Salfordian Group Jot Analysis

Jot Management Report

The Salfordians University of Salford 2013

Authors:

Milen Bobchev

Simeon Beshev

Cosmin Anusca

Georgi Dimov

The 2013 CIMA Global Business

Challenge

1. Executive summary

The purpose of the report is to analyze and evaluate the current issues and opportunities being experienced by Jot. The report starts with a financial and strategic analysis of Jot. Moving forward it assesses the various proposals, solutions and recommendations:

The immediate threat is the faulty toy; the team recommendation is by Jot to compensate the 1200 consumers, improve the safety of the toy and sell the rest of the stock. In long term Jot needs to implement better safety assurance systems by testing the toys in house.

The next priority of the company must be resolving the late delivery; Jot has to relocate the stock between retailers by using demand-based forecasting. Jot must seek compensation from the supplier based on their contractual agreement.

Jot’s longer term investment opportunity is the near-shoring in Voldania, profitable in terms of delivery costs and worth executing, but Jot has to contact more reliable government officials, as the demanded personal donation is unethical.

The second investment option is the development of a children application; the team’s opinion is that Jot’s management does not have the necessary experience in this market and although it is growing and profitable business it carries high risk and also can hurt Jot’s identity. It is recommended that Jot does not proceed with the project. The company might have some long term liquidity issues following its long credit periods, which have to be tightened along with revising the five year plan in terms of implementation. Jot’s working capital is in a decline and towards improving it, the Salfordian Consulting Group proposes to Jot to implement its own online retail service in order to sell its toys independently to consumers.

The Salfordian Consulting Group

The Salfordians Page 1

Faulty toyLate delivery

Short-term brand threats

Near-shoring in VoldaniaApplication development

Strategic investment

opportunities

Table of Contents

1. Executive summmary ……………………………………………………………1

2. Analysis of the company Financial…………………………………………………………….3 Strategic...……………………………………………………….….5

3. Faulty toy Findings……………………………………………………………..7 Recommendations………………………………………………...9

4. Late delivery Findings……………………………………………………………10 Recommendations……………………………………………….11

5. Near-shoring process Financial analysis ……..………………………………………...12 Strategic analysis………………………………………………..14 Operational analysis…………………………………………….14 Recommendations ……………………………………………...14

6. App development Suitability………………………………………………………….15 Acceptability……………………………………………………...16 Feasibility………………………………………………………….17 Recommendations……………………………………………….17

7. Conclusion ……………………………………………………………………..…18

8. Appendices ……………………………………………………….………...….…19

9. Bibliography………………………………………………………………...….....25


2. Analysis of the company

2.1Financial analysis

Table 1

Cost structure analysis 2011 2011 2010 2010 Variance Notes

€’000 % €’000 % €’000 %

Revenue 9,866 100 8,371 100 1495 +17.9 (A)Cost of sales 6,719 68.1 5,615 67.1 1404 + 19.7 Gross profit 3,147 31.9 2,756 32.9 391 +14.2Distribution costs 552 5.6 478 5.7 74 +15.5Administrative expenses 2,044 20.7 1,825 21.8 219 + 12.0 (B)

Operating profit 551 5.6 453 5.4 98 +21.6Finance income 13 12 +8.3Finance expense 213 201 + 6.0

Profit before tax 351 3.6 264 3.2 87 + 33.0

Note A in the table shows steady 17.9% increase in the revenue in 2011, which could be an outcome of Jot’s penetration into new markets and developing of new products. The increase in the cost of sale as a percentage of the revenue could be an indication that the company is increasing its discounts. Note B shows a decrease in the administrative expenses in 2011, taking into consideration that those expenses consist of R&D costs. It could be argued that Jot is saving money by reducing development costs, which in a longer term could have bad impact on the quality of the toys. The income gearing ratio, which is 38.6% shows an improvement compared to 2010. Finally, the net profit margin has increased to 3.6% because of the administrative and distribution costs decrease.It can be concluded that Jot is a profitable small organisation, but it has to be careful with the R&D cuts as their core production is depending on them.


Table 2

Financial structure- vertical analysis2011 2011

Note

2010 2010

€’000 % €’000 %Non-current assets (net) 750 13.9 721 16.4Current assetsInventory 542 10.1 470 10.7Trade receivables 4,065 75.6 (A) 3,173 72.2Cash and cash equivalents 21 0.4 29 0.7Total current assets 4,628 3,672Total assets 5,378 100 4,393 100

Equity 932 17.3 686 15.6Debt 1,600 29.8 1,600 36.4Current liabilities 2,846 52 . 9 2,107 4 8 Total 5,378 100 4,393 100

Note A in the table above shows an increase in the trade receivables. Considering that the revenue in 2011 has increased as well, it could be argued that Jot’s credit strategy is weak. The company is focusing on the revenue side which is increasing the receivables. Jot’s average debtors’ days are 150, which as an increase of 12 days. Jot can aim at maximum 60 average days. The Salfordians have the following recommendations:

Short-term Assign internal audit on the receivables in order to exclude bad debt; Place new credit policy such as early settlement discount;

Long-term Develop own retail website, which can be used directly by consumers. The

card payments will be direct and Jot would increase its working capital.

Table 2 also indicates that the financial position is weak in terms of debt/equity relationship, considering that it is a growing company and it is depending on loans. The management must be cautious with the loan repayment dates as tot’s gearing ratio is 1.71:1.


Analysis of the company

2.2 Strategic analysis

Euromonitor International's latest research reveals that the global toys and games market recorded 3% value growth in 2011 compared to just 1% previous year. In traditional toys and games, Eastern Europe and Latin America were the fastest growing regions, both recording double-digit value growth in 2011. These regions were followed by Asia Pacific which enjoyed around 9% value growth in 2011 thanks to impressive performances from India and China.

The graphs below suggest that Jot is operating in a growing market with high potential for future economic benefit.



Source: Euromonitor International 2012


The consumer requirements in the toy market are:

The information above suggests that Jot’s future is bright, with strengths represented by its quality and appealing products, along with investment opportunities, which make Jot appealing to investors and show optimistic development prospects. On the other side, Jot’s recent issues regarding a faulty toy and unreliable manufacturer in China can be real threats for its brand.

Following a SWOT analysis of the business, it can be stated that Jot presents weaknesses that can affect its financial stability.


Safety Quality Teaching purpose

Children entertainment

Strengths

Jot’s brand synonymous with qualityInnovative and appealing to the targeted group

Strong relationship with logistics company Sophisticated inventory control system

Twelve licensed product lines

Weaknesses

Extended credit policies with seven large retailersHighly seasonal sales

High volume of inventory during 2/3 quartersNo corporate and social responsibility

Unreliable suppliers

Opportunities

New geographical markets penetration Further penetration in USA and Europe

Russia and Asia provide growing demand for JOT’s products

New range of toys for 9-11 age groupSmartphone applications

Near-shoring of manufacturing in EU

Threats

Faulty toy can damage JOT’s reputationSeasonal nature of toy marketLong term liquidity concerns

Dependency on seven large retailers

SWOT


3. Faulty toy

A toy designed by a recently employed designer is faulty. The issue is defect recharging batteries and by the current date 12 minor accidents were reported.

Jot has to react quickly as the toy is in breach with The Electric Toy Safety Standard (EN62115) (See appendix 1) and the company could be sued. Jot’s brand identity is at risk, because Jot is known for its high quality toys.

3.1 Findings

The following solutions could be suggested:

Toy repair

The repair of the toy would add €10 to the cost/unit. In this scenario the gross profit would be € 6/ unit. Jot must insure the quality of the toys is excellent so it excludes future accidents. Toy’s repair would be also suitable for the retailers as it allows them to keep their profits on the already sold units.

Table 3

Units Price/costRevenue (a) 1 € 40.00Cost to manufacture (b) 1 € 24.00Additional cost (c) 1 € 10.00

Jot's mark up (a)-(b)-(c) 1 € 6.00

Refund

In case of a refund, the consumer would return the toys to the retailers, and then Jot would have to refund the retailers with € 40.00 per toy. This will lead to a loss of € 24.00 per toy. The refund would insure that the company would not have any future issues with the toy, but the retailers would lose their profits on sales, which could deteriorate their relationship with Jot.


Additional unsold stock

If Jot repairs the unsold toes and the ones already sold to retailers, Jot would be able to generate €28,800 gross profit as table 3 indicates.

On the other side, if Jot writes the entire stock off. This would cost €115,200 which represents the manufacturing expenses of the 4800 units.

Quality/safety testing

The toys are tested for safety by an external company in EU. Jot has two options in order to exclude similar events:

Jot can seek compensation from the safety testing company in EU and start testing the toys in house;

Assign assurance team to investigate the reasons for not finding the safety breach earlier and fix the issue together with the testing company.

3.2 Recommendations

Jot’s management should notify all EU members’ states' authorities by means of RAPEX alert system and withdraw the toy from the markets. In case a lawsuit against Jot arises, the company must be prepared to defend using the due diligence principle.

It is recommended that Jot warns the safety testing company about their breach of duty. Jot might start testing its toy for improper use in house during the development process.

Jot must announce the issue with the toy; notify the stakeholders and insure that there will not be further accidents. Jot must make sure the retailers do not sell the faulty toy and place a recall signs on their information desks and websites.

It is recommended also that Jot refunds the 1200 customers, because it will improve its reputation and will save time (See appendix 2). Regarding the unsold stock by the retailers and inventories, Jot might improve the safety and start selling it again. In this way the refund cost will be covered by the gross profit generated by the repaired toys.

After the recall, Jot should place new orders and recover the reputation of the product advertising that the company is carrying for its customers. In this case if successful the investments spent for the development of the toy would be covered.


Faulty toy

4. Late delivery

One of Jot’s outsourced suppliers in China has announced that it cannot meet the order deadline and it can deliver only 75 % of the order on time. Jot’s management main priority is to decide how to deliver those toys. Jot must take action regarding what to do with the manufacturer.

4.1 Findings

From a strategic prospective, having only 75% of the delivery will result in worsen relationship between Jot and its retailers. Given that this issue occurred during the busiest selling period- Christmas time- the impact will be on company’s revenue as well as on its brand recognition amongst the retailers.

If Jot’s management decides to send all of the units to the main retailers, Jot may lose the loyalty of the small toy shops. The main retailers are contributing to the main share of Jot's revenue, but if Jot focuses its attention only to the main retailers, it can impact the whole business by making Jot dependant.

In case Jot splits the units between the main retailers and small customers, Jot can lose its main retailers’ loyalty and this could decrease their orders volume in the future, but also if Jot loses its small customers, it will lose market share and future market opportunities.

In recent years, there are many examples of Chinese outsourced manufacturers to be found to prioritize their work in order to satisfy the more profitable customers.

Jot’s options regarding Gull are:

Wait for the delivery and request in writing compensation through financial means for the money Jot has lost while waiting for the toys or missed sales;Cancel the order and seek immediate compensation;Take Gull to court, if Gull is not willing to compensate Jot.


4.2 Recommendations

Jot should use a demand-based forecasting collaboration technique with all of the retailers in order to optimize their inventory levels.

The company should collaborate with the retailers openly and announce that their orders cannot be executed in full and ask for a revision of the orders. In such way Jot could still send the larger part of the units to the main retailers, but hold some to be sent to the small ones. Jot has to insure them that the rest of the stock will be sent by 15th of December on a reduced price, so that the retailers can still sell the toys on the same gross profit margin even on a discounting scheme, usual for that period of the year.

Finally, Jot must contact Gull in writing and seek compensation according the agreed contract, based on the late delivery policy. In a professionally written contract, there should be a clause that states the penalties in various situations.


Late delivery

5. Near-shoring in Voldania

During the recent years there has been a noticeable trend of companies near-shoring their manufacturing in Eastern Europe for reasons such as lower economic risk, ease of movement through the EU and stable taxations and laws.

5.1 Financial analysis

The cost of goods forecast for the first 5 years shows that the manufacturing in China is more competitive in terms of machining and labour cost, but the distribution cost in Voldania covers the difference of the other production costs and decreases the total cost of sales over the 5 years by €411,969.

Table 1

Cost of goods sold 5 year forecast

Year\CostMachining cost Labour cost Distribution cost Totals

’000 €’000 €’000 €’000 €’000Unit

sChina Voldania China Voldania China Voldania China Voldania

1 60 84 117.6 63 135 180 72 327 324.62 100 140 196 117.6 229.5 318 127.2 575.6 552.73 140 196 274.4 184.4 327.7 471.9 188.8 852.3 790.9

4180 252 352.8 265.5 429.8 643.2 257.3

1160.7

1039.9

5220 308 431.2 363.5 535.8 833.2 333.3

1504.7

1300.3

Totals:980 1372 994 1657.8

2446.3

978.64420.

34008.4

Voldania compared to China:

392 663.8 - 1467.7 - 411.9


Near-shoring in Voldania

5.1.1 Labour Cost

Labour rate forecastCountry/Year 1 2 3 4 5

China (cost per hour) € 1.750 € 1.960 € 2.195 € 2.459 € 2.754Voldania (cost per hour) € 5.000 € 5.100 € 5.202 € 5.306 € 5.412

The projection of the labour rate in China shows progressive increase, at 12%, compared to Voldania, where the labour rate increase is only 2%. In case of similar wage per hour inflation rate, we can expect that the labour costs in China and Voldania would be equal after 19 years.

5.1.2 Distribution Cost

Distribution costs forecastCountry/Year 1 2 3 4 5

China (cost per unit) € 3.000 € 3.180 € 3.371 € 3.573 € 3.787Voldania (cost per unit) € 1.200 € 1.272 € 1.348 € 1.429 € 1.515

Despite the increase in the crude oil prices by 6% each year, the distribution costs in Voldania are much lower than China by 60% in each year with a constant decreasing patter.

5.2 Strategic analysis

The bureaucracy takes an important role in Jot’s manufacturing establishment in Eastern Europe. Voldania’s government official Grot is willing to help Jot in exchange of personal donation of 25,000 Euros. (See appendix 3)

Grot’s proposal is neither ethical nor lawful and Jot might have to find another way of entering the market. Jot can contact more reliable official and propose to take part in a public project in order to contribute to the society. The other option is to near


shore its manufacturing in another country in Eastern Europe, but this increases the costs and would take time.

Sonja Rosik’s work on Jot’s further market penetration in Europe would lead to increased sales in the region. Jot’s flexibility would develop if parts of its toys are manufactured and stocked in Europe. Moreover, by the increase in sales in Europe, Voldania’s low distribution costs would generate further reductions on Jot’s total expenses.

5.3 Operational analysis

By near-shoring the production in Voldania, Jot’s cost of goods sold by unit decreases, due to cheaper distribution cost. The intensive use of machines in Voldania could lead to higher productivity, capacity and better quality.

The reason for lower distribution cost per unit is the location of Voldania - Eastern Europe. The fact that 69% of Jot’s current markets are based in Europe also means shorter distribution channels, the location of Jot’s warehouses in Europe leading to improvements within the distribution system.

5.4 Recommendations

Jot’s management should not pay the personal donation and contact more reliable official in Voldania. Jot can built a better image of the company if it contributes in a public project.

The global competition is fierce and companies are seeking ways of minimizing their production costs and maximizing efficiencies. The near-shoring process can optimize their value chains.

A near-shoring in Voldania would provide lower cost of production, which would mean that Jot becomes more sustainable and competitive.

In a long term prospect and considering Jot’s strategic, operational and financial objectives, The Salfordians recommends Jot’s to take advantage of situation and relocate its manufacturing in Voldania.


Near-shoring in Voldania

Popularity

Technological Development

Demand

6. App development

Having participated in a company toy fair, Alana Lotz has concluded that the children sophistication is growing. Using Angry Birds as a cost model, she suggests Jot to start developing an educational-gaming application for 9-11 years children as the demand for this age group’s toys is rising exponential with the smartphone market growth.

6.1 Suitability

The children application market is divided into two large segments –entertainment and educational. Research on the 9-11 years group has concluded that about 60% of children 8 to 11 years old recently interviewed are using phone applications, up from 40% one year ago, according to the research firm KidSay.

This suggests that demand for such products is currently increasing and children tend to switch quickly from the old toys version to the electronic one.

The figures in Appendix 4 represent relevant indices of the stability and fast growing pace that the applications market can offer. As a conclusion to all the statistics, Jot is looking at a market with high potential which provides suitability for new developers and low entry barriers.

On the other hand, educational gaming applications may not register the expected success. Despite the popularity of gaming applications, more than half of all downloads are music-related, commanding 61% of all child-related downloads, games coming in at a distant second place

Even so, the key points are strongly favorable to children applications developers as there is a seemingly predicted large appetite for a constant succession of new applications.


Purchase fee

Advertising

Premiun upgrades

App development

6.2 Acceptability

The applications market is generating revenue either by up-front purchase fee, advertising or premium upgrades. The up-front downloading fee is the most widely used revenue generating method within the children applications segment, as children are not loyal independent customers. Having this stated, Jot’s management can think about a mixed strategy of pricing and selling the application, in order to encourage the customer’s spending.

There is a trend of toy companies developing own applications, but there are examples of such that have hurt their brand identity by using wrong techniques (See Appendix 5).

Both the investment side and the image of the business would be affected by such scandals and would prevent future investors or customers from showing interest in the company or its products.On the other side, there are some successful companies developing educational apps for children such as Lego or Rovio, earning high revenues.

Not even the pricing of applications is encouraging this idea, as long as the current average price of applications is $1.58, a lot less than the prices of the actual products commercialized by Jot, varying between €8-37.

In this scenario, compared to the development costs of Angry Birds, about 100.000 sales would be needed in order to break-even and start generating profit; a volume hard to achieve given the actual market movement. Knowing that about 88% of


applications being free of download charge, the financial outcome of developing the application is not favourable to Jot and it emphasizes the opportunity cost compared to the potential earnings.

App development

6.3 Feasibility

It is estimated that Rovio's mobile hit Angry Birds cost €100,000 to create and update but in the same time it has brought in estimated revenues of € 50 million .On a lower scale, research has shown that the development costs of a new application similar to Angry Birds are well over the $30.000 value mentioned by Alana (See Appendix 6).

Moreover, the costs are highly increased when the application is launched as maintenance and operating the application is part of the process; this concludes that Alana’s assumptions are wrong.

The feasibility of the project is also denied by the incapacity of the company to develop such applications by itself, further investments being needed in infrastructure.

Recommendation

Apart from the development costs of the application which do not match with the initial estimations Jot’s management also has to consider that the company is not specialized in the applications segment.

In order to meet the plan, the company will have to include massive investments for an additional department of the company (employees, equipment) or to subcontract the whole process to a third party. Either option means high additional costs which again put the light on the opportunity cost. The team’s recommendation is that Jot should not initiate the project and stick with its actual activity, as the project carries high risk.


7. Conclusion

It can be concluded that Jot is in a risky situation. Having some financial issues such as large credits or poor debts policies but also some difficulties in the production and supply chain along with a possible damaged brand image as a result of customers’ complaints, the company finds itself in the position where high importance decisions have to be made.

Faulty toy

First of all, Jot’s management will have to improve the customer relationship by rapidly dealing with the faulty products, offering refund and improving the safety policies used within the company, in order to avoid further similar events.

Late delivery

The supply chain problem can be solved efficiently by making use of the contractual terms against the manufacturer in order to cover the loss. Further actions include customers’ compensation and improvement in the ordering & delivery practices.

Near-shoring

The team advices Jot to start relocating its production in Europe, as it can make use of numerous strategic advantages such as lower machining costs, more stable markets and shorter distances which in turn have generated optimistic financial forecasts and low investment risk.

App development

It is recommended that Jot must abort the idea of developing application for children, unless there are other indices that guarantee the success of the initiative, as for now the market presents high investment risk and the management is misinformed related to the required procedures and costs.

7.1 Limitations


It must be stated that the scope of the report is limited: a greater depth of understanding and evaluation can only occur with utilisation of other resources such as delivery contracts with Gull and retailers.

7.2 Prospects

Jot has strong future prospects, but only in case it deals with the issues stated above in a time efficient manner insuring that all stakeholders are taken into consideration.

8. Appendices

Appendix 1

The Challenge:


EN 62115 Safety of Electric Toys

An international standard which assesses the safety of toys that have at least one function dependent on electricity. On August 11, 2011, the Safety of Electrical Toys Standard, EN 62115:2005/A2:2011, has been harmonized under the new EU Toy Directive 2009/48/EC. This standard shall now be used to show compliance with the new Toy Directive.

Electrical and electronic toys manufacturers are advised to take necessary actions in reviewing the design of their products, the usage of materials, as well as apply compliance testing to the new requirements in order to cope with the new changes.

Appendix 2

Some studies conducted by researchers at the Georgia Institute of Technology and the University of Manitoba, were described recently at the annual conference of the Production and Operations Management Society.

The study examines more than 500 toy recalls between 1988 and 2007 and suggests ways that firms can minimize the business impact of a recall. "Recalls undermine trust in a specific brand and it can take the company a long time to recover from the damage to its reputation, but it doesn't have to take a long time if the company uses good crisis management tactics," said Manpreet Hora, an assistant professor in Georgia Tech's College of Management.

The best example of how to deal with a product recall is the Tylenol tampering case in the 1980s. Johnson & Johnson demonstrated that the safety of consumers was


1New requirement for toys with battery compartment intended to be fixed or hung above a child

2 Inaccessible working voltage may exceed 24V but shall not lead to any risk of harmful electric shock

3New requirements on battery charging and overcharging

4Toys using rechargeable batteries that can be operated during charging are tested as both transformer toy and battery operated toy

5Battery charger shall comply with EN 60335-2-29:2004+A2:2010, and Annex A if the batteries are recharged by a child.

"Reducing the time it takes to recall a product will have a positive effect on consumers' willingness to purchase other products from the same company and if the recall is handled well, the stock price may recover to the same level as before the incident."

paramount by swiftly recalling the product, cooperating fully with regulators, and communicating openly about the issue, the researchers noted. Subsequently, the firm undertook a series of operational and design measures to ensure that such tampering would not occur again.

After apologizing, the firm needs to get the product off store shelves and out of consumer' hands as quickly as possible. To do this, the firm must choose the best way to compensate the product purchasers and who will interface with the customer to price the restitution. There are many choices – the manufacturer, distributor or retailer can collect the recalled product and restitution can be provided by repairing or replacing the product or refunding the purchase price.

Appendix 3

Appendix 4

In July 2012 Disney commissioned a survey of 2000 parents who owned an app-capable device


EU membership and major reform cooperation has influenced Eastern Europe countries over the past years, but the level of corruption in the region is still high

compared to the rest of the European countries. Grot’s personal donation is a typical example of a corruption behaviour, which is defined as a financial gain in

exchange of personal favour.

Also children’ mobile phone ownership in 2012 has been 49%, out of which 28% is smartphone usage, increased by 8% compared to 2011.

Appendix 5

HIS research suggests that in-app purchases method will be increasingly used, projecting a rise to 64% of total applications’ revenue in 2015 compared to only 39% in 2011.


75% share them with

their children

56% had downloaded an app at the

request of their kids

37% considered apps to be an "integral" part of their family

life.

Yet while developers in other areas see in-app purchases and advertising as their way to make money from this appetite for freebies, both of these models are problematic when it comes to children's applications. Apple has already been sued in the US over the existence of "bait apps", following several controversies in 2011 when children blew their parents' credit cards on in-app purchases.

Appendix 6

Main application development costs


20152011

64%39%


Where all the content is provided in a clear direction with example apps of what the client wants it to do. If any way around Photoshop is known b y own specialists, then probably the graphics supply can be self-created which will cap a project at $1,500. The additional costs include GPS locators, Social media integration or bells and whistles (notifications)

Simple, table based app - $1,000-4,000

Again, having every piece of content, image, writing, sound, etc provided, the cost is going to come from creating the logic within the app and architecting all the usability and/or game play. The content will usually be dropped in and then parsed accordingly. These projects tend to be front heavy since the data is what’s driving the entire game and the framework is so important.

Database App (native) $8,000-$50,000

The hardest to ballpark. As a benchmark – Angry Birds cost anywhere from $125K-$180K to develop (although they were pioneers). Talking to some developers who are into the hardcore game source code (render, sound, maths, physics, etc), many of the racing games will that use the gyroscope will be $125,000 without even blinking – and that’s just for the code.

Games $10,000-$250,000

A

D

I


In-App Purchasing $1,000-$3,000 – This allows for users to buy new content or full versions of the apps. The cost spread comes from

the amount of in-app purchasing, the complexity, whether everything is builtl into the first app or if it is created by using a server.

Web Services

$1,000-$5,000 – This is taking the content to a

remote access point so that the app can be updated

with an XML files instead of raw code changes..

Game Center

$1,000 – Apple’s done a good job at making this

integration easy with the SDK.In order to integrate

easily, clear numbers have to be maintained

Share Capabilities $500-$1,500 – This is

mostly for social media (twitter, facebook) and

emailing, but there can be other integrations.

WordPress websites, for example, may be one. Lots

of options and most of these platforms have robust

APIs to make it work well.

A

D

I

9. Bibliography

Euromonitor International. (2012). Demographics or Income - What is More Important for Toys? . Available: http://blog.euromonitor.com/toys-and-games/. Last accessed 19th Mar 2013.

Noria Corporation. (2012). What companies must do to recover from a product recall ?. Available: http://www.reliableplant.com/Read/19372/what-companies-must-do-to-recover-from-a-product-recall. Last accessed 19th Mar 2013.

Smartappsforkids. (2011). Educational Apps for Kids. Available: http://smartappsforkids.articlealley.com/educational-apps-for-kids-2267801.html. Last accessed 19th Mar 2013.

Brightman, J. (2011). Angry Birds 'One of the Most Profitable Games in History'. Available: http://www.industrygamers.com/news/angry-birds-one-of-the-most-profitable-games-in-history/. Last accessed 19th Mar 2013.

Phillips, C. (2013). Maximise Your Return on App Development: Sell it for Free.. Available: http://www.powerretail.com.au/news/maximise-your-return-on-app-development-sell-it-for-free/. Last accessed 19th Mar 2013.

Thomas, C. (2013). How much does it cost to develop an app?. Available: http://www.bluecloudsolutions.com/blog/cost-develop-app/. Last accessed 19th Mar 2013.

Tickle, G. (2013). To Nobody’s Surprise, Kids Play Angry Birds More Than Educational Games. Available: http://www.geekosystem.com/kids-prefer-angry-birds/. Last accessed 19th Mar 2013.

Noria Corporation . (2012). What companies must do to recover from a product recall?. Available: http://www.reliableplant.com/Read/19372/what-companies-must-do-to-recover-from-a-product-recall. Last accessed 19th Mar 2013.


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