This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
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
-
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
-
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
-
Staging Two-sided Platforms
Eisenmann, Thomas R.; Hagiu, AndreiCase HBS-808004-EStrategyFirms that aspire to develop two-sided platforms face a formidable challenge. Prospective users on each side will not invest in the platform until they are confident there will be enough users on the other side. Traditional strategies for dealing with this dilemma--subsidizing users or securing their exclusive affiliation--are costly and risky. Describes less costly staged strategies for building two-sided platforms. With the "vendor to two-sided...Starting at €8.20
-
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
-
Quincy Apparel (A)
Eisenmann, Thomas R.; Mazzanti, LisaCase HBS-815067-EEntrepreneurshipQuincy Apparel designs, manufactures and sells work apparel for young professional women that offers the fit and feel of high-end brands at a lower price. In late 2012, Quincy's cofounders are debating how to approach a crucial board meeting. Their seed-stage startup is running low on cash; to survive, it will need more capital, probably in the form of a bridge loan from existing investors, who will attend the board meeting. Quincy's sales have b...Starting at €8.20
-
Google Inc. (Abridged)
Edelman, Benjamin; Eisenmann, Thomas R.Case HBS-910032-EStrategyDescribes Google's history, business model, governance structure, corporate culture, and processes for managing innovation. Reviews Google's recent strategic initiatives and the threats they pose to Yahoo, Microsoft, and others. 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 advertising. Another option is to branch int...Starting at €8.20
-
Aquion Energy
Eisenmann, Thomas R.; Kiron, DavidCase HBS-811047-EEntrepreneurshipTo maximize their effectiveness, color cases should be printed in color. Leaders at Aquion Energy, a Pittsburgh-based battery start-up, are deciding on a market entry strategy. Should they pursue the large but unproven grid utility market or a smaller, but higher margin market?Starting at €8.20
-
Staged Solution to the Catch-22
Hagiu, Andrei; Eisenmann, Thomas R.Article HBS-F0711B-EStrategyCompanies looking to launch a two-sided platform--between, for example, credit card users and merchants or search engine users and advertisers--must overcome the reluctance of one side to sign on until it's confident the other side will be well populated. It's a common business quandary, but Google and Charles Schwab both found a way around it.Starting at €8.20
-
The Business Development Manager
Bussgang, Jeffrey J.; Eisenmann, Thomas R.; Dillard, Sarah; Nevins, Katharine; Ramani, PujaCase HBS-812107-EEntrepreneurshipTo maximize their effectiveness, color cases should be printed in color. Describes the role of business development (BD) managers in technology companies, detailing the following: 1) BD managers' key responsibilities at each step in the process of creating a partnership agreement, 2) how the nature of the BD function evolves as a technology startup matures, and 3) the attributes of effective BD managers.Starting at €8.20