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This is very interesting. I defiantly agree that there is an anlignment between Ritz Carlton’s operating and business model,however, the question will be how will they be able to maintain this alignment in the future with start-ups, such as Airbnb starting to lock in luxury apartments that would be rented for daily use and competing directly with hotels, such as Ritz Cartlon. Even though, Ritz Carlton might provide the personalised experience, charm of a hotel, and house keeping, yet these start ups might provide larges spaces that are just as luxurious and at lower cost. Another question that would be interesting to know, weather Ritz Cartlon’s business model include owning the hotel? if so, the Ritz Carlton might be a strong player in the real estate market, as well.

On December 14, 2015, Aziz commented on Yemeksepeti: Operational Excellence in Online Food Ordering :

I belive that Yemeksepeti’s business and operating alignment will be put into challenge in its expansion outside of turkey. Given that it has been around for 15 years in turkey, customers and restaurants might have grown accustom to it. However, in other middle eastern countries cash is still the main mean of transaction, as infrastructure for credit card transaction are not up to par with Turkey, yet. Moreover, restaurants might not trust the third party to deliver their food or at least would take time to develop that level of trust. At the same time, there care growing local competitors in this market such as hunger hub and talabat that already partnering with restaurants and providing guarantees. Nonetheless, with 15 years of experience in the delivery market, Yemeksepeti is probably the most experienced and technologically advance. An potentially interesting business model outside of turkey is to join venture with local food delivery companies that already existed in the market.

On December 14, 2015, Aziz commented on General Motors- death of a dinosaur? :

Great peace! I believe that GM’s problem have resided in the fact that its business model became short sighted and reactive to the automotive industry, instead of the leader that it once was. The introductions of lean and efficient Japanese automotive companies to the US market have made it difficult to survive in economic downturn, as the one we had in 2008. To give you a prospective of a GM family owned dealership that I once worked in was the impression that GM is pushing as much inventory to the dealership, as possible. This made the family owned dealership that has great pride of the family heritage, very skeptical about their long term relationship with GM. Thus, the dealership’s management sensed that GM was using their power and other GM dealerships competing in in the area, as means of doing so. Thus, GM’s business model seemed to focus on short-term gains rather than the long-term value added partnership. On the other hand, the dealership next door was a Toyota family owned dealership that was the only dealership in the area and had a great relationship with the Toyota. Yet, I believe that the 2008 bankruptcy have provided GM with the opportunity to be lean and focus on the long term, which we will remain to see weather the succeed in becoming the leader of the US automotive industry.

On December 13, 2015, Aziz commented on Finding LUV at Southwest Airlines :

Southwest airlines business model is very interesting!! It clearly shows how southwest is a cost oriented leader in a very competitive market, where customers view flight travel services as a commodity. In the last 4 years the average profit margin on the airline industry in the U.S was a negative 5%, yet Southwest had a significantly better performance than the rest of the industry due to its unique operating and business model. Another fact that I find noteworthy about Southwest airlines is that they do not sell their tickets through third party websites, such as Expedia, Travelocity, or Priceline. This goes along with their strategy of having high efficiency and low cost provider and direct customers directly to their website, instead.