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HBSP (USA)
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Big Spaceship: Ready to Go Big
Groysberg, Boris; Slind, MichaelCase HBS-409047-EEntrepreneurshipBig Spaceship, a digital marketing agency, faced a rather big challenge: How to scale the distinctive culture that was essential to its competitive strategy? Renowned for the cutting-edge web sites that it developed to market major Hollywood movies and leading consumer brands, the firm had won numerous awards and garnered considerable attention within the advertising industry. In mid-2008, Big Spaceship remained small (it had fewer than 50 employ...Starting at €8.20
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Apple Inc., 2008
Yoffie, David B.; Slind, MichaelCase HBS-708480-EStrategyIn January 2007, three decades after its incorporation, Apple Computer shed the second word in its name and became Apple Inc. With that move, the company signaled a fundamental shift away from its historic status as a vendor of the Macintosh personal computer (PC) line. Mac sales remained vital to Apple's future, but they now accounted for less than half of its total revenue. The company's line of iPod media players, its iTunes online content sto...Starting at €8.20
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LinkedIn Corp., 2008
Yoffie, David B.; Slind, Michael; Achsaf, NitzanCase HBS-709426-EStrategyIn June 2008, the online professional networking service LinkedIn became a $1 billion company. But CEO Dan Nye understood that LinkedIn faced several strategic dilemmas. Founded in 2002, LinkedIn by 2008 had become the world's leading professional networking service (PNS), with more than 23 million members. Aiming to "dominate the business of business networking," in Nye's words, LinkedIn allowed individual members to post a profile on the Linked...Starting at €8.20
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VMware, Inc., 2008
Yoffie, David B.; Hagiu, Andrei; Slind, MichaelCase HBS-709435-EStrategyPaul Maritz took the helm of VMware in July 2008, just as the company confronted a radically new competitive environment. Since its founding in 1998, VMware had been the leading provider of virtualization software. Now it faced the kind of threat that every software company dreaded most: Microsoft, the world's largest software maker, was taking direct aim at its core market. As of June 2008, buyers of Microsoft's Windows Server 2008 operating sys...Starting at €8.20
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Apple Inc., 2008 (Spanish version)
Yoffie, David B.; Slind, MichaelCase HBS-709S03StrategyIn January 2007, three decades after its incorporation, Apple Computer shed the second word in its name and became Apple Inc. With that move, the company signaled a fundamental shift away from its historic status as a vendor of the Macintosh personal computer (PC) line. Mac sales remained vital to Apple's future, but they now accounted for less than half of its total revenue. The company's line of iPod media players, its iTunes online content sto...Starting at €8.20
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LinkedIn Corp., 2008 (Spanish Version)
Yoffie, David B.; Slind, Michael; Achsaf, NitzanCase HBS-711S13StrategyEn junio de 2008, el servicio de redes profesionales LinkedIn en línea se convirtió en una compañía de $ 1 mil millones. Pero el CEO Dan Nye entiende que LinkedIn enfrenta varios dilemas estratégicos. Fundada en 2002, LinkedIn para el año 2008 se había convertido en el principal servicio de red profesional del mundo (PNS), con más de 23 millones de miembros. Con el objetivo de "dominar el negocio de redes de negocios", en palabras de Nye, LinkedI...Starting at €8.20
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Big Spaceship: Ready to Go Big, Teaching Note
Groysberg, Boris; Slind, MichaelTeaching Note HBS-409087-EEntrepreneurshipTeaching Note for [409047].Starting at €0.00
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Apple Inc., 2008, Teaching Note
Yoffie, David B.; Slind, MichaelTeaching Note HBS-708493-EStrategyTeaching Note for [708480].Starting at €0.00
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TiVo 2007: DVRs and Beyond, Teaching Note
Yoffie, David B.; Slind, MichaelTeaching Note HBS-708474-EStrategyTeaching Note for [708401].Starting at €0.00
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Hindustan Petroleum Corporation Ltd.: Driving Change Through Internal Communication
Groysberg, Boris; Slind, MichaelCase HBS-411077-ELeadership and People ManagementHindustan Petroleum (HPCL), confronted in 2003 with an urgent need to change how it operated externally, adopted a highly innovative approach to communicating internally. This case, set in 2010, presents an overview of the new, more interactive model of employee communication that HPCL introduced as part of its effort to adapt to increased market competition during the early 21st century. (HPCL, previously a wholly state-owned company within a st...Starting at €8.20