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• Case | HBS Case Collection | 2013 (Revised from original 2012 version)

  LinkedIn Corporation, 2012

  David Yoffie and Liz Kind

  Since its inception in 2003, LinkedIn had become a leading Silicon Valley institution with a brand name that was recognizable throughout the U.S. and in many countries overseas. As of March 2012, LinkedIn was the world's largest professional network on the Internet with $522.2 million in revenue in 2011 and more than 150 million members in over 200 countries. Unlike other major social networking sites, LinkedIn focused exclusively on fostering connections within the professional market. As LinedIn's CEO thought about the future, he recognized the challenges in continuing to massively scale the company. At the same time, he focused on how LinkedIn could continue to use its vast amount of data to provide additional products and services for its members and customers.

  Keywords: social networking; media; technology; strategy; Growth Management; Internet; Corporate Strategy; Social and Collaborative Networks; Brands and Branding; Service Industry; Media and Broadcasting Industry; California;

  Citation:

  Yoffie, David, and Liz Kind. "LinkedIn Corporation, 2012." Harvard Business School Case 713-420, March 2013. (Revised from original August 2012 version.)

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• Case | HBS Case Collection | 2013

  iMatari

  Joseph L. Badaracco and Matthew Preble

  In late 2012, recent Harvard Business School graduate Hannah Lopez is given the opportunity to lead entry into a new market for Plámo, a company that created startup companies in Europe and emerging markets based upon existing successful business models. She had only been with the company a few months, and while excited by the opportunity, she was beginning to have some doubts about the company. In the brief time she had been with the company, she had had a few experiences that made her question the company's approach to management and the sustainability of its business. Accepting the assignment could give her a unique entrepreneurial opportunity, but she wondered what level of support she could expect to receive and, if the startup did fail, what impact would that have on her career and reputation? Lopez was also starting to worry about the ethical implications of Plámo's style of entrepreneurship. She worried that by agreeing to serve as a manager of the new operations, she would be tacitly supporting elements of Plámo's strategy and practices that she was concerned about. Was she comfortable taking other companies' ideas and simply copying them? Was this true entrepreneurship?

  Keywords: ethical behavior; Ethical Judgment; ethics; entrepreneurship; imitation; Ethics; Moral Sensibility; Values and Beliefs; Europe; Middle East;

  Citation:

  Badaracco, Joseph L., and Matthew Preble. "iMatari." Harvard Business School Case 313-083, March 2013.

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• Case | HBS Case Collection | 2013 (Revised from original 2011 version)

  Wal-Mart Update, 2011

  David B. Yoffie and Renee Kim

  In 2011, Wal-Mart was the world's largest company with $420 billion in sales and operations in 14 countries. Yet it found itself searching for the right growth strategy moving forward. U.S. same-store sales had declined for eight consecutive quarters and Wal-Mart was increasingly becoming dependent on international sales. Meanwhile, intense competition came from various players, ranging from general discounters to dollar stores to online retailers. What should Wal-Mart do as its traditional markets and core competencies no longer ensured the kind of growth that it had enjoyed for decades in the past?

  Keywords: Corporate Strategy; Business Growth and Maturation; Growth and Development Strategy; Competitive Strategy; Global Range; Business Strategy; Retail Industry;

  Citation:

  Yoffie, David B., and Renee Kim. "Wal-Mart Update, 2011." Harvard Business School Case 711-546, March 2013. (Revised from original June 2011 version.)

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