Case | HBS Case Collection | 1997 (Revised from original version)

Scott Cook and Intuit

Abstract

Scott Cook has just learned that Microsoft has withdrawn its $2 billion offer for his company Intuit. Because of his company's prospects, he is elated. But he now must decide the direction in which to take his company while continuing to focus on the formula of marketing research, customer service, and new product development that has made Intuit successful.

Keywords: Customer Relationship Management; Entrepreneurship; Business or Company Management; Marketing Strategy; Product Development;

Format: Print

13 pages

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Citation:

Heskett, James L. "Scott Cook and Intuit." Harvard Business School Case 396-282, January 1997. (Revised from original March 1996 version.)

This is the fourth in a 35-year series of HBS cases on an organization that has changed the rules of the game globally for an entire industry by offering both differentiated and low-price service. The focus of the case is on whether Southwest Airlines should buy gates and slots to initiate service to New York's LaGuardia airport, which does not fit the airline's profile for cost, ease of service, and other factors. The bigger issue is how the organization should deal with competition that has successfully emulated more and more of what it does in an operating environment that has changed significantly. Hence the subtitle, which was suggested by Herb Kelleher, Southwest's Chairman and CEO, Emeritus.

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Scott Cook and Intuit

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