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Anthony Soohoo at Dot & Bo: Bringing Storytelling to Furniture E-Commerce
Eisenmann, Thomas R.; Ciechanover, Allison M.; Gonzalez, GeorgeCase HBS-820036-EEntrepreneurshipAn examination of the first few years of San Franciso-based, fast-growing furniture and home accessory e-commerce startup, Dot & Bo.Starting at €8.20
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Monster Networking, Teaching Note
Eisenmann, Thomas R.Teaching Note HBS-807138-EStrategyTeaching Note to (805-145).Starting at €0.00
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Anthony Soohoo: Retrospection on Dot & Bo
Eisenmann, Thomas R.; Ciechanover, Allison M.; Gonzalez, GeorgeCase HBS-820037-EEntrepreneurshipA founder looks back at the issues at play in the final year of failed furniture e-commerce startup, Dot & Bo. He shares his perspective and learnings in the aftermath.Starting at €8.20
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Managing Networked Businesses: Summary Module
Eisenmann, Thomas R.Teaching Note HBS-808003-EStrategyInstructor's guide - not available for classroom use. Offers pedagogical guidance for instructors teaching the summary module of Managing Networked Businesses, an elective course described in "Managing Networked Businesses: Course Overview for Educators." Also describes how the module materials can be adapted for use in an existing course on strategy, marketing, entrepreneurship, technology management, information systems, economics, or e-commerc...Starting at €0.00
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Google Inc. (Spanish version)
Edelman, Benjamin; Eisenmann, Thomas R.Case HBS-910S15StrategyThe case 'Google Inc.' describes Google's history, business model, governance structure, corporate culture, and processes for managing innovation. It reviews Google's recent strategic initiatives and the threats they pose to Yahoo!, Microsoft, and others. It also asks what Google should do next. One option is to stay focused on the company's core competence, i.e., developing superior search solutions and monetizing them through targeted advertisi...Starting at €8.20
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Predictive Biosciences
Eisenmann, Thomas R.; Bussgang, Jeffrey J.; Kiron, DavidCase HBS-811015-EEntrepreneurshipA small cancer diagnostics start-up is deciding whether to acquire a laboratory to make and sell its bladder cancer test or build its own manufacturing and sales team.Starting at €8.20
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Catalant: The Future of Work
Eisenmann, Thomas R.; Rayport, Jeffrey; Snively, ChristineCase HBS-817103-EEntrepreneurshipCatalant, founded in 2013 as an online marketplace where MBAs could bid on consulting projects posted by small- to medium-sized businesses, had expanded by 2016 to provide Fortune 1000 companies with access to over 35,000 independent experts. The founders envisioned extending their matching solutions to help enterprises staff projects with a mix of current employees and external experts, hypothesizing that the "future of work" would involve more ...Starting at €8.20
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Sermo, Inc.
Eisenmann, Thomas R.; Nielsen, Lars P. C.Case HBS-809142-EEntrepreneurshipSermo operates the leading online professional network for physicians in the United States. Doctors use Sermo free of charge to post surveys regarding diagnostic and treatment concerns and to discuss these concerns, as well as challenges with managing their practices. Sermo earns revenue by charging clients who would value early information regarding the effectiveness of new drugs and medical devices-investment managers, pharmaceutical companies,...Starting at €8.20
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Quincy Apparel (B)
Eisenmann, Thomas R.; Mazzanti, LisaCase HBS-815095-EEntrepreneurshipThe (B) case provides post-mortem analysis from Quincy's cofounders on why their startup failed and what they could have done differently. Explanations for failure focus on Quincy's ambitious value proposition and resulting operational challenges; cofounder conflict; poor approaches to hiring and motivating employees; a dysfunctional relationship with lead investors; and shortcomings in Quincy's go-to-market plan.Starting at €5.74
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Google Glass
Eisenmann, Thomas R.; Barley, Lauren; Kind, LizCase HBS-814102-EEntrepreneurshipIn early 2014, business development executives at Google were formulating a distribution strategy for Glass, a wearable computer that projected information on a display viewable with an upward glance. Options, which were not mutually exclusive, included 1) continuing to sell Glass directly through online channels; 2) creating an open platform to allow any eyewear manufacturer to create frames compatible with Glass; and 3) negotiating a partnershi...Starting at €8.20