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

  Akamai's Edge (A)

  Eric Van den Steen

  In 2009, Paul Sagan, CEO of Akamai, the leading online content delivery network with a 60% market share, needs to decide how to respond to aggressive entry in its market, whether and how to pursue the explosive growth in online video, and whether to stay with its distributed network model or move towards its competitors' more centralized design.

  Keywords: Competitive Advantage; Market Entry and Exit; Business Model; Competitive Strategy; Network Effects; Values and Beliefs;

  Citation:

  Van den Steen, Eric. "Akamai's Edge (A)." Harvard Business School Case 712-455, April 2013. (Revised from original December 2011 version.)

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

  Akamai's Edge (B)

  Eric Van den Steen

  Citation:

  Van den Steen, Eric. "Akamai's Edge (B)." Harvard Business School Supplement 712-456, April 2013. (Revised from original December 2011 version.)

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• Case | HBS Case Collection | 2012 (Revised from original 2011 version)

  Bananas (A)

  Eric Van den Steen

  As owner and CEO, Wim Van der Borght had grown Bananas in 8 years from a 4.5 million euro company into a 40 million euro group of companies with a range of field marketing activities in Belgium and the Netherlands. The core of the group consisted of two companies - Bananas and Demonstrate - which were operationally completely independent and acted as competitors in the market. The two companies had different strengths and different cultures. In August 2008, Wim needed to decide on the right degree of interaction or integration of Bananas and Demonstrate. He also wanted to expand the companies' activities to a more comprehensive marketing offering and needed to consider international expansion opportunities.

  Keywords: Competitive Advantage; Organizational Culture; Growth and Development Strategy; Competitive Strategy; Belgium;

  Citation:

  Van den Steen, Eric. "Bananas (A)." Harvard Business School Case 712-451, November 2012. (Revised from original December 2011 version.)

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