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July 2003 (Revised March 2004)
Case

XM Satellite Radio (A)

By: David B. Godes and Elie Ofek

XM Satellite Radio is a radically new way to listen to radio. Management must develop a marketing strategy to launch the firm and the category. A crucial aspect of the strategy is to determine which of two business models the company will pursue. Should it focus... View Details

Keywords: Advertising; Business Model; Decision Choices and Conditions; Cost Management; Marketing Channels; Marketing Strategy; Problems and Challenges; Partners and Partnerships; Sales; Competitive Strategy; Communications Industry

June 2001
Case

Bang Networks- The First Customer (A)

By: Jay O. Light and Mary N. Caravella

In November 2000, six-month-old start-up Bang Networks is preparing a proposal for its first paid subscription contract. The recent MBA founders of the new San Francisco--based company believe they have a unique new solution for effective delivery of real-time Web... View Details

Keywords: Business Startups; Negotiation Tactics; Internet and the Web; Valuation; Value Creation; Negotiation Preparation; Information Technology Industry; San Francisco

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January 2018
Case

Under Armour

By: Rory McDonald, Clayton M. Christensen, Daniel West and Jonathan E. Palmer

After 20 years of growth unprecedented in the sports apparel industry, Under Armour finds itself with a new record to beat: making the leap from $5 to $10 billion in sales—a feat only accomplished to date by competitors Nike and Adidas. At the heart of this challenge... View Details

January 2002 (Revised March 2004)
Case

Computer Associates International, Inc.

In late 2000, Computer Associates (CA) changed its business model and the way it recognized revenue, ostensibly to better serve its stakeholders. The new subscription-based license model offered customers greater flexibility. Clients could subscribe to any CA software... View Details

Keywords: Business Model; Valuation; Corporate Disclosure; Revenue Recognition; Corporate Governance; Technology Industry

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March 2002 (Revised November 2003)
Case

Satellite Radio

By: Thomas R. Eisenmann and Alastair Brown

In early 2002, XM and Sirius were fighting for control of the emerging U.S. market for satellite radio. Each company targeted consumers in automobiles, providing 100 channels of CD-quality audio for a monthly subscription fee of $10-$13. Wall Street analysts predicted... View Details

Keywords: Growth and Development Strategy; Price; Risk and Uncertainty; Problems and Challenges; Network Effects; Partners and Partnerships; Information Technology; Business Model; Investment Return; Auto Industry; Media and Broadcasting Industry; United States

April 2020
Teaching Note

Tailor Brands: Artificial Intelligence-Driven Branding

Using proprietary artificial intelligence technology, startup Tailor Brands set out to democratize branding by allowing small businesses to create their brand identities by automatically generating logos in just minutes at minimal cost with no branding or design skills... View Details

Keywords: Marketing; Brands and Branding; Marketing Strategy; Advertising Industry; Technology Industry; United States; North America

August 2016 (Revised November 2019)
Case

eSig: Growth Analysis

By: Mark Roberge and Tom Eisenmann

eSig, an early-stage startup, offers an electronic signature application as a "freemium" product, i.e., users can upgrade from a free basic version to a premium version by paying a subscription fee. Using 9 months of data from 50,000 user activations (available as a... View Details

Keywords: Esignature; Computer Software; Business or Company Management; Marketing Channels; Applications and Software; Business Startups; Computer Industry

May 2019 (Revised January 2020)
Case

The Video-Streaming Wars in 2019: Can Disney Catch Netflix?

By: Anita Elberse and Monica Cody

Bob Iger, CEO of entertainment conglomerate Disney, thrilled investors with details about Disney’s upcoming foray into video streaming in April 2019. Disney’s move was only the latest in a series of actions taken by new and established entertainment companies in a... View Details

Keywords: Television; Entertainment; Media; Television Entertainment; Management; Strategy; Disruption; Information Technology; Competition; Media and Broadcasting Industry; Entertainment and Recreation Industry

March 2020
Case

Minneapolis Star Tribune

By: Joseph L. Bower, Elizabeth Hansen and Michael Norris

In the summer of 2019, Mike Klingensmith, CEO of the Minneapolis Star Tribune, the Twin Cities metro region’s largest newspaper, reviewed subscription trends and plans for future experimentation. The newspaper industry across the U.S. had suffered a steep decline for... View Details

Keywords: Financial Performance; Industry Evolution; Business Earnings; Organizational Change and Adaptation; Strategic Planning; Journalism and News Industry; Minnesota

January 2020 (Revised March 2020)
Case

LOLA: Do You Know What's in Your Tampon?

By: Leonard A. Schlesinger and Aldo Sesia

LOLA is a direct-to-consumer (DTC) business launched in 2015. What started as a company to provide women with organic and transparent material-labeled tampons via a subscription model, had, by 2019 evolved to include additional menstrual and sexual wellness products.... View Details

Keywords: Direct-to-consumer; Channels; Disruption; Business Model; Brands and Branding; Internet and the Web; Strategy; Retail Industry; United States; Canada

August 2022 (Revised March 2023)
Case

Pricing at Netflix: The Sequel

By: Elie Ofek and Amy Klopfenstein

This case continues the themes discussed in "Pricing at Netflix" (Case 521-004). Following the conclusion of the original case, Netflix developed new, high-profile original content, added millions of subscribers, and introduced another price increase in January 2022.... View Details

Keywords: Marketing; Advertising; Marketing Strategy; Entertainment; Film Entertainment; Television Entertainment; Finance; Strategy; Competition; Competitive Strategy; Business Strategy; Adaptation; Internet and the Web; Customers; Customer Satisfaction; Entertainment and Recreation Industry; Advertising Industry; North and Central America; United States

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; Communications Industry; Entertainment and Recreation Industry; Financial Services Industry; Information Industry; Information Technology Industry; Media and Broadcasting Industry; Motion Pictures and Video Industry; Music Industry; Service Industry; Technology Industry; Telecommunications Industry; Video Game Industry; Web Services Industry; Asia; China; Canton (province, China)

April 2023
Case

Twitter: The Freedom to Speak Freely and Be Heard

By: Randolph B. Cohen, Carin-Isabel Knoop and Mel Martin

In April 2022, serial entrepreneur Elon Musk announced that he would be interested in purchasing the social media site Twitter for $44 billion. With more than 100 million twitter followers, Musk had historically leveraged the site to engage with the customers of his... View Details

Keywords: Values and Beliefs; Acquisition; Social Media; Power and Influence; Technology Industry; Communications Industry; Public Relations Industry; United States

November 2017 (Revised July 2019)
Case

Project Moab at Hulu

By: C. Fritz Foley and James Weber

In 2015, Elaine Paul, CFO of Hulu, and the rest of the senior leadership team, must decide if they should offer a new, advertisement-free subscription service. At the time Hulu distributed a wide variety of content including in season current programing and earned... View Details

Keywords: Video On Demand; Subscriber Models; Media; Business Model; Decision Choices and Conditions; Media and Broadcasting Industry; Entertainment and Recreation Industry; United States

November 2000
Case

Geocast Network Systems, Inc.

By: Thomas R. Eisenmann, Christina L. Darwall and Elizabeth Kind

Geocast, a venture-backed start-up, had developed innovative technology for "datacasting" broadband information and entertainment content to an external hard drive, where it was cached for later retrieval by a Web-enabled PC. By using terrestrial TV, direct broadcast... View Details

Keywords: Business Model; Customer Value and Value Chain; Entrepreneurship; Venture Capital; Information Management; Technological Innovation; Marketing Channels; Corporate Strategy; Entertainment and Recreation Industry; Web Services Industry

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August 2016 (Revised November 2019)
Supplement

eSig: Growth Analysis

By: Mark N. Roberge and Thomas R. Eisenmann

eSig, an early-stage startup, offers an electronic signature application as a "freemium" product, i.e., users can upgrade from a free basic version to a premium version by paying a subscription fee. Using 9 months of data from 50,000 user activations, available as a... View Details

Keywords: Esignature; Computer Software; Entrepreneurship; Business Startups; Management; Marketing Channels; Applications and Software; Computer Industry; United States

19 Jan 2016
First Look

January 19, 2016

https://www.hbs.edu/faculty/Pages/item.aspx?num=50334 2016 Business History Business Groups, Entrepreneurship and the Growth of the Koç Group in Turkey By: Jones, Geoffrey, and Asli M. Colpan Abstract—This... View Details

Keywords: Sean Silverthorne

December 2000
Background Note

Internet Access Providers

By: Thomas R. Eisenmann and Daniel Green

Describes the Internet access provider business model. First, it defines the model and presents different ways to categorize access providers. Second, it offers a summary of the various ways that Internet access providers create value for their customers. Next, it... View Details

Keywords: Business Model; Internet; Web Services Industry

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October 2007
Background Note

Price Formation

By: Joshua D. Coval and Erik Stafford

Investigates how prices are formed in competitive capital markets. Focuses on a single security called AOE. Students compete with computer traders and each other for market making and informed trading profits. Participants receive a variety of public news in the form... View Details

Keywords: Capital Markets; Price; Profit; Corporate Disclosure; Newsletters; Industry Structures; Business Processes; Competitive Strategy

September 2023 (Revised January 2024)
Case

RightHand Robotics: Choosing the First Market

By: Thomas R. Eisenmann and Stacy Straaberg

In early 2015, RightHand Robotics’s (RHR) leadership faced a set of decisions in commercializing the startup’s robotic picking solution. RHR’s central product was the RightPick integrated robotic picking system which featured a robotic arm, a three-fingered robotic... View Details

Keywords: Business Startups; Market Entry and Exit; Product; Research and Development; Business Strategy; Commercialization; Information Infrastructure; Technological Innovation; Manufacturing Industry; Technology Industry; United States; Massachusetts

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