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Away: Scaling a DTC Travel Brand
Avery, Jill; Fuller, Joseph B.Case HBS-520051-EMarketingAway, a direct-to-consumer, digital native e-commerce seller of travel luggage, is debating how to invest its latest round of venture funding. How quickly could and should Away scale and what were the most promising growth trajectories to maximize its potential? Three decisions face the founders. Should Away continue to invest in driving growth in suitcases and other travel bags or was it time to begin to expand into other adjacent travel categor...Starting at €8.20
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Wellthy: The Economics of Caring
Trelstad, Brian; Fuller, Joseph B.Case HBS-320028-EKnowledge and CommunicationIn 2014, Lindsay Jurist-Rosner (MBA '09) founded Wellthy, a B2C business that coordinates care for working professionals seeking help to support loved ones with chronic diseases or aging parents. With personal experience as a young professional providing care for her mother, Jurist-Rosner spotted an opportunity, given the long-term demographic trends in the United States. As she raised capital, built out a technology platform and recruited a team...Starting at €8.20
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Men's Wearhouse: Éxito en un Sector en Declive
Dee, T. D.; Pfeffer, JeffreyCase SGSB-HR5ESGeorge Zimmer, CEO de Men’s Wearhouse, está considerando lo que ha hecho que la empresa tenga tanto éxito; qué, en todo caso, debería hacer de manera diferente para continuar teniendo éxito; y cómo gestionar su crecimiento y cultura a medida que la empresa se expande en el mercado de ropa a medida para hombres, muy competitivo. El comercio minorista es la industria más grande en los Estados Unidos. Tradicionalmente, la mayoría de las empresas min...Starting at €8.20
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Terrapin Laboratory
Hamermesh, Richard G.; Fuller, Joseph B.Case HBS-315098-EDescribes the formation and rapid growth of a drug testing company. The company needs to decide whether to enter the painkiller testing market, in addition to growing its drug treatment center business. The associated teaching materials provide students the opportunity to weigh the attractiveness of alternative mechanisms for financing the company's expansion.Starting at €8.20
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HourlyNerd
Avery, Jill; Fuller, Joseph B.Case HBS-316134-EEntrepreneurshipHourlyNerd, a two-sided marketplace platform for matching freelance consultants with small companies looking for help, struggles to define a growth plan for the future. The company, started as a class project in HBS' FIELD 3 course, is assessing three growth paths: shifting their target from small and medium sized businesses to enterprise customers, expanding into new verticals to become the Amazon of freelance labor, and transforming its busines...Starting at €8.20
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Zensar Technologies Ltd, Teaching Note
Fuller, Joseph B.Teaching Note HBS-319049-EStrategyTeaching note for case 318051.Starting at €0.00
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Making Companies More Like Communities
Pfeffer, JeffreyBook Chapter HBS-2527BC-EThis chapter considers the questions what does "organization as community" really mean in practice, and how do organizations actually live their values?Starting at €8.20
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Shareholders First Not So Fast...
Pfeffer, JeffreyArticle HBS-R0907K-ELeadership and People ManagementWhen did we start measuring the success of a company only according to the increase in its share price? Stanford professor Pfeffer argues that it's time for CEOs to once again balance shareholders' interests with those of the other stakeholders: employees, suppliers, and customers.Starting at €8.20
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Why Employees Should Lead Themselves
Pfeffer, JeffreyBook Chapter HBS-2531BC-EWhen creative, independent people don't get much say in what their organization does, job dissatisfaction and disengagement are high. This chapter examines what happens when people are asked to take on more responsibility for the collective output of an organization.Starting at €8.20
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Power, Capriciousness, and Consequences
Pfeffer, JeffreyArticle HBS-F1304E-EWhen leaders behave capriciously, they signal their power and, often, the authority they need to drive valuable change. But this behavior can also take a toll on employees and potentially undermine organizational performance.Starting at €8.20