Using the Internet and whatever available sources, answer the following:
What was the choice of Yelp?
What is the current number of reviewers at Yelp? What are the number of counties they operate on, and number of unique visitors per month? What is the market value of Yelp in the beginning of 2017? How much is their revenues by the end of 2016?
What happened to Open Table?
What is the status with RezBook and SeatMe, with regards to their number of client restaurants and revenues?
What is the best revenue model used by the three products: RezBook, SeatMe, and OpenTable? Explain. What are the risks associated with each of these options?
Was Yelp's strategic use of IT, working inward (B2E), working outward (B2C), or working across (B2B)? Explain.
Is IT playing a supportive or strategic role at Yelp? Defend your answer.
How do you assess the market of on-line restaurant reservation business in light of Michael Porter's Five Competitive Forces Model?
Do you advise Yelp to stick to its proven business of restaurant service review, or in addition go into restaurant reservation business? Why or why not?
If you think Ghaffary should enter the restaurant reservation space, which product you advice Yelp to acquire: RezBook, SeatMe, or build its own proprietary reservation platform?
What do think about making a merger with OpenTable as another option to enter the reservation business?
Why SeatMe had only two options: (1) to look for a venture financing, or (2) to sell itself to a larger company? And how much that affected the thinking of Ghaffary?
Do you see the restaurant reservation platform space oversaturated? Why or why not?
Was Yelp's move in considering the new option, in line with Yelp set priorities for 2013-2014, of (1) streamlining its technology, (2) expanding into new geographies, and (3) streamlining existing relationships with consumers and advertisers?