Publications
Publications
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- All HBS Web
(3,271)
- Faculty Publications (1,225)
- March 2010 (Revised October 2010)
- Case
The Huffington Post
By: Thomas R. Eisenmann, Toby E. Stuart and David Kiron
In Feb. 2010, management of the Huffington Post, a fast-growing but not-yet-profitable Internet newspaper that aggregates blog posts from unpaid contributors and excerpts of stories originally published by other news sites, faces a number of decisions about its growth... View Details
- March 2010 (Revised June 2010)
- Case
Dassault Systemes
By: Stefan H. Thomke and Daniela Beyersdorfer
Dassault Systèmes, a leader in product lifecycle management software, has enjoyed a very profitable business model in 3D engineering design. In the past, it has successfully managed market disruptions and opportunities through acquisition and organic innovations. Its... View Details
- March 2010 (Revised June 2019)
- Case
Major League Baseball Advanced Media: America's Pastime Goes Digital
By: Anita Elberse and Brett Laffel
In January 2010, Bob Bowman, chief executive officer of Major League Baseball Advanced Media -- MLB's digital arm -- is facing a number of decisions related to its 'app' for Apple's new iPad. What are the best name, price, and set of features for MLBAM's iPad app? The... View Details
- February 2010 (Revised November 2013)
- Case
Living PlanIT
By: Robert G. Eccles, Amy C. Edmondson, Susan Thyne and Tiona Zuzul
Living PlanIT is a start-up company that has developed a new, innovative business model for sustainable urbanization. This model reflects the software and technology backgrounds of its founders, Steve Lewis and Malcolm Hutchinson, and is in vivid contrast to other... View Details
- February 2010 (Revised January 2014)
- Case
Tennant Company
By: Toby E. Stuart, Lynda M. Applegate and James Weber
Tennant, a leading producer of floor cleaning equipment, must determine how to create, finance, structure, staff, govern, measure, and manage a new venture for developing a fundamentally new product line. In 2005, Tennant Company had developed an innovative,... View Details
- February 2010 (Revised January 2014)
- Case
CommonAngels (A)
By: Lynda M. Applegate and Kaitlyn Simpson
Describes the motivations behind the founding of CommonAngels—a group of successful business owners who provide capital, connections, and expertise to entrepreneurs who are building new ventures. In 2005, the group is considering increasing its investment focus to... View Details
- February 2010 (Revised October 2010)
- Case
YouTube: Time to Charge Users?
By: Anita Elberse and Sunil Gupta
In January 2010, YouTube, the world's largest online video aggregator, was still seeking to become profitable. Was the time right for Google, YouTube's parent company, to charge users seeking to upload content, as some analysts had suggested—and if so, who should be... View Details
- January 2010 (Revised October 2010)
- Background Note
News in the Digital World: Who Pays?
By: Stephen P. Bradley and Nancy Bartlett
Models to monetizing news in the digital landscape, which is real-time, searchable, sharable, multi-sourced, anytime, and any screen, were emerging in 2010. Could content creators get people to pay for what they watched, read, listened to, and shared online? Were news... View Details
- January 2010 (Revised April 2011)
- Case
Google Inc.
By: Benjamin Edelman and Thomas R. Eisenmann
Describes 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... View Details
- January 2010 (Revised May 2012)
- Case
TopCoder (A): Developing Software through Crowdsourcing
By: Karim R. Lakhani, David A. Garvin and Eric Lonstein
TopCoder's crowdsourcing-based business model, in which software is developed through online tournaments, is presented. The case highlights how TopCoder has created a unique two-sided innovation platform consisting of a global community of over 225,000 developers who... View Details
- 2010
- Article
Competing against Online Sharing
By: Ramon Casadesus-Masanell and Andres Hervas-Drane
This paper aims to explore online sharing of copyrighted content over peer-to-peer (p2p) file sharing networks and its impact on the music industry and to assess the viable business models for the industry in the future. View Details
- November 2009 (Revised August 2010)
- Case
NovoCure Ltd.
By: William A. Sahlman and Sarah Flaherty
Venture capitalist William Doyle must raise $35 million for a portfolio company with a promising, novel cancer therapy, just as global capital markets are imploding in the fall of 2008. NovoCure, Ltd., has developed an electrical-field-based therapy, called Tumor... View Details
- October 2009 (Revised March 2011)
- Case
Qualcomm Incorporated 2009
By: David B. Yoffie, Andrei Hagiu and Elizabeth A. Kind
Paul Jacobs, chairman and CEO of Qualcomm Incorporated, smiled as he reflected on the success of Qualcomm's code division multiple access (CDMA) technology. By the summer of 2009, CDMA was the basis for all third generation technologies available for cellular... View Details
- October 2009 (Revised February 2010)
- Case
Merger of Equals: The Integration of Mellon Financial and The Bank of New York (A)
By: Ryan D. Taliaferro, Clayton S. Rose and David Lane
Less than a month after the close of the merger between The Bank of New York and Mellon Financial, managers at the two firms realized that plans for combining their asset servicing businesses—and realizing the $180 million of annual cost savings that they had promised... View Details
- October 2009 (Revised February 2010)
- Supplement
Merger of Equals: The Integration of Mellon Financial and The Bank of New York (B)
By: Ryan D. Taliaferro, Clayton S. Rose and David Lane
[Continuation of "A" case.] Less than a month after the close of the merger between The Bank of New York and Mellon Financial, managers at the two firms realized that plans for combining their asset servicing businesses – and realizing the $180 million of annual cost... View Details
- October 2009
- Supplement
Merger of Equals: The Integration of Mellon Financial and The Bank of New York (C)
By: Ryan D. Taliaferro, Clayton S. Rose and David Lane
[Continuation of "A" and "B" cases.] Less than a month after the close of the merger between The Bank of New York and Mellon Financial, managers at the two firms realized that plans for combining their asset servicing businesses – and realizing the $180 million of... View Details
- October 2009 (Revised June 2010)
- Case
1366 Technologies
By: Joseph B. Lassiter III, Ramana Nanda and David Kiron
Just months after declaring their intent to become a solar cell equipment supplier, van Mierlo and Sachs were again revisiting the issue of what the company should be. Becoming a successful solar cell manufacturer would potentially be much more lucrative than becoming... View Details
- October 2009 (Revised June 2011)
- Case
Zappos.com 2009: Clothing, Customer Service, and Company Culture
By: Frances X. Frei, Robin J. Ely and Laura Winig
On July 17, 2009, Zappos.com, a privately held online retailer of shoes, clothing, and other soft line retail categories, learned that Amazon.com, a $19 billion multinational online retailer, had won its board of directors' approval to offer to merge the two companies.... View Details
- October 2009 (Revised July 2012)
- Case
Emotiv Systems Inc.: It's the Thoughts that Count
By: Elie Ofek, Jason Riis and Paul Hamilton
Emotiv is getting ready to launch its innovative brain-computer interfacing (BCI) technology. The company has developed a special headset, called EPOC, and highly sophisticated software that can translate a person's emotions, cognitive thoughts, and facial expressions... View Details
- 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