider HelloFresh a form of disruptive or sustaining technology?
2. Is HelloFresh an example of Web 1.0 (ebusiness) or Web 2.0 (Business 2.0)?
3. Describe the ebusiness model associated with HelloFresh.
4. Describe the revenue model associated with HelloFresh.

HelloFresh is at the forefront of disrupting a multi trillion-dollar industry at the very beginning of its
online transition. HelloFresh is a truly local food product, uniquely suited to individual tastes and
meal-time preferences offering delivery of a giant box of delicious food with recipes to enable easy
and enjoyable meal preparation for a weekly fee.
HelloFresh aims to provide each and every household in its 7 markets with the opportunity to
enjoy wholesome home-cooked meals with no planning, no shopping, and no hassle required. Everything
required for weeknight meals, carefully planned, locally sourced and delivered to your door at
the most convenient time for each subscriber. Behind the scenes, a huge data driven technology platform
puts us in the prime position for disrupting the food supply chain and for fundamentally changing
the way consumers shop for food. HelloFresh has local founders across the globe who are able to
leverage the global platform, and at the same time ensure that the HelloFresh product in each market
truly reflects the local community.
Chapter Fourteen Case: HelloFresh Hello Delicious
262 * Unit 4 Building Innovation
The soft subscription model business enables us to leverage our weekly subscriber touch points to
consistently manage supply chains and demand, and to optimize the customer experience as well as
our business economics. Customers sign-up for a box containing between 2 and 5 meals per week
for a flat fee. If the customer is out of town or unavailable he can easily cancel any week without a
penalty provided they notify HelloFresh in advance.
Dominik Richter has been CEO since starting HelloFresh in 2011. He has responsibility for keeping
a general oversight of the business and strategy. Prior to HelloFresh, Dominik worked with Goldman
Sachs in London. Dominik graduated with a degree in International Business in 2009, and from the
London School of Economics in 2010 with a Masters in Finance.
Thomas Griesel has been responsible for the logistics and operations behind HelloFresh since
founding with Dominik in 2011. Previously, Thomas had spent time at OC&C Strategy Consultants and
worked on a range of his own businesses and ideas. He graduated from with a degree in International
Business Administration in 2009, and from the London Business School in 2010 with a Masters in
Management.
2011
All the way back in 2011, Dominik and Thomas arrived in Berlin, intent on starting a new and disruptive
business. With a love of healthy food, nutrition, cooking, and a desire to make access to healthy food
as easy as possible for as many people as possible - starting a Food at Home business seemed the
natural choice.
2012
After examining business models from Sweden to Japan to very local ideas, they and a group of
like-minded individuals formulated the recipe for HelloFresh. The team started early in 2012 packing
shopping bags in Berlin, Amsterdam and London with a view to target the highest density population
areas in Europe. Quite quickly, they started getting requests from people outside those areas who all
wanted to become a part of the HelloFresh family. Wanting to serve as many people as possible, the
team developed a logistics model that enabled them to deliver to every single household across a
given country.
2013
The HelloFresh product started to rapidly gain in popularity, as subscribers shared the excitement
about their weekly boxes, with friends and colleagues. Subscriber referrals accelerated, as it became
clear that HelloFresh had finally solved the “What’s for dinner tonight” problem for its subscribers.
2014
Having launched on the East Coast of the U.S in December 2012, HelloFresh moved to cover the
entire country in September 2014. Over the short time since then, HelloFresh has grown rapidly to
become one of the largest players in this market.

HelloFresh is at the forefront of disrupting a multi trillion-dollar industry at the very beginning of its
online transition. HelloFresh is a truly local food product, uniquely suited to individual tastes and
meal-time preferences offering delivery of a giant box of delicious food with recipes to enable easy
and enjoyable meal preparation for a weekly fee.
HelloFresh aims to provide each and every household in its 7 markets with the opportunity to
enjoy wholesome home-cooked meals with no planning, no shopping, and no hassle required. Everything
required for weeknight meals, carefully planned, locally sourced and delivered to your door at
the most convenient time for each subscriber. Behind the scenes, a huge data driven technology platform
puts us in the prime position for disrupting the food supply chain and for fundamentally changing
the way consumers shop for food. HelloFresh has local founders across the globe who are able to
leverage the global platform, and at the same time ensure that the HelloFresh product in each market
truly reflects the local community.

The soft subscription model business enables us to leverage our weekly subscriber touch points to
consistently manage supply chains and demand, and to optimize the customer experience as well as
our business economics. Customers sign-up for a box containing between 2 and 5 meals per week
for a flat fee. If the customer is out of town or unavailable he can easily cancel any week without a
penalty provided they notify HelloFresh in advance.
Dominik Richter has been CEO since starting HelloFresh in 2011. He has responsibility for keeping
a general oversight of the business and strategy. Prior to HelloFresh, Dominik worked with Goldman
Sachs in London. Dominik graduated with a degree in International Business in 2009, and from the
London School of Economics in 2010 with a Masters in Finance.
Thomas Griesel has been responsible for the logistics and operations behind HelloFresh since
founding with Dominik in 2011. Previously, Thomas had spent time at OC&C Strategy Consultants and
worked on a range of his own businesses and ideas. He graduated from with a degree in International
Business Administration in 2009, and from the London Business School in 2010 with a Masters in
Management.

2011
All the way back in 2011, Dominik and Thomas arrived in Berlin, intent on starting a new and disruptive
business. With a love of healthy food, nutrition, cooking, and a desire to make access to healthy food
as easy as possible for as many people as possible - starting a Food at Home business seemed the
natural choice.
2012
After examining business models from Sweden to Japan to very local ideas, they and a group of
like-minded individuals formulated the recipe for HelloFresh. The team started early in 2012 packing
shopping bags in Berlin, Amsterdam and London with a view to target the highest density population
areas in Europe. Quite quickly, they started getting requests from people outside those areas who all
wanted to become a part of the HelloFresh family. Wanting to serve as many people as possible, the
team developed a logistics model that enabled them to deliver to every single household across a
given country.
2013
The HelloFresh product started to rapidly gain in popularity, as subscribers shared the excitement
about their weekly boxes, with friends and colleagues. Subscriber referrals accelerated, as it became
clear that HelloFresh had finally solved the “What’s for dinner tonight” problem for its subscribers.
2014
Having launched on the East Coast of the U.S in December 2012, HelloFresh moved to cover the
entire country in September 2014. Over the short time since then, HelloFresh has grown rapidly to
become one of the largest players in this market.

Questions
1. Do you consider HelloFresh a form of disruptive or sustaining technology?
2. Is HelloFresh an example of Web 1.0 (ebusiness) or Web 2.0 (Business 2.0)?
3. Describe the ebusiness model associated with HelloFresh.
4. Describe the revenue model associated with HelloFresh.

1) An agreement among competitors to fix prices is a per se violation of Section 1 of the Sherman Act.

a. True

b. False

2)Sara brings a lawsuit against Tucci over a sale of 1,500 acres of ranchland. During the trial, Tucci’s attorney asks questions of the plaintiff’s witness Ulysses. This is a. a cross-examination.

b. a direct examination.

c. voir dire.

d. hearsay.

3) Nadine and Orin work at Pumps & Pipes Inc. Nadine is a sales representative who works with Pumps’s customers, including contractors, government agencies, farmers, and others, as well as individual consumers. Pumps closely supervises all of its sales reps, and dictates their schedules. Orin is an engineer who works in Pumps’s design department who has no contact with customers and has no authority to speak for the company. Ellen is the CEO.

Refer to Fact Pattern 19-1. With respect to third parties, Nadine is Pumps’s

a. employee, agent, and independent contractor.

b. employee and agent.

c. employee but not agent.

d. independent contractor.

4) Sally was the president of Timber Products, Inc. She made a business decision that looked reasonable and profitable at the time, but caused the company to lose millions. The company fired her then sued her. Which of the following would be her best defense?

a. contributory negligence.

b. business judgment rule.

c. comparative fault.

d. assumption of the risk.

5) Belle is an employee of College Cafeterias, Inc., covered by federal overtime provisions, which apply only after an employee has worked more than

a. seven and a half hours in a day.

b. eight hours in a day.

c. forty hours in a week.

d. one year for the same employer.

6) Lucy retires from her job as an office manager for Medical Clinic, P.A. With respect to her pension benefits, federal law provides for

a. timely and uninterrupted payment of private pension benefits.

b. employers’ required establishment of pension plans.

c. vesting of employees’ rights to all pension benefits immediately.

d. termination of pension benefits on employment termination.

7) Calvert files a suit in a state court against Denny, seeking an amount of allegedly unpaid rent for an office that Denny leased and later vacated. If Denny losses the suit and decides to appeal, his attorney must file, with the clerk of the trial court, within a prescribed period of time

a. a formal refusal to abide by the verdict.

b. a notice of appeal.

c. a transcript of the trial and copies of the exhibits.

d. the judgment order from which the appeal is taken.

8) . O’Hara works for Gone with the Wind, Inc. O’Hara qualifies for and takes eight weeks of leave under the Family and Medical Leave Act (“FMLA”) How much of O'Hara's salary/wage must Gone with the Wind pay O'Hara during her FMLA leave?

a. none

b. 50%

c. 75%

d. 100%

9) We watched the Witch Trial Scene in Monty Python’s Holy Grail when we did the section on due process. In that scene, in order to conclude that the defendant was a witch, the defendant had to weigh the same as:

a. a duck.

b. cider.

c. really small rocks.

d. a coconut.

Question 2: Outline the most important macro (demographic, economic, natural, technological, political and cultural), and micro (the company, suppliers, marketing intermediaries, competitors, publics, and customers) environment factors that impact on Netflix. (10 marks – allow ~15 minutes)

Netflix Case: Netflix Uses Technology to Change How We Watch Videos

When Netflix was founded in 1997 in the United States, the movie rental giant Blockbuster had thousands of stores from coast to coast, filled with video cassettes ready for immediate rental to customers (Pride et al., 2018). Netflix had a different vision from this well-established, well-financed competitor. Looking at the recent development of DVD technology, Netflix saw an opportunity to change the way consumers rent movies. The entrepreneurial company built its marketing strategy around the convenience and low cost of renting DVDs by mail, for one low monthly subscription fee.

Instead of going to a local store to pick out a movie, subscribers logged onto the Netflix website to browse the DVD offerings and click to rent. Within a day or two, the DVD would arrive in the customer’s mailbox, complete with a self-mailer to return the DVD. And, unlike any other movie rental service, Netflix customers were invited to rate each movie on the Netflix website, after which they’d see recommendations tailored to their individual interests (Pride et al., 2018).

Fast-forward to the 21^st century. Video cassettes are all but obsolete, and Blockbuster, once the dominant brand in movie rentals, has only one remaining shop in the US as consumer demand has shifted to digital distribution for entertainment (Porter, 2019). In Australia, both Blockbuster and Video Ezy still had a brand presence in 2018 (Pride et al., 2018). Since then, Blockbuster’s last Australian shop closed in March 2019 (Porter, 2019), and Video Ezy exists in the form of vending machines (kiosks) after its shops closed (Rosenberg, 2018).

Both brands have been prompted to reassess their distribution channels. You may notice more DVD rental kiosks such as “Video Ezy Express” popping up in convenient locations, including outside supermarkets and shopping complexes, in a bid to improve brand reach and accessibility. DVD rental kiosks, like online services, are accessible around the clock and reduce many store costs, including wages.

In contrast, by completely eliminating the need for brick-and-mortar stores or kiosks, Netflix has minimised its costs and extended its reach to any place that has postal service and Internet access (Pride et al., 2018). The company still rents DVDs by mail (Monahan & Griggs, 2019), but it has also taken advantage of changes in technology to add video streaming on demand.

Now, customers can stream movies and television programmes to computers, television sets, videogame consoles, DVD players, Smartphones, and other web-enabled devices. One advantage to the company is that streaming a movie costs Netflix less per customer than paying the postage to deliver and return a DVD to that customer.

Netflix’s Use of Technology: From Data-Tracking to Streaming

Netflix made technology a core competency from the very beginning. Because the business has always been web-based, it can electronically monitor its customers’ online activity and analyse everything that customers view or click on.

With this data, Netflix can fine-tune the website, determine which movies are most popular among which market segments, prepare for peak periods of online activity, and refine the recommendations it makes based on each individual’s viewing history and interests. The company also uses its technical know-how to be sure that the website looks good on any size screen, from a tiny Smartphone to a large-screen television.

A few years ago, planning for a significant rise in demand for streaming entertainment, Netflix decided against investing in expanded systems for this purpose. Instead, it arranged for Amazon Web Services to provide the networking power for streaming (Pride et al., 2018).

By 2018, on a typical night in the US, Netflix streaming occupied up to 20,000 servers in Amazon data centres (Pride et al., 2018). Demand was so strong by that time, in fact, that Netflix streaming accounted for about one-third of all internet traffic to North American homes during the evening (Pride et al., 2018). This percentage is only expected to increase. The Australian market, however, may pose technological hurdles, as the National Broadband Network is still being rolled out and is not available in all areas, meaning that accessibility may not be as straightforward as it is in America (Department of Infrastructure, Transport, Regional Development and Communications, n.d.).

Although Blockbuster and Video Ezy are no longer a competitive threat in their traditional form, Netflix does face competition from Amazon’s own video streaming service, Amazon Prime Video, which headed to Australia and New Zealand’s shores in 2017 (Pride et al., 2018).

Other direct competitors include well-established Hulu, YouTube, Nine Entertainment, and

Fairfax media’s joint-venture Stan, and Foxtel’s movie-streaming service Presto. It also competes with other entertainment providers, including cable, satellite, and broadcast television. Foxtel, for example, has dramatically reduced its basic cable packages in an effort to retain its share of the market in face of increasing competition from on-demand services (Pride et al., 2018).

Netflix Offers Exclusive Programming to Customers

To differentiate itself from its competitors, Netflix commissioned exclusive programming such as House of Cards, Arrested Development, and Orange is the New Black. The cost to produce such programs runs to hundreds of millions of dollars (Pride et al., 2018). Between May–December 2019, Netflix added 179 original programmes to its American streaming service, or an average of 30 new shows a month, or about one show per day (Fruhlinger, 2019). Netflix plans to continue pouring money into exclusive content because of the payoff in positioning, positive publicity, and customer retention.

The way that Netflix releases its exclusive programming reflects its in-depth knowledge of customer behaviour. The company found through its data analysis that customers often indulge in ‘binge watching’ for a series they like, viewing episodes one after another in a short time.

Based on this research, in 2013 Netflix launched all 13 episodes of the inaugural season of House of Cards at one time, an industry first (Pride et al., 2018). Executives gathered at headquarters to monitor the introduction, cheering as thousands of customers streamed episode after episode. By the end of the first weekend, many customers had watched the entire series and shared their excitement via social media, encouraging others to subscribe and watch. When Netflix won multiple Emmy Awards for House of Cards, it was another first—the first time any Internet company had been honoured for the quality of its original programming.

One key measure of Netflix’s growth is the strong increase in the number of monthly subscribers. In 2015, Netflix had about 70 million subscribers worldwide, of which 26 million were located outside the US (Pride et al., 2018). In 2019, Netflix had 151 million paid subscribers worldwide (158 million if free trials are included) (Kafka, 2019).

Despite the brand only launching in Australia in March 2015, it already has close to 2 million subscribers in 2018 (Pride, 2018). By July 2019, Netflix had more than 11.6 million subscribers in Australia, up 18% from the year prior (Gruenwedel, 2019) Its closest direct competitor, Stan, had 2.6 million subscribes in early 2019 (Knox, 2019).

Netflix will not say how many subscribers that it has in New Zealand, but a recent survey of 1,000 people, commissioned by the Office of Film and Literature Classification and carried out by UMR Research, found that 72% of respondents subscribed to Netflix. Of the same respondent sample, 77% said they watched television shows and movies using a paid online service (Kenny, 2019).

Keys to Netflix’s successful launch include offering free-trials and access to stripped-back free versions, as well as continued investment in original programming. It appears that streaming is the new broadcasting, and that ‘on-demand’ spells the demise of scheduled entertainment.

Based on the structure of individual keratin subunits, why would a single point mutation in the alpha-helical region of the monomer result in a defect in the polymer? Be sure to explain it from the standpoint of DNA and intermediate filament structure.

Reflect on the data mining concepts, strategies, and best practices explored so far. Consider data mining from both a global perspective in the management of big data and the impact of data mining on individual organizations.

Current marketing situation Federation University?

what is michael v. university about?

Using the IRAC analysis to write a paper on this case study about torts.

Could someone please use this case study and these instructions to give me help on how to set up this paper? From the case study that is attached in the instructions on this post, I need the Issues involved in the case, the Rules that apply to each issue, an Analysis on how the rules apply to the issues, and a conclusion of the issues all concerning the case study.

Here is the text form of the case and instructions:

Case Scenario. Danny, a computer hacker and aspiring comedian, founded the Society of Pranksters, a network of prank callers. Danny records and then uploads his prank calls to YouTube. In one such prank, Danny called a pizza store (“Store”) claiming to be from the corporate office, and convinced the Store’s employee to give him the names, phone numbers, and order details of the people who had most recently placed orders. Juvenile hilarity ensued as Danny then made a prank call to one of the individuals who had just ordered a pizza (“Customer”). In the call, Danny (falsely) represented that he was the manager of the pizza store, and told Customer—who was a strict vegetarian—that his pizza would have to include sausage, because the sausage would otherwise go to waste. The conversation lasted about 15 minutes and ended with the frustrated Customer calling the Store and cancelling his order (for which he had not yet paid). The Store had already made the pizza and was prepared to deliver it. Danny was on his cell phone and was driving his car at the time of the prank. As he went to hang up his phone at the conclusion of the call, Danny took his eyes off of the road for several seconds and collided with Pam’s car, which was properly stopped at a red light. Pam suffered several physical injuries and her car was totaled.

Instructions. This exercise is designed for you to demonstrate further your understanding and use of the IRAC process to analyze issues of liability that appear in the case scenario below. This time, unlike Writing Assignment 1 where you were given the Rule and guided through the Analysis, you must create all parts of IRAC (Issue, Rule, Analysis, Conclusion) for your paper. Start with the two issues and write an issue statement that is a legal question (again, just like you did in Writing Assignment 1, although this time the issue(s) won’t have to do with ethics, but instead should involve tort liability).

To put this into the IRAC framework, you should:

(1) Identify liability issue(s) (Issue);

(2) Identify and describe the legal rules and/or laws that apply to those issues (Rule);

(3) Connect relevant facts (from the fact scenario) to the Rule(s) you identified in paragraph 2 (Analysis); and

(4) Summarize your conclusions regarding tort liability (Conclusion).

Thank you so much in advance!

At a time when demand for ready-to-eat cereal was stagnant, a spokesperson for the cereal maker Kellogg’s was quoted as saying, “ . . . for the past several years, our individual company growth has come out of the other fellow’s hide.” Kellogg’s has been producing cereal since 1906 and continues to implement strategies that make it a leader in the cereal industry. Suppose that when Kellogg’s and its largest rival advertise, each company earns $0 billion in profits. When neither company advertises, each company earns profits of $8 billion. If one company advertises and the other does not, the company that advertises earns $48 billion and the company that does not advertise loses $1 billion. For what range of interest rates could these firms use trigger strategies to support the collusive level of advertising?