| HBS Case Collection
(Revised from original 2005 version)
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 management views MN as: a vehicle for reducing the cost of attracting job seekers to its core matching services and a potential source of subscription revenue. As of early 2005, MN's performance has been mixed. Networkers were deeply engaged, but subscription revenue growth was disappointing. In the face of this performance, Monster.com management must decide whether to proceed with its original plan, eliminate subscription fees to boost traffic, augment MN's scale by acquiring an online social networking start-up, or simply terminate MN.
Keywords: Technology Platform;
Social and Collaborative Networks;
Eisenmann, Thomas R., and David Andrew Vivero. "Monster Networking." Harvard Business School Case 805-145, February 2006. (Revised from original April 2005 version.)