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August 2015 (Revised June 2021)
Case

Amazon.com, 2021

By: John R. Wells, Benjamin Weinstock, Gabriel Ellsworth and Galen Danskin

In February 2021, Amazon announced 2020 operating profits of $22,899 million, up from $2,233 million in 2015, on sales of $386 billion, up from $107 billion five years earlier (see Exhibit 1). The shareholders expressed their satisfaction (see Exhibit 2), but not all... View Details

Keywords: Strategic Analysis; Retail; E-commerce; Amazon; Internet; Amazon.com; AmazonFresh; Jeff Bezos; Cloud Computing; Marketplaces; Streaming; E-reader Market; Digital Media; Mobile App; Online Retail; Shipping; Database; Tablet; Kindle; Kindle Fire; Smartphone; Delivery; Digital Platforms; Competition; Internet and the Web; Corporate Strategy; Digital Marketing; Business Growth and Maturation; Business Model; Business Organization; For-Profit Firms; Film Entertainment; Games, Gaming, and Gambling; Music Entertainment; Television Entertainment; Profit; Revenue; Global Strategy; Multinational Firms and Management; Taxation; Business History; Human Resources; Resignation and Termination; Books; Human Capital; Working Conditions; Business or Company Management; Goals and Objectives; Growth and Development Strategy; Growth Management; Management Practices and Processes; Industry Growth; Industry Structures; Media; Distribution; Distribution Channels; Order Taking and Fulfillment; Infrastructure; Logistics; Product Development; Supply Chain; Supply Chain Management; Organizational Culture; Public Ownership; Work-Life Balance; Problems and Challenges; Labor and Management Relations; Strategy; Adaptation; Business Strategy; Competitive Strategy; Diversification; Expansion; Integration; Horizontal Integration; Vertical Integration; Information Infrastructure; Information Technology; Mobile and Wireless Technology; Price; Applications and Software; Marketing; Marketing Strategy; Working Capital; Customer Focus and Relationships; Customer Value and Value Chain; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; United States; Washington (state, US); Seattle

November 2017
Teaching Note

Amazon.com, 2016

By: John R. Wells and Gabriel Ellsworth

Teaching Note for HBS No. 716-402. On January 28, 2016, Amazon announced record 2015 operating profits of $2.2 billion on $107 billion of sales, and the markets responded with cautious optimism. For years, founder and CEO Jeffrey Bezos had prioritized growth and... View Details

Keywords: Strategic Analysis; Retail; E-commerce; Amazon; Amazon.com; AmazonFresh; Jeff Bezos; Cloud Computing; Marketplaces; Streaming; E-reader Market; Digital Media; Mobile App; Online Retail; Shipping; Database; Tablet; Kindle; Kindle Fire; Smartphone; Delivery; Market Platforms; Two-Sided Platforms; Competition; Internet; Corporate Strategy; Online Advertising; Business Growth and Maturation; Business Model; Business Organization; For-Profit Firms; Film Entertainment; Games, Gaming, and Gambling; Music Entertainment; Television Entertainment; Profit; Revenue; Global Strategy; Multinational Firms and Management; Taxation; Business History; Human Resources; Resignation and Termination; Books; Human Capital; Working Conditions; Business or Company Management; Goals and Objectives; Growth and Development Strategy; Growth Management; Management Practices and Processes; Industry Growth; Industry Structures; Media; Distribution; Distribution Channels; Order Taking and Fulfillment; Infrastructure; Logistics; Product Development; Supply Chain; Supply Chain Management; Organizational Culture; Public Ownership; Work-Life Balance; Problems and Challenges; Labor and Management Relations; Strategy; Adaptation; Business Strategy; Competitive Strategy; Diversification; Expansion; Integration; Horizontal Integration; Vertical Integration; Hardware; Information Technology; Mobile Technology; Online Technology; Technology Networks; Technology Platform; Web; Web Sites; Price; Software; Marketing; Marketing Strategy; Working Capital; Customer Focus and Relationships; Customer Value and Value Chain; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; United States; Washington (state, US); Seattle

01 Dec 2006
News

Inside Intel

indistinguishable from one another. Fabs 4 and 5 both came online in 1979, each more efficient and more expensive than their predecessors. From humble beginnings, manufacturing was well on its way to becoming one of Intel’s competitive... View Details

Keywords: Richard S. Tedlow; Hanna, Julia; technology; manufacturing; innovation; Computer and Electronic Product Manufacturing; Manufacturing; Electrical Equipment, Appliance, and Component Manufacturing; Manufacturing

October 2021 (Revised March 2022)
Supplement

PittaRosso: Artificial Intelligence-Driven Pricing and Promotion

By: Ayelet Israeli and Fabrizio Fantini

PittaRosso, a traditional Italian shoe retailer, is implementing an AI system to provide pricing and promotion recommendations. The system allows them to implement changes that would affect both the top of funnel and bottom of funnel activities for the company: once... View Details

Jeff Fossett

Jeff Fossett is a doctoral student in the Technology and Operations Management Unit at Harvard Business School. He is interested in economic and policy questions related to technology platforms and online marketplaces. Previously, Jeff was a member of the Data Science... View Details

Keywords: information technology industry

April 2012 (Revised April 2013)
Case

Mekanism: Engineering Viral Marketing

By: Thales S. Teixeira and Alison Caverly

Mekanism introduces students to a digital media production company specializing in creating viral marketing campaigns for advertising agencies and clients (e.g., Microsoft, AXE, eBay, Toyota, etc.) Mekanism has grown tremendously from 2007 to 2010 in part due to the... View Details

Keywords: Viral Marketing; Viral Advertising; Core Competencies; Growth Strategy; Online Media; Videos; Advertising Media; Internet and the Web; Expansion; Media; Marketing; Advertising; Advertising Industry; North and Central America

January 2017
Case

Expanding Ecommerce at Technos

By: Thales Teixeira, Rohit Deshpandé, Ruth Costas and Priscilla Zogbi

Technos was the market leader in the Brazilian watch market. Its CEO had made a firm commitment to evolve the company’s marketing and commercial practices by focusing less on pushing product to retail clients and more on branding to end consumers to pull watches from... View Details

September–October 2022
Article

Should Your Company Sell on Amazon?: Reach Comes at a Price

By: Ayelet Israeli, Leonard A. Schlesinger, Matt Higgins and Sabir Semerkant

Selling on Amazon allows brands to reach millions of consumers—but that exposure comes with costs. They include smaller margins, more competition, the risk of commoditization, and less knowledge about customers. In this article, the authors present a scorecard to... View Details

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March 2016 (Revised May 2018)
Case

Reinventing Best Buy

By: John R. Wells and Gabriel Ellsworth

On March 1, 2017, Best Buy Company, Inc., North America’s largest retailer of consumer electronics and appliances, announced a third year of comparable-store sales increases and a 20.8% increase in domestic comparable online sales. These results were in marked contrast... View Details

Keywords: Best Buy; Hubert Joly; Renew Blue; Showrooming; Webrooming; E-commerce; E-Commerce Strategy; Online Retail; Multichannel Retailing; Omnichannel; Marketplaces; Turnaround; Consumer Electronics; Consumer Electronics Accessories; Appliances; Stores-within-stores; Store Experience; Store Size; Store Pickup; Store Management; Delivery; Delivery Models; Amazon; Amazon.com; Pricing Strategy; Business Subsidiaries; Business Units; Business Growth and Maturation; Business Model; For-Profit Firms; Customer Focus and Relationships; Customer Satisfaction; Entertainment; Film Entertainment; Games, Gaming, and Gambling; Music Entertainment; Television Entertainment; Theater Entertainment; Price; Profit; Revenue; Geographic Scope; Multinational Firms and Management; Business History; Cost; Selection and Staffing; Reports; Technological Innovation; Job Cuts and Outsourcing; Human Capital; Leading Change; Business or Company Management; Goals and Objectives; Growth and Development; Growth and Development Strategy; Management Teams; Brands and Branding; Product Marketing; Consumer Behavior; Demand and Consumers; Media; Distribution; Order Taking and Fulfillment; Distribution Channels; Infrastructure; Product; Service Delivery; Service Operations; Organizational Change and Adaptation; Public Ownership; Problems and Challenges; Programs; Groups and Teams; Sales; Salesforce Management; Strategy; Adaptation; Business Strategy; Competition; Competitive Advantage; Competitive Strategy; Corporate Strategy; Expansion; Information Technology; Information Infrastructure; Information Technology; Internet and the Web; Mobile and Wireless Technology; Internet and the Web; Applications and Software; Internet and the Web; Mobile and Wireless Technology; Resource Allocation; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; United States; Minnesota; Minneapolis; Saint Paul; St. Paul

September 2017
Case

Tencent

By: John R. Wells and Gabriel Ellsworth

Tencent had undergone many transformations since it was founded in 1998 as a simple messaging service. In 2017, it was the largest online games provider in China with a wide range of game types, China’s largest social networking service provider with several of the... View Details

Keywords: Tencent; Tencent Holdings; WeChat; Social Networking; Social Networks; Gaming; Gaming Industry; Video Games; Computer Games; Mobile Gaming; Portals; Payments; Mobile Payments; O2O; Online-to-offline; E-commerce; Messaging; Subscription Model; Freemium; Mobile App Industry; Smartphone; PC; Monetization Strategy; Antitrust; Streaming; Cloud Computing; Artificial Intelligence; Big Data; Alibaba; Facebook; JD.com; Tesla; Bundling; Synergies; Digital Strategy; Imitation; Licensing; Agility; Entry Barriers; Online Platforms; Advertising; Digital Marketing; Business Ventures; Acquisition; Mergers and Acquisitions; Business Conglomerates; Business Units; Business Growth and Maturation; Business Organization; For-Profit Firms; Joint Ventures; Restructuring; Communication; Communication Technology; Blogs; Interactive Communication; Interpersonal Communication; Entertainment; Film Entertainment; Games, Gaming, and Gambling; Music Entertainment; Investment; Investment Portfolio; Price; Profit; Revenue; Geographic Scope; Cross-Cultural and Cross-Border Issues; Global Strategy; Multinational Firms and Management; Globalized Markets and Industries; Business History; Innovation Strategy; Technological Innovation; Business or Company Management; Goals and Objectives; Growth and Development Strategy; Product Positioning; Social Marketing; Network Effects; Emerging Markets; Market Entry and Exit; Digital Platforms; Industry Growth; Monopoly; Media; Distribution Channels; Product Development; Service Delivery; Organizational Change and Adaptation; Organizational Structure; Public Ownership; Problems and Challenges; Business and Government Relations; Groups and Teams; Networks; Opportunities; Social and Collaborative Networks; Strategy; Adaptation; Business Strategy; Commercialization; Competition; Competitive Advantage; Competitive Strategy; Cooperation; Corporate Strategy; Diversification; Expansion; Horizontal Integration; Vertical Integration; Segmentation; Information Technology; Internet and the Web; Mobile and Wireless Technology; Internet and the Web; Applications and Software; Information Infrastructure; Digital Platforms; Internet and the Web; Mobile and Wireless Technology; Value Creation; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Information Technology Industry; Asia; China; Canton (province, China)

Karim R. Lakhani

Karim R. Lakhani is the Dorothy & Michael Hintze Professor of Business Administration at the Harvard Business School. He specializes in technology management, innovation, digital transformation and artificial... View Details

Keywords: high technology; high technology; high technology; high technology; high technology; high technology; high technology; high technology; high technology; high technology

Article

Marketing in the Age of Web 2.0

Web 2.0 technologies empower consumers to create their own personalized experiences on the web, and to share them with others. Hence, web content is democratized and consumers' experiences online are largely social rather than individualistic. View Details

Keywords: Digital Marketing; Internet; Brands and Branding; Marketing; Marketing Communications; Internet and the Web; Social Media; Technology Industry; Technology Industry

October 2009 (Revised June 2010)
Case

Hulu: An Evil Plot to Destroy the World?

By: Anita Elberse and Sunil Gupta

In July 2009, Jason Kilar, the chief executive officer of Hulu, is debating whether the online video aggregator should move away from a purely advertising-supported model, and whether it should participate in an industry-wide initiative to develop and test... View Details

Keywords: Advertising; Business Model; Television Entertainment; Distribution Channels; Service Operations; Internet and the Web; Media and Broadcasting Industry; Motion Pictures and Video Industry

November 2024 (Revised January 2025)
Case

MiDAS: Automating Unemployment Benefits

By: Shikhar Ghosh and Shweta Bagai

In 2015, the state of Michigan considered whether to nominate its Michigan Integrated Data Automated System (MiDAS) for a prestigious state technology award. Launched in 2013 amid severe budget pressures, the $47 million automated fraud detection system was designed to... View Details

2022
Article

Dynamic Pricing Algorithms, Consumer Harm, and Regulatory Response

By: Alexander MacKay and Samuel N. Weinstein

Pricing algorithms are rapidly transforming markets, from ride-sharing apps, to air travel, to online retail. Regulators and scholars have watched this development with a wary eye. Their focus so far has been on the potential for pricing algorithms to facilitate... View Details

Keywords: Competition Policy; Regulation; Algorithmic Pricing; Dynamic Pricing; Economics; Law And Economics; Law And Regulation; Consumer Protection; Antitrust Law; Industrial Organization; Antitrust Issues And Policies; Technological Change: Choices And Consequences; Competition; Policy; Price; Governing Rules, Regulations, and Reforms; Microeconomics; Duopoly and Oligopoly; Law

March 2010 (Revised April 2014)
Case

American Well: The Doctor Will E-See You Now

By: Elie Ofek and Ron Laufer

What is next for healthcare IT provider American Well, whose innovative Online Care technology allows physicians to deliver care to patients online in real time? Using American Well's platform, patients with non-emergency health concerns can communicate with physicians... View Details

Keywords: Entrepreneurship; Health Care and Treatment; Technological Innovation; Growth and Development Strategy; Market Entry and Exit; Service Delivery; Online Technology; Health Industry

September 2011
Article

The Labor Illusion: How Operational Transparency Increases Perceived Value

By: Ryan W. Buell and Michael I. Norton

A ubiquitous feature of even the fastest self-service technology transactions is the wait. Conventional wisdom and operations theory suggests that the longer people wait, the less satisfied they become; we demonstrate that due to what we term the labor illusion, when... View Details

Keywords: Internet and the Web; Perception; Valuation; Service Delivery; Consumer Behavior; Performance Effectiveness; Customer Satisfaction; Service Industry

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February 2000 (Revised November 2002)
Case

QuickenInsurance: The Race to Click and Close (A)

By: Lynda M. Applegate

ES Technologies started in 1976 as a storefront in Tempe, Arizona selling personal computer kits to hobbyists. Twenty years later, revenues exceeded $3.5 billion, and the business had evolved from a computer store to a master reseller and full-line integrator of... View Details

Keywords: Customer Value and Value Chain; Entrepreneurship; Technological Innovation; Growth and Development Strategy; Industry Structures; Business Strategy; Competitive Strategy; Information Technology; Information Technology Industry; Arizona

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May 2016
Case

The Inexorable Rise of Walmart? 1988—2016

By: John R. Wells and Gabriel Ellsworth

In October 2015, Walmart surprised investors by announcing that it expected flat sales growth for 2015 and growth of only 3% to 4% over the coming three years. Profits would also fall due to significant investments in people and technology. The company’s stock price... View Details

Keywords: Asda; Costco; David Glass; Convenience Stores; Discount Retailing; Dollar Stores; Doug McMillon; E-commerce; Online Retail; General Merchandise; Grocery; Lee Scott; Mike Duke; Multichannel Retailing; Omnichannel; Neighborhood Market; Sam Walton; Sam's Club; Store Formats; Supercenter; Supermarket; Warehouse Clubs; Merchandising; Walmart; Wal-Mart; Globalized Firms and Management; Competitive Strategy; Corporate Strategy; Growth and Development Strategy; Business Units; Business Divisions; Business Growth and Maturation; Business Model; Business Organization; For-Profit Firms; Film Entertainment; Television Entertainment; Banks and Banking; Price; Profit; Revenue; Food; Global Range; Cross-Cultural and Cross-Border Issues; Global Strategy; Business History; Compensation and Benefits; Employees; Human Capital; Labor Unions; Wages; Business or Company Management; Goals and Objectives; Management Succession; Brands and Branding; Product Positioning; Distribution; Supply Chain; Supply Chain Management; Public Ownership; Problems and Challenges; Labor and Management Relations; Strategy; Adaptation; Business Strategy; Competition; Competitive Advantage; Diversification; Expansion; Segmentation; Information Technology; Internet; Mobile Technology; Online Technology; Web; Web Sites; Retail Industry; Food and Beverage Industry; Distribution Industry; Banking Industry; United States; Arkansas; Bentonville

February 2006
Case

Millions of Customers and the Search for a Business: the Challenge of IRC-Hispano

Like many online services, IRC-Hispano, the world's largest Spanish-language chat organization, has many customers but sees few revenues. As an association, its structure presents many limitations and hurdles to overcome involving investing in technology platform... View Details

Keywords: Customer Value and Value Chain; Decision Choices and Conditions; Digital Platforms; Technology Adoption; Internet and the Web; Organizational Structure; Technological Innovation; Revenue; Technology Industry; Technology Industry; Spain

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