Publications
Publications
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(3,012)
- Faculty Publications (568)
- March 2008 (Revised November 2008)
- Case
Sony Digital Entertainment, Japan
By: Anita Elberse
It is late 2007. So-called cell phone ("keitai") novels have turned into an extremely popular form of entertainment-on-the- go in Japan, in particular among young, female readers. In fact, consisting mostly of love stories written by amateurs in short sentences and... View Details
- February 2008 (Revised September 2008)
- Case
Apple Inc., 2008
By: David B. Yoffie and Michael Slind
In 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)... View Details
- February 2008 (Revised December 2023)
- Case
Digital Music: From MP3 to Streaming
By: Willy Shih
The emergence of the MP3 file-based music format not only disrupted the market for portable audio players, it also impacted the business models of major record labels. Modularity, and the commoditization spillover enabled by modularity in the personal computer... View Details
- December 2007
- Background Note
The Music Recording Industry: Digital Rocks
By: Stephen P. Bradley and Nancy Bartlett
Digital and mobile technologies profoundly and forever changed the long-held value proposition for the recorded music industry--the 12-song physical CD selling at $15. By 2007, it was apparent that the music recording business had become a digital business, and... View Details
Keywords: Arts; Disruption; Music Entertainment; Distribution; Practice; Technology Adoption; Value; Music Industry
- October 2007 (Revised December 2007)
- Case
TiVo 2007: DVRs and Beyond
By: David B. Yoffie and Michael Slind
Tom Rogers, CEO of TiVo, had placed multiple strategic bets on his company. In September 2007, that strategy was due for a major test. TiVo was a maker of digital video recorder (DVR) products and a distributor of DVR technology. Rogers believed that macro-trends in... View Details
- September 2007
- Case
Metro International S.A.
By: Tarun Khanna, Felix Oberholzer-Gee, Vincent Marie Dessain, Ane Damgaard Jensen and Anders Sjoman
Explores the business model of Metro International, a company publishing 70 editions of its free newspaper in 20 countries. Metro had been a pioneer in the free newspaper market, fighting incumbent publishers distributing traditional paid-for newspapers. Looks at the... View Details
- August 2007
- Article
Doing Business in a Digital Ecosystem: Looking Back As We Look Ahead
Keywords: Technology
- April 2007
- Teaching Note
iPod vs. Cell Phone: A Mobile Music Revolution? (TN)
By: David B. Yoffie
Teaching note to 707419. View Details
- December 2006 (Revised March 2010)
- Case
Bill Gates and Steve Jobs
By: Anthony Mayo and Mark Benson
Bill Gates and Steve Jobs, founders of Microsoft and Apple respectively, have revolutionized the relationship between the individual and computer technology. Once the exclusive domain of academia and research facilities, computers can now be found in every area of... View Details
- October 2006 (Revised October 2007)
- Case
Google Advertising
By: Youngme E. Moon and David Chen
In mid-2006, Google is the number one search engine in America with 99% of its revenues deriving from its simple, text-only advertising services. It is on track to bring in roughly $9.5 billion in advertising revenue in 2006, which would place it fourth among American... View Details
- August 2006 (Revised March 2008)
- Case
iPod vs. Cell Phone: A Mobile Music Revolution?
By: David B. Yoffie, Travis D. Merrill and Michael Slind
In 2006, a nascent market for music-enabled mobile phones was emerging to challenge Apple Computer's dominant position in the digital music industry. Through its iPod line of portable digital music devices and its iTunes Music Store, Apple controlled more than half of... View Details
- July 2006
- Article
Dynamic Mixed Duopoly: A Model Motivated by Linux vs. Windows
By: Ramon Casadesus-Masanell and Pankaj Ghemawat
This paper analyzes a dynamic mixed duopoly in which a profit-maximizing competitor interacts with a competitor that prices at zero (or marginal cost), with the cumulation of output affecting their relative positions over time. The modeling effort is motivated by... View Details
Keywords: Open Source Software; Demand-side Learning; Network Effects; Linux; Mixed Duopoly; Competitive Dynamics; Business Models; Duopoly and Oligopoly; Information Technology; Applications and Software; Business Model; Mathematical Methods; Digital Platforms; Profit; Balance and Stability; Management Analysis, Tools, and Techniques; SWOT Analysis; Competition; Price; Information Technology Industry
- March 2006 (Revised February 2007)
- Case
Massive Incorporated (A)
By: Joseph B. Lassiter III, Clark Gilbert and Victoria Winston
How do you go to market with a brand new product in a new industry? How does a business develop an opportunity and then adapt its strategy to ensure success? Who are the early adopters and how does a business work with them? Katherine Hays, chief operating office at... View Details
- March 2006 (Revised February 2007)
- Case
Massive Incorporated (B)
By: Joseph B. Lassiter III, Clark Gilbert and Victoria Winston
- October 2005 (Revised February 2007)
- Case
Red Flag Software Co.
By: Felix Oberholzer-Gee, Tarun Khanna, David Lane and Elizabeth Raabe
In 2005, just five years after its formal launch, Beijing-based Red Flag Software was the world's second-largest distributor of the Linux operating system and was expecting its first annual profit. On a unit basis, Red Flag led the world in desktops (PCs) shipped with... View Details
- April 2005 (Revised February 2006)
- Case
Monster Networking
By: Thomas R. Eisenmann and David Andrew Vivero
The management at Monster.com, the leading U.S. provider of online recruitment services, must decide how to proceed with Monster Networking (MN), a new business launched in late 2003. MN helps users identify other individuals who can offer career advice. Monster.com... View Details
- April 2005 (Revised June 2006)
- Case
Yahoo! Messenger: Network Integration
By: Thomas R. Eisenmann and Alison Berkley Wagonfeld
Describes Yahoo!'s management of the launch of version 6.0 of its Instant Messenger (IM) product, which incorporates features from 12 other Yahoo! properties, including Search, Music, Games, Photos, Personals, News, and Shopping. The integration of features from so... View Details
- April 2005 (Revised March 2007)
- Case
eAccess, Ltd.
By: Thomas R. Eisenmann, Masako Egawa and Ariko Ota
The managers of eAccess, Japan's third largest provider of digital subscriber line (DSL) service, must decide whether to enter the mobile communications business. Japan's mobile services are among the world's most expensive, and incumbent carriers' profits are high. To... View Details
- November 2004 (Revised November 2005)
- Case
Kodak and The Digital Revolution (A)
By: Giovanni M. Gavetti, Rebecca Henderson and Simona Giorgi
The introduction of digital imaging in the late 1980s had a disruptive effect on Kodak's traditional business model. Examines Kodak's strategic efforts and challenges as the photography industry evolves. After discussing Kodak's history and its past strategic moves in... View Details
- November 2004
- Tutorial
Principles of Microeconomics for Strategists
By: Felix Oberholzer-Gee, Pai-Ling Yin and Elizabeth Raabe
Reviews microeconomic principles from a business strategy perspective, using the digital music industry as context. Contains three modules: demand, supply, and equilibrium. The demand module discusses the willingness to pay, market demand, price elasticity, and... View Details