Quickbooks products are geared mainly toward small and medium-sized businesses and offer on-premises accounting applications as well as cloud based versions that accept business payments, manage and pay bills, and payroll functions.. It was revolutionary product when it was released in late 80s. Prior to the Agile process, Quickbooks was very antiquated software which was not very easy to use and was losing their market share to competitiors.
I think Intuit is still a decently big name in the Valley to attract good enough talent and it’s difficult to substitute 30 years of market expertise. However, there have been companies like Zenefits, who are disrupting the Small and Medium Business Software products. Will be interesting to see how Intuit reacts. Thanks for the comment.
You got some fight in you! I like that! It’s a good question, if they are using VC money to pay off their Alfred’s then there is a serious concerns. However, if they try the service out in areas where labor is cheap and trustworthy, then they have something going for them. Otherwise, I have to agree with my arch-nemesis, Batman.
A very refreshing view on ClassPass, as it was being seen last year as a disrupter of subscription based business models. I think they should pitch the gyms they would mitigate their dead-weight losses by increasing the capacity utilization of the gym facility and as suggested they should pay monthly fee lower than the normal subscription of the gym, as the gym is earning something instead of nothing. Also, they should have tiered pricing to attract more customers and extract more economical value from them.
Hi Batman- Joker here! Why so serious? I think you are being to hard on poor Alfred. HelloAlfred is doing a great job of simplifying urban life for it’s customers. I think it is a scalable model but would require a lot of tweaks when it goes into different geographies given the supply side constraint and trust issues. So far, they have been great with their execution in the areas they are serving in. But it’s a business which needs to grow organically to be successful.
Zenefits is another great example of how shared economy is disrupting the traditional business segments. I would like to learn is how sustainable is the insurance brokerage fees it receives from the insurance company? Is it a one-time brokerage fee they receive per employee when they are on-boarded or is it a recurring revenue? Also, is there any other revenue source apart from insurance which Zenefits earns? Model of they themselves becoming users for their products is very efficient and intuitive from a product management perspective.