University of Nairobi IBM Company Transformational Business Paper I am very happy to work with you again. There are two MK discussions and one case study.

University of Nairobi IBM Company Transformational Business Paper I am very happy to work with you again. There are two MK discussions and one case study. I hope that you will maintain originality and high quality works in the ancient sites. Please complete the assignment as required. I also uploaded the E-book, I hope to help this assignment. Thank you very much. Chapter 11 Discussion
Why are Google, Apple, Tesla, Fitbit, Dyson, and Intel considered innovative?
Be sure to specifically address each one. How did branding play a role in that
perception? For which brands do you think it played the biggest role? Be sure
to explain. What other brands would you nominate as most innovative today?
Why? What role did branding play in your judgment for those brands?
Chapter 13 Discussion
Think of some transformational new businesses such as Starbucks, Blue
Apron, or Amazon (please note that these are only examples–you may choose
these or other businesses that you see as transformational). Please use a
different business from those used for other discussion questions and
cases. Answer the following questions:
1.
How was each business different from what came before? What was
similar to what came before? Scale them in terms of “newness” from truly
transformational (5) to substantial (1). Explain your rationale.
2.
Was there an innovator advantage? Explain your answer. If there
was an innovator advantage, how long did it last?
3.
Where did the idea for the business come from? If you can’t find this
information, speculate.
Chapter 12 Case Study
Growing the Audience for Hamilton
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Since its debut in 2015, Broadway’s hit musical Hamilton has received
critical acclaim and realized unprecedented box office sales. Just a year
after opening, shows were sold out through January 2017 and ticket prices
had climbed to $500. Such widespread success inspired the play’s
management to think about how they could extend Hamilton’s footprint
beyond Broadway.
Hamilton’s digital team focused on attracting an even wider audience by
establishing a presence on the Internet and in social media. They
understood how these channels provided a unique opportunity for fans
who had never seen the live show to experience the Hamilton brand. At
the cornerstone of the team’s efforts were a series of online “Ham4Ham”
videos. In these, the cast of Hamilton produced short and playful scenes—
some were reenactments from the play; others were unrelated vignettes.
In one, the cast recreated a popular scene from the West Wing of the
White House right before they were set to perform for President Obama. In
another, lead actor Lin Manuel-Miranda and Hamilton’s composer Alan
Menken sang songs from Disney’s The Little Mermaid. The show also
regularly publishes digital content across Instagram, Snapchat, Twitter,
and YouTube, including user-generated postings. For example, the team
manages an Instagram series called #HamArt, which depicts drawings
and paintings of characters or scenes from the play created by its fans.
Hamilton’s ability to reach unexpected markets stems from the producer’s
adeptness at managing both an entertainment brand and a Broadway
musical. By understanding the strength of creative content creation and
uncovering new distribution opportunities, Hamilton’s digital team has
been instrumental in earning the franchise a larger online audience than
any other Broadway show, including long-standing blockbusters such
as Wicked and the Lion King.
Off Broadway, several factors have pointed to the play’s enduring
success. In 2017, the cast and crew began a national tour across at many
U.S. cities. Additionally, various pieces of merchandise—from sweatshirts
to hats—and other collectible souvenirs from the show continue to be in
high demand. Finally, Hamilton has connected with a youthful
demographic who likely were uninterested in the theater previously but
now have the potential to become habitual playgoers.
Questions:
1. How can Broadway leverage its success with Hamilton to increase its
conversion of the younger demographic into habitual playgoers? What
challenges might be encountered? Please be specific in your answers to
both of the questions.
2. Using the criteria to evaluate business leveraging options, what other growth
options exist as revenue-generating for Hamilton? Please be specific in your
recommendations here.
Remember to format your citations and references using APA or MLA
format. Two page maximum for content.

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