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Briefly, compare the structure of the value-added chain in Calyx & Corollas approach to flower delivery to that of the traditional florists. In particular, compare the stages these two approaches involve across all organizations participating in the production and distribution of flowers, starting from the flower growers and ending with delivery to the final consumer.
Note: The value-added chain in this question is not the value chain within a single organization. Specifically, a value-added chain encompasses the value chains of all organizations that are involved in processing “raw materials” into finished products delivered to the final customers. In answering this question, you do not need to describe in detail the internal operations of each organization participating in the two value-added chains you are comparing.
What are the strengths and weaknesses of the Calyx & Corolla approach?
What are Calyx & Corollas core competencies? (A core competency is a specific skill, knowledge or ability of an organization that is central to its business. Different organizations in the same line of business may develop or emphasize different core competencies; therefore core competencies can distinguish an organization from its competitors, and can result in competitive advantage.)
What is the role of Information Technology in Calyx & Corolla at the time the case was written (1992)?
What are the barriers to entry for competitors that would like to clone the concept, should it prove successful?
Outline three business (as opposed to technical) strategies available to Calyx & Corolla to sell flowers on the Internet. Which one should they pursue?