Feng Zhu - Faculty & Research - Harvard Business School
Photo of Feng Zhu

Feng Zhu

Piramal Associate Professor of Business Administration

Technology and Operations Management

Feng Zhu is an associate professor of business administration in the Technology and Operations Management Unit and teaches Digital Innovation and Transformation in the MBA elective curriculum. Before joining the HBS faculty, he was an assistant professor of strategy at the University of Southern California. 

In his research, Professor Zhu examines competitive strategy and innovation in high-technology industries, with an emphasis on platform-based markets. He has studied a wide range of platforms, such as video game consoles, social-networking sites, Craigslist, Wikipedia, smartphone operating systems, blogs, newspapers, and ad-sponsored free products. 

Professor Zhu’s work has appeared in journals including the American Economic ReviewManagement Science, Organization ScienceStrategic Management Journal, and Information Systems Research. It has been covered by such media as the Washington Post, the Financial Times, the Wall Street Journal, and Forbes.com and has most recently won the Strategic Management Society’s Best Paper Award for Practice Implications. He received the Past Chairs’ Emerging Scholar Award from the Technology and Innovation Management Division of the Academy of Management and the Ascendant Scholar Award from the Western Academy of Management.  

Professor Zhu earned his Ph.D. in science, technology and management and a master’s in computer science at Harvard University. He did his undergraduate work in computer science, economics, and mathematics at Williams College.

Journal Articles
  1. Do Experts or Collective Intelligence Write with More Bias? Evidence from Encyclopædia Britannica and Wikipedia

    Shane Greenstein and Feng Zhu

    Organizations today can use both crowds and experts to produce knowledge. While prior work compares the accuracy of crowd-produced and expert-produced knowledge, we compare bias in these two models in the context of contested knowledge, which involves subjective, unverifiable, or controversial information. Using data from Encyclopædia Britannica, authored by experts, and Wikipedia, an encyclopedia produced by an online community, we compare the slant and bias of pairs of articles on identical topics of U.S. politics. Our slant measure is less (more) than zero when an article leans towards Democratic (Republican) viewpoints, while bias is the absolute value of the slant. We find that Wikipedia articles are more slanted towards Democratic views than are Britannica articles, as well as more biased. The difference in bias between a pair of articles decreases with more revisions. The bias on a per word basis hardly differs between the sources because Wikipedia articles tend to be longer than Britannica articles. These results highlight the pros and cons of each knowledge production model, help identify the scope of the empirical generalization of prior studies comparing the information quality of the two production models, and offer implications for organizations managing crowd-based knowledge production.

    Keywords: online community; Collective Intelligence; wisdom of crowds; bias; Wikipedia; Britannica; knowledge production; Knowledge Sharing; Knowledge Dissemination; Prejudice and Bias;

    Citation:

    Greenstein, Shane, and Feng Zhu. "Do Experts or Collective Intelligence Write with More Bias? Evidence from Encyclopædia Britannica and Wikipedia." MIS Quarterly (forthcoming).  View Details
  2. Repositioning and Cost-Cutting: The Impact of Competition on Platform Strategies

    Robert Seamans and Feng Zhu

    Organizational structures are increasingly complex. In particular, more firms today operate as multi-sided platforms. In this paper, we study how platform firms use repositioning and cost-cutting in response to competition, elucidate external and internal factors that constrain or enable these responses, and examine how the firms’ responses affect their performance. Our empirical context is the U.S. newspaper industry, which has experienced increased competition following the entry of Craigslist, an online provider of classified ads. We find that when Craigslist enters a newspaper’s market, the newspaper repositions itself away from other newspapers by changing its content. This results in greater differentiation between newspapers in a market but occurs primarily in markets in which reader preferences are heterogeneous. When reader preferences are homogeneous, newspapers are more likely to engage in cost-cutting. Both responses are more pronounced for newspaper firms whose sister firms have already experienced Craigslist’s entry. We also find that failure to design the right response harms competitive viability. These findings offer important implications for many platform firms operating in today’s digital economy.

    Keywords: multi-sided platforms; platform strategy; repositioning; cost-cutting; intra-firm learning; Multi-Sided Platforms; Cost Management; Product Positioning; Organizational Structure; Competitive Strategy; Knowledge Acquisition; Journalism and News Industry;

    Citation:

    Seamans, Robert, and Feng Zhu. "Repositioning and Cost-Cutting: The Impact of Competition on Platform Strategies." Strategy Science 2, no. 2 (June 2017): 83–99.  View Details
  3. The Impact of Patent Wars on Firm Strategy: Evidence from the Global Smartphone Industry

    Yongwook Paik and Feng Zhu

    Strategy scholars have documented in various empirical settings that firms seek and leverage stronger institutions to mitigate hazards and gain competitive advantage. In this paper, we argue that such “institution-seeking” behavior may not be confined to the pursuit of strong institutions: firms may also seek weak institutions to mitigate hazards. Using panel data from the global smartphone industry and recent patent wars among key industry rivals, we examine how smartphone vendors that are not directly involved in patent litigation strategically respond to increased litigation risks in this industry. We find that as patent wars intensify, smartphone vendors not involved in any litigation focus more of their business in markets with weaker intellectual property (IP) protection because of institutional arbitrage opportunities. This strategic response is more pronounced for vendors whose stocks of patents are small and whose home markets have weak IP systems. Our study is the first to examine the relationship between heterogeneity in national patent systems and firms’ global strategies. It provides a more balanced view of firms’ institution-seeking behavior by documenting how they make strategic use of weaker institutions.

    Keywords: patent wars; patent litigation; intellectual property (IP) enforcement; institutions; patent thicket; smartphone; Patents; Corporate Strategy; Mobile Technology;

    Citation:

    Paik, Yongwook, and Feng Zhu. "The Impact of Patent Wars on Firm Strategy: Evidence from the Global Smartphone Industry." Organization Science 27, no. 6 (November–December 2016): 1397–1416.  View Details
  4. Open Content, Linus' Law, and Neutral Point of View

    Shane Greenstein and Feng Zhu

    The diffusion of the Internet and digital technologies has enabled many organizations to use the open-content production model to produce and disseminate knowledge. While several prior studies have shown that the open-content production model can lead to high-quality output in the context of uncontroversial and verifiable information, it is unclear whether this production model will produce any desirable outcome when information is controversial, subjective, and unverifiable. We examine whether the open-content production model helps achieve a neutral point of view (NPOV) using data from Wikipedia's articles on U.S. politics. Our null hypothesis builds on Linus' Law, often expressed as "Given enough eyeballs, all bugs are shallow." Our findings are consistent with a narrow interpretation of Linus' Law, namely, a greater number of contributors to an article makes an article more neutral. No evidence supports a broad interpretation of Linus' Law. Moreover, several empirical facts suggest the law does not shape many articles. The majority of articles receive little attention, and most articles change only mildly from their initial slant. Our study provides the first empirical evidence on the limit of Linus' Law. While many organizations believe that they could improve their knowledge production by leveraging communities, we show that in the case of Wikipedia, there are aspects, such as NPOV, that the community does not always achieve successfully.

    Keywords: Prejudice and Bias; Online Technology; Balance and Stability; Operations; Knowledge Management; Knowledge Dissemination;

    Citation:

    Greenstein, Shane, and Feng Zhu. "Open Content, Linus' Law, and Neutral Point of View." Information Systems Research 27, no. 3 (September 2016): 618–635.  View Details
  5. Cannibalization and Option Value Effects of Secondary Markets: Evidence from the U.S. Concert Industry

    Victor Manuel Bennett, Robert Seamans and Feng Zhu

    We examine how reducing search frictions in secondary markets affects the value appropriated by firms in primary markets. We characterize two effects on primary market firms caused by intermediaries entering secondary markets: the "cannibalization" and "option value" effects. Separation between primary and secondary markets can drive which of the two effects dominates. Firms selling valuable and scarce products are more likely to have separate primary and secondary markets and will therefore appropriate more value when secondary markets thicken. Firms selling products that are not valuable and scarce will be hurt. Further, we hypothesize that firms have incentives to engineer scarcity by limiting supply when secondary markets thicken to separate primary and secondary markets. We find support for these hypotheses in the U.S. concert ticket industry.

    Keywords: cannibalization effect; option value effect; secondary markets; concert industry; Craigslist; Competition; Distribution Channels; Entertainment and Recreation Industry;

    Citation:

    Bennett, Victor Manuel, Robert Seamans, and Feng Zhu. "Cannibalization and Option Value Effects of Secondary Markets: Evidence from the U.S. Concert Industry." Strategic Management Journal 36, no. 11 (November 2015): 1599–1614.  View Details
  6. Responses to Entry in Multi-Sided Markets: The Impact of Craigslist on Local Newspapers

    Robert Seamans and Feng Zhu

    How do firms respond to entry in multi-sided markets? We address this question by studying the impact of Craigslist, a website providing classified-advertising services, on local U.S. newspapers. We exploit temporal and geographical variation in Craigslist's entry to show that newspapers with greater reliance on classified-ad revenue experience a larger drop in classified-ad rates after Craigslist's entry. The impact of Craigslist's entry on the classified-ad side appears to propagate to other sides of the newspapers' market. On the subscriber side, these newspapers experience an increase in subscription prices, a decrease in circulation, and an increase in differentiation from each other. On the display-ad side, affected newspapers experience a decrease in display-ad rates. We also find evidence that affected newspapers are less likely to make their content available online. Finally, we estimate that Craigslist's entry leads to $5 billion in year 2000 dollars in savings to classified-ad buyers during 2000–2007.

    Keywords: Multi-Sided Platforms; Market Entry and Exit; Web Sites; Newspapers; Advertising; Advertising Industry; Journalism and News Industry;

    Citation:

    Seamans, Robert, and Feng Zhu. "Responses to Entry in Multi-Sided Markets: The Impact of Craigslist on Local Newspapers." Management Science 60, no. 2 (February 2014): 476–493.  View Details
  7. Ad Revenue and Content Commercialization: Evidence from Blogs

    Monic Sun and Feng Zhu

    Many scholars argue that when incentivized by ad revenue, content providers are more likely to tailor their content to attract "eyeballs," and as a result, popular content may be excessively supplied. We empirically test this prediction by taking advantage of the launch of an ad-revenue-sharing program initiated by a major Chinese portal site in September 2007. Participating bloggers allow the site to run ads on their blogs and receive 50% of the revenue generated by these ads. After analyzing 4.4 million blog posts, we find that, relative to nonparticipants, popular content increases by about 13 percentage points on participants' blogs after the program takes effect. About 50% of this increase can be attributed to topics shifting toward three domains: the stock market, salacious content, and celebrities. Meanwhile, relative to nonparticipants, participants' content quality increases after the program takes effect. We also find that the program effects are more pronounced for participants with moderately popular blogs and seem to persist after participants enroll in the program.

    Keywords: ad-sponsored business models; media content; blog; revenue sharing; user-generated content; platform-based markets; Blogs; Business Model; Market Platforms; Commercialization; Online Advertising;

    Citation:

    Sun, Monic, and Feng Zhu. "Ad Revenue and Content Commercialization: Evidence from Blogs." Management Science 59, no. 10 (October 2013): 2314–2331.  View Details
  8. Business Model Innovation and Competitive Imitation: The Case of Sponsor-Based Business Models

    Ramon Casadesus-Masanell and Feng Zhu

    This paper provides the first formal model of business model innovation. Our analysis focuses on sponsor-based business model innovations where a firm monetizes its product through sponsors rather than setting prices to its customer base. We analyze strategic interactions between an innovative entrant and an incumbent where the incumbent may imitate the entrant's business model innovation once it is revealed. The results suggest that an entrant needs to strategically choose whether to reveal its innovation by competing through the new business model or conceal it by adopting a traditional business model. We also show that the value of business model innovation may be so substantial that an incumbent may prefer to compete in a duopoly rather than to remain a monopolist.

    Keywords: business model innovation; imitation; sponsor-based business model; strategic revelation; strategic concealment; Business Model; Innovation and Invention; Price; Competitive Strategy; Adoption; Value; Duopoly and Oligopoly; Product; Customers; Market Entry and Exit; Monopoly;

    Citation:

    Casadesus-Masanell, Ramon, and Feng Zhu. "Business Model Innovation and Competitive Imitation: The Case of Sponsor-Based Business Models." Strategic Management Journal 34, no. 4 (April 2013): 464–482.  View Details
  9. Entry into Platform-based Markets

    Feng Zhu and Marco Iansiti

    This paper examines the relative importance of platform quality, indirect network effects, and consumer expectations on the success of entrants in platform-based markets. We develop a theoretical model and find that an entrant's success depends on the strength of indirect network effects and on the consumers' discount factor for future applications. We then illustrate the model's applicability by examining Xbox's entry into the video game industry. We find that Xbox had a small quality advantage over the incumbent, PlayStation 2, and the strength of indirect network effects and the consumers' discount factor, while statistically significant, fall in the region where PlayStation's position is unsustainable.

    Keywords: platform-based markets; winnter-take-all; first-mover advantage; indirect network effects; video game industry; Quality; Network Effects; Market Entry and Exit; Technology Platform; Motion Pictures and Video Industry;

    Citation:

    Zhu, Feng, and Marco Iansiti. "Entry into Platform-based Markets." Strategic Management Journal 33, no. 1 (January 2012): 88–106.  View Details
  10. Group Size and Incentives to Contribute: A Natural Experiment at Chinese Wikipedia

    Michael Zhang and Feng Zhu

    In this paper, we examine the causal relationship between group size and incentives to contribute in the setting of Chinese Wikipedia, the Chinese language version of an online encyclopedia that relies entirely on voluntary contributions. The group at Chinese Wikipedia is composed of Chinese-speaking people in mainland China, Taiwan, Hong Kong, Singapore, and other regions in the world, who are aware of Chinese Wikipedia and have access to it. Our identification hinges on the exogenous reduction in group size at Chinese Wikipedia as a result of the block of Chinese Wikipedia in mainland China in October 2005. During the block, mainland Chinese could not use or contribute to Chinese Wikipedia, although contributors outside mainland China could continue to do so. We find that contribution levels of these nonblocked contributors decrease by 42.8 percent on average as a result of the block. We attribute the cause to social effects: contributors receive social benefits from their contributions, and the shrinking group size reduces these social benefits. Consistent with our explanation, we find that the more contributors value social benefits, the greater the reduction in their contributions after the block.

    Keywords: Rights; Motivation and Incentives; Internet; Valuation; Groups and Teams; Knowledge Sharing; Behavior; Satisfaction; Size; Government and Politics; Economics; Information Technology Industry; Hong Kong; Taiwan; Singapore;

    Citation:

    Zhang, Michael, and Feng Zhu. "Group Size and Incentives to Contribute: A Natural Experiment at Chinese Wikipedia." American Economic Review 101, no. 4 (June 2011): 1601–1615.  View Details
  11. Strategies to Fight Ad-sponsored Rivals

    Ramon Casadesus-Masanell and Feng Zhu

    We analyze the optimal strategy of a high-quality incumbent that faces a low-quality ad-sponsored competitor. In addition to competing through adjustments of tactical variables such as price or the number of ads a product carries, we allow the incumbent to consider changes in its business model. We consider four alternative business models, a subscription-based model, an ad-sponsored model, a mixed model in which the incumbent offers a product that is both subscription-based and ad-sponsored, and a dual model in which the incumbent offers two products, one based on the ad-sponsored model and the other based on the mixed-business model. We show that the optimal response to an ad-sponsored rival often entails business model reconfigurations. We also find that when there is an ad-sponsored entrant, the incumbent is more likely to prefer to compete through the subscription-based or the ad-sponsored model, rather than the mixed or the dual model, because of cannibalization and endogenous vertical differentiation concerns. We discuss how our study helps improve our understanding of notions of strategy, business model, and tactics in the field of strategy.

    Keywords: strategy; business models; tactics; advertising; pricing; Business Model; Advertising; Competition; Quality; Price; Product Marketing;

    Citation:

    Casadesus-Masanell, Ramon, and Feng Zhu. "Strategies to Fight Ad-sponsored Rivals." Management Science 56, no. 9 (September 2010): 1484–1499.  View Details
  12. Impact of Online Consumer Reviews on Sales: The Moderating Role of Product and Consumer Characteristics

    Feng Zhu and Michael Zhang

    This article examines how product and consumer characteristics moderate the influence of online consumer reviews on product sales using data from the video game industry. The findings indicate that online reviews are more influential for less popular games and games whose players have greater Internet experience. The article shows differential impact of consumer reviews across products in the same product category and suggests that firms' online marketing strategies should be contingent on product and consumer characteristics. The authors discuss the implications of these results in light of the increased share of niche products in recent years.

    Keywords: internet marketing; online consumer reviews; word of mouth; video game industry; long tail; Online Technology; Marketing Reference Programs; Video Game Industry;

    Citation:

    Zhu, Feng, and Michael Zhang. "Impact of Online Consumer Reviews on Sales: The Moderating Role of Product and Consumer Characteristics." Journal of Marketing 74, no. 2 (March 2010): 133–148.  View Details
  13. What Is the Impact of Software Patent Shifts? Evidence from Lotus v. Borland

    Josh Lerner and Feng Zhu

    Economists have debated the extent to which strengthening patent protection spurs or detracts from technological innovation. This paper examines the reduction of software copyright protection in the Lotus v. Borland decision. If patent and copyright protections are substitutes, weakening of one form should be associated with an increased reliance on the other. We find that the firms affected by the diminution of copyright protection disproportionately accelerated their patenting in subsequent years. But little evidence can be found for any harmful effects on firms' performance and incentive to innovate: in fact, the increased reliance on patents is correlated with growth in measures such as sales and R&D expenditures.

    Keywords: Software; Patents; Technology; Information Technology Industry;

    Citation:

    Lerner, Josh, and Feng Zhu. "What Is the Impact of Software Patent Shifts? Evidence from Lotus v. Borland." International Journal of Industrial Organization 25, no. 3 (June 2007): 511–529. (Earlier version distributed as National Bureau of Economic Research Working Paper No. 11168.)  View Details
Practitioner Articles
  1. Products to Platforms: Making the Leap

    Feng Zhu and Nathan Furr

    Following the path of companies such as Apple and Amazon, more and more firms are trying to become not just product purveyors but also platform providers, facilitating direct connections between customers and other groups. Although launching a platform can generate new revenue, success is not automatic. After studying more than 20 companies that have tried to move from products to platforms, the authors point to four practices that can separate winners from losers: 1. Start with a defensible product and a critical mass of users. A strong product and a loyal customer base will attract third parties to your platform. 2. Apply a hybrid business model. Instead of operating with a "product mindset" or a "platform mindset" alone, combine the two in order to discover new opportunities for creating value. 3. Drive rapid conversion to the platform. Existing customers are likely to flock to a platform if it provides enough new value, if the additional products and services offered are consistent with your brand, and if users have opportunities to improve both the products and the platform. 4. Deter competitive imitation. Make it tough for rivals to copy your product-to-platform strategy: consider creating proprietary standards, using exclusivity contracts and erecting other barriers to competition.

    Keywords: Product; Market Platforms; Expansion;

    Citation:

    Zhu, Feng, and Nathan Furr. "Products to Platforms: Making the Leap." Harvard Business Review 94, no. 4 (April 2016): 72–78.  View Details
Working Papers
  1. Multi-homing and Platform Strategies: Historical Evidence from the U.S. Newspaper Industry

    K. Francis Park, Robert Seamans and Feng Zhu

    We study how local U.S. newspapers respond to entry by TV broadcast stations in 1945–1963. We find that newspaper firms’ responses depend on their customers’ tendencies to multi-home (adopt both newspaper and TV) or single-home (adopt only newspaper or only TV). We also find that their prior experience responding to entry by radio stations improves their capability to respond to entry by TV stations. Our research builds on and extends literatures on platforms and learning-by-doing and offers practical implications for managers in two-sided market settings.

    Keywords: Two-Sided Markets; multi-homing; learning by doing; platform strategies; history; newspapers; Two-Sided Platforms; Knowledge Use and Leverage; Consumer Behavior; Strategy; History; Journalism and News Industry; United States;

    Citation:

    Park, K. Francis, Robert Seamans, and Feng Zhu. "Multi-homing and Platform Strategies: Historical Evidence from the U.S. Newspaper Industry." Harvard Business School Working Paper, No. 18-032, October 2017.  View Details
  2. Ideological Segregation among Online Collaborators: Evidence from Wikipedians

    Shane Greenstein, Yuan Gu and Feng Zhu

    Do online communities segregate into separate conversations about “contestable knowledge”? We analyze the contributors of biased and slanted content in Wikipedia articles about U.S. politics and focus on two research questions: (1) Do contributors display tendencies to contribute to topics with similar or opposing bias and slant? (2) Do contributors learn from experience with extreme or neutral content, and does that experience change the slant and bias of their contributions over time? Despite heterogeneity in contributors and their contributions, we find an overall trend towards less segregated conversations. Contributors tend to edit articles with slants that are the opposite of their own views, and the slant from experienced contributors becomes less extreme over time. The experienced contributors with the most extreme biases decline the most. We also find some significant differences between Republicans and Democrats.

    Keywords: Information; Prejudice and Bias; Online Technology; Web Sites;

    Citation:

    Greenstein, Shane, Yuan Gu, and Feng Zhu. "Ideological Segregation among Online Collaborators: Evidence from Wikipedians." Working Paper. (Revised March 2017.)  View Details
  3. Frenemies in Platform Markets: The Case of Apple's iPad vs. Amazon's Kindle

    Ron Adner, Jianqing Chen and Feng Zhu

    We study the compatibility decisions of two competing platforms that generate profits through both hardware sales and royalties from content sales. We consider a game-theoretic model in which the platform hardware may offer different standalone utilities to users who have different preferences over the two platforms. We find that incentives to establish one-way compatibility—the platform with smaller standalone value allows users of the competing platform to access its content—can arise from the difference in their profit foci. As the difference in the standalone utilities increases, royalties from content sales become less important to the platform with greater standalone value but becomes more important for the other platform. Compatibility increases asymmetry between the platforms’ profit foci and, when the difference in the standalone utilities is sufficiently large, yields greater profits for both platforms. We further show that social welfare is greater under one-way compatibility than under incompatibility, and there exist no incentives for either platform to establish one-way compatibility the other way round. We investigate as well how factors such as different platform production costs, exclusive content, and endogenized royalty rates affect compatibility incentives.

    Keywords: compatibility; Two-Sided Markets; platform competition; e-reader market; Competition; Two-Sided Platforms; Hardware; Software;

    Citation:

    Adner, Ron, Jianqing Chen, and Feng Zhu. "Frenemies in Platform Markets: The Case of Apple's iPad vs. Amazon's Kindle." Harvard Business School Working Paper, No. 15-087, May 2015. (Revised January 2016.)  View Details
  4. Competing with Complementors: An Empirical Look at Amazon.com

    Feng Zhu and Qihong Liu

    Platform owners sometimes enter complementors' product spaces to compete against them directly. Prior studies have offered two possible explanations for such entries: platform owners may target the most successful complementors so as to appropriate value from their innovations, or they may target poor performing complementors to improve the platforms' overall quality. Using data from Amazon.com, we analyze the patterns of Amazon's entry into its third-party sellers' product spaces. We find evidence consistent with the former explanation: that the likelihood of Amazon's entry is positively correlated with the popularity and customer ratings of third-party sellers' products. We also find that Amazon's entry reduces the shipping costs of affected products and hence increases their demand. Results also show that small third-party sellers affected by Amazon's entry appear to be discouraged from growing their businesses on the platform subsequently. The results have implications for complementors participating in various platform-based markets.

    Keywords: Competition; Multi-Sided Platforms;

    Citation:

    Zhu, Feng, and Qihong Liu. "Competing with Complementors: An Empirical Look at Amazon.com." Harvard Business School Working Paper, No. 15-044, December 2014. (Revised February 2016.)  View Details
Cases and Teaching Materials
  1. Ant Financial

    Feng Zhu, Ying Zhang, Krishna G. Palepu, Anthony K. Woo and Nancy Hua Dai

    Headquartered in Hangzhou (China), Ant Financial has grown into a fintech “Unicorn.” The fintech empire that the company established spanned verticals such as mobile and online payment (Alipay), money market fund (Yu’e Bao), wealth management (Ant Fortune), digital-only banking (MYbank), credit scoring (Zhima Credit), and consumer credit portal (Ant Credit Pay) among others. After another sales record during the 2016 11.11 Global Shopping Festival along with Alibaba, Long Chen, chief strategy officer of Ant Financial, was contemplating the various opportunities and challenges associated with the firm’s international expansion, inclusive finance in rural regions, and regulatory uncertainties.

    Keywords: Growth and Development Strategy; Global Strategy; Finance; Opportunities; Financial Services Industry; Technology Industry;

    Citation:

    Zhu, Feng, Ying Zhang, Krishna G. Palepu, Anthony K. Woo, and Nancy Hua Dai. "Ant Financial." Harvard Business School Case 617-060, March 2017. (Revised April 2017.)  View Details
  2. Korea Telecom: Building a GiGAtopia

    Shane Greenstein, Feng Zhu and Kerry Herman

    Korea Telecom (KT) has committed $4 billion in investments and R&D to build a GiGAtopia, essentially ushering in the next generation of mobile (5G) and wired infrastructure. CEO Dr. Chang-Gyu Hwang, and his team are considering which areas to prioritize in terms of new products and services in development. The top five sectors identified by KT’s team include the Internet of Things (including connected cars and smart city/homes), media, health, energy, and security and surveillance, which might provide some quick wins both in terms of revenues and market lead. Should KT develop solutions that could be exported to other countries? Should KT go all in across all five sectors, or select one or two to prioritize?

    Keywords: Mobile Technology; Technological Innovation; Infrastructure; Growth and Development Strategy; Competitive Strategy; Decision Choices and Conditions; Telecommunications Industry;

    Citation:

    Greenstein, Shane, Feng Zhu, and Kerry Herman. "Korea Telecom: Building a GiGAtopia." Harvard Business School Case 617-014, April 2017. (Revised April 2017.)  View Details
  3. edaixi (eWash): Digital Transformation of Laundry Services (B)

    Feng Zhu, Weiru Chen, Chuang Chen and Ciwu Lin

    Founded in 2013 as a laundry service featuring online ordering for home pickup and delivery, China’s edaixi (eWash) illustrated the online-to-offline (O2O) business model. As yet unclear in 2016 was the optimal way to organize third-party laundry service providers, locally sourced teams of freelancers, and in-house operations.

    Keywords: Laundry; O2O; online-to-offline; digital platforms; Service Operations; Business Organization; Technology Platform; Transformation; Service Industry; China;

    Citation:

    Zhu, Feng, Weiru Chen, Chuang Chen, and Ciwu Lin. "edaixi (eWash): Digital Transformation of Laundry Services (B)." Harvard Business School Supplement 617-038, April 2017.  View Details
  4. edaixi (eWash): Digital Transformation of Laundry Services (A)

    Feng Zhu, Weiru Chen, Chuang Chen and Ciwu Lin

    Founded in 2013 as a laundry service featuring online ordering for home pickup and delivery, China’s edaixi (eWash) illustrated the online-to-offline (O2O) business model. As yet unclear in 2016 was the optimal way to organize third-party laundry service providers, locally sourced teams of freelancers, and in-house operations.

    Keywords: Laundry; O2O; online-to-offline; digital platforms; Business Organization; Service Operations; Ownership Type; Technology Platform; Transformation; China;

    Citation:

    Zhu, Feng, Weiru Chen, Chuang Chen, and Ciwu Lin. "edaixi (eWash): Digital Transformation of Laundry Services (A)." Harvard Business School Case 617-034, April 2017.  View Details
  5. X Fire Paintball & Airsoft: Is Amazon a Friend or Foe? (B)

    Feng Zhu and Angela Acocella

    Three years after launching his brick-and-mortar store, X Fire Paintball and Airsoft, Steve Herbert Sr. and his sons began selling products on Amazon.com’s third-party Marketplace and online sales expanded rapidly. Over time, X Fire noticed that products of which it had once been the only seller were now being sold by Amazon straight from X Fire’s suppliers, effectively cutting X Fire out. Amazon was also ignoring the minimum advertised price (MAP) set by manufacturers. How should X Fire defend itself? Now Amazon representatives were approaching X Fire to encourage them to sell on Amazon’s smaller but growing Canadian Marketplace. How should X Fire respond to this opportunity?

    Keywords: Ethics; Competition; Market Platforms; Online Technology; Small Business; Retail Industry; Canada;

    Citation:

    Zhu, Feng, and Angela Acocella. "X Fire Paintball & Airsoft: Is Amazon a Friend or Foe? (B)." Harvard Business School Supplement 617-047, January 2017.  View Details
  6. X Fire Paintball & Airsoft: Is Amazon a Friend or Foe? (A)

    Feng Zhu and Angela Acocella

    Three years after launching his brick-and-mortar store, X Fire Paintball and Airsoft, Steve Herbert Sr. and his sons began selling products on Amazon.com’s third-party Marketplace, and online sales expanded rapidly. Over time, X Fire noticed that products of which it had once been the only seller were now being sold by Amazon straight from X Fire’s suppliers, effectively cutting X Fire out. Amazon was also ignoring the minimum advertised price (MAP) set by manufacturers. How should X Fire defend itself? Now Amazon representatives were approaching X Fire to encourage them to sell on Amazon’s smaller but growing Canadian Marketplace. How should X Fire respond to this opportunity?

    Keywords: Ethics; Competition; Market Platforms; Online Technology; Small Business; Retail Industry; Canada;

    Citation:

    Zhu, Feng, and Angela Acocella. "X Fire Paintball & Airsoft: Is Amazon a Friend or Foe? (A)." Harvard Business School Case 617-046, January 2017.  View Details
  7. Making Virtual Reality Real

    Feng Zhu, Sarah Mehta and David Lane

    This note describes virtual reality and augmented reality technologies and describes the main consumer products on offer in 2016 as well as their manufacturers. It also surveys existing applications of virtual and augment reality technologies.

    Keywords: Virtual reality; augmented reality; digital platforms; Oculus; google; HTC; Magic Leap; Microsoft; Samsung; software; Niantic; technology adoption; Market Platforms; Technology Adoption; Software; Technology Industry;

    Citation:

    Zhu, Feng, Sarah Mehta, and David Lane. "Making Virtual Reality Real." Harvard Business School Background Note 617-013, January 2017.  View Details
  8. Fasten: Challenging Uber and Lyft with a New Business Model

    Feng Zhu

    Fasten, a new ridesharing start-up in Boston, entered the scene in September 2015 hoping its unique vision of transparency for both driver and passenger and strategy to keep riders' fares low and charge drivers a flat $0.99 fee per ride, as opposed to the 20%–30% commission charged by its competition, would help differentiate it and gain the necessary traction in an ostensibly concentrated market between Uber and Lyft. Despite both Uber's and Lyft's valuations skyrocketing to $50 billion and $5.5 billion respectively, heavy investment in top-notch Silicon Valley software developers and technological innovations such as autonomous vehicles, aggressive marketing strategies, and cutthroat poaching practices—all of which forced number three competitor Sidecar out by January 2016—Fasten's leadership felt confident that their 17 years of experience in Russia's car services industry positioned them well to truly understand their customers and ultimately expand to other major cities. But with limited budgets to acquire talented and expensive platform developers, Fasten needed to ensure its core IT services could compete and that its word-of-mouth approach to attract the essential network of drivers and passengers could get it the vital foothold it would need to grow.

    Keywords: Information Technology; Transportation; Business Startups; Transportation Industry; Boston;

    Citation:

    Zhu, Feng. "Fasten: Challenging Uber and Lyft with a New Business Model." Harvard Business School Teaching Note 617-019, September 2016.  View Details
  9. Fasten: Challenging Uber and Lyft with a New Business Model

    Feng Zhu and Angela Acocella

    Fasten, a new ridesharing start-up in Boston, entered the scene in September 2015 hoping its unique vision of transparency for both driver and passenger and strategy to keep riders' fares low and charge drivers a flat $0.99 fee per ride as opposed to the 20-30% commission charged by its competition, would help differentiate it and gain the necessary traction in an ostensibly concentrated market between Uber and Lyft. Despite both Uber's and Lyft's valuations skyrocketing to $50 billion and $5.5 billion respectively, heavy investment in top notch Silicon Valley software developers and technological innovations such as autonomous vehicles, aggressive marketing strategies, and cutthroat poaching practices—all of which forced number three competitor Sidecar out by January 2016—Fasten's leadership felt confident their 17 years of experience in Russia's car services industry positioned them well to truly understand their customers and ultimately expand to other major cities. But with limited budgets to acquire talented and expensive platform developers, Fasten needed to ensure its core IT services could compete, and that its word-of-mouth approach to attract the essential network of drivers and passengers could get it the vital foothold it would need to grow.

    Keywords: Information Technology; Transportation; Business Startups; Transportation Industry; Boston;

    Citation:

    Zhu, Feng, and Angela Acocella. "Fasten: Challenging Uber and Lyft with a New Business Model." Harvard Business School Case 616-062, May 2016. (Revised March 2017.)  View Details
  10. Upwork: Reimagining the Future of Work

    Feng Zhu, Rory McDonald, Marco Iansiti and Aaron Smith

    Upwork, the world's largest freelance talent platform, was the result of a merger between the two leading online freelancing companies in 2014, Elance and oDesk. After the merger, the company operated as Elance-oDesk and continued to manage two online platforms—Elance.com and oDesk.com—independently of one another. However in 2015 the company relaunched as Upwork, with both a new brand and a new platform. The company began to migrate Elance.com members and functionalities over to the new platform, which was based on the technical infrastructure of oDesk.com. This case helps students consider the challenges and opportunities associated with such a platform merger, from strategy to implementation.

    Keywords: platforms; employment; information technology; job search; Employment; Market Platforms; Multi-Sided Platforms; Market Transactions; Business Processes; Information Technology; Online Technology; Job Search;

    Citation:

    Zhu, Feng, Rory McDonald, Marco Iansiti, and Aaron Smith. "Upwork: Reimagining the Future of Work." Harvard Business School Case 616-027, November 2015. (Revised January 2017.)  View Details
  11. TSG Hoffenheim: Football in the Age of Analytics

    Feng Zhu, Karim R. Lakhani, Sascha L. Schmidt and Kerry Herman

    In 2015, Dietmar Hopp, owner of Germany's Bundesliga football team TSG Hoffenheim and co-founder of the global enterprise software company SAP, was considering how to ensure long-term sustainability and competitiveness for TSG Hoffenheim. While historically a small team from bottom rungs of the league, TSG Hoffenheim, with revenues of €60 million to €70 million, reached the top division of the Bundesliga in the 2008–2009 season thanks to a deliberate strategy focused on enhanced scouting, strong youth programs, and innovative technology and analytics that improved player development. In 2014 Hopp, who had personally invested €300 million in the club, built a "footbonaut," an automated training environment that collected data on players' skills and strengths. The tool, one of three in the world, helped scouts and coaches better assess and develop each player. Yet some managers felt the technology was a distraction, an investment too expensive for a team that was not yet cash-flow positive. The team finished the 2014–2015 season in eighth place, below the top division, and Hopp wondered whether the focus on technology and analytics was the right strategy to grow the club. He wondered if the "moneyball" approach—when a smaller team competed with wealthier teams by using statistical analysis to buy undervalued assets and sell overvalued assets—could work in football and if investments in technology could lead the team to financial independence.

    Keywords: Technology; Measurement and Metrics; Sports; Sports Industry;

    Citation:

    Zhu, Feng, Karim R. Lakhani, Sascha L. Schmidt, and Kerry Herman. "TSG Hoffenheim: Football in the Age of Analytics." Harvard Business School Case 616-010, August 2015. (Revised May 2017.)  View Details
  12. SF Express: From Delivery to E-Commerce

    Feng Zhu and David Lane

    Shunfeng Express (SF), China's leading express delivery firm, in May 2014 opened the first 500 of several thousand Heike stores, which allowed consumers to buy and try out SF's own e-commerce offerings, in addition to other services. As an example of China's "online-to-offline" trend in e-commerce, Heike stores allowed SF to leverage its logistics and IT expertise to differentiate itself from its rivals in express delivery. As yet unclear was whether Heike stores offered consumers an irresistible value proposition.

    Keywords: Shunfeng Express; Heike; express delivery; Alibaba; Tencent; JD.com; China; O2O; Logistics; Strategy; Service Delivery; China;

    Citation:

    Zhu, Feng, and David Lane. "SF Express: From Delivery to E-Commerce." Harvard Business School Case 616-003, July 2015. (Revised July 2016.)  View Details
  13. From Correlation to Causation

    Feng Zhu and Karim R. Lakhani

    To make sound business decisions, managers must be comfortable with the concepts of correlation and causation. This background note provides an overview of correlation and causation using examples and explains why the former does not imply the latter. It also describes several methods for gaining insights into causal relations, including randomized experiments, panel data, matching, and regression discontinuity. The note is intended for a general audience and does not require advanced statistics knowledge.

    Keywords: statistics; regression; Data Analytics; Decisions; Forecasting and Prediction; Judgments;

    Citation:

    Zhu, Feng, and Karim R. Lakhani. "From Correlation to Causation." Harvard Business School Technical Note 616-009, August 2015. (Revised January 2017.)  View Details
  14. Baidu, Alibaba, and Tencent: The Three Kingdoms of the Chinese Internet

    Feng Zhu and Aaron Smith

    This note provides an overview of the Chinese Internet by describing its leading three companies: Baidu, Alibaba, and Tencent (BAT). While BAT had previously focused their respective businesses on distinct sectors of the online economy—Baidu for search, Alibaba for e-commerce, and Tencent for games and instant messaging—the proliferation of mobile devices in China introduced new territory to be conquered. By the end of 2014, BAT had each made a series of investments and acquisitions to aggressively compete with each other and with other competitors in the emerging mobile space. This note can be used as background for any discussion related to the Chinese Internet industry.

    Keywords: Competition; Internet; Information Technology Industry; China;

    Citation:

    Zhu, Feng, and Aaron Smith. "Baidu, Alibaba, and Tencent: The Three Kingdoms of the Chinese Internet." Harvard Business School Technical Note 615-039, March 2015. (Revised September 2016.)  View Details
  15. HomeAway: Organizing the Vacation Rental Industry

    Rory McDonald, Feng Zhu and Cheng Gao

    In less than 10 years, cofounders Brian Sharples and Carl Shepherd had transformed HomeAway from just another Internet startup into the world's leading vacation-rental marketplace—a global online platform that links customers seeking vacation-home rentals to the property owners and managers who supply them. The case traces HomeAway's founding and acquisition-led growth, its 2011 IPO, and the core elements of its subscription-based business model. By 2014, incumbent travel giants like TripAdvisor and high-profile startups like Airbnb had begun to enter the vacation-rental sector. To stay ahead, HomeAway initiated a pilot cross-platform collaboration to list some of its properties on Expedia's site. More momentously, Sharples was also weighing a new commission-based revenue model that promised to attract a broader array of property listings but at the risk of undermining HomeAway's existing business.

    Keywords: strategy; innovation; entrepreneurship; technology; Acquisitions; operations management; Technology Platform; Acquisition;

    Citation:

    McDonald, Rory, Feng Zhu, and Cheng Gao. "HomeAway: Organizing the Vacation Rental Industry." Harvard Business School Case 615-036, December 2014.  View Details
  16. Qihoo

    Feng Zhu

    Qihoo, one of the largest Internet companies in China today, was founded in 2005. The company started its business by offering a security software product, and quickly dominated the market in China after its unusual move of giving its product away for free in 2009. Later, it expanded its offering to cover a broad spectrum of Internet and mobile security products. In 2012 the company launched its own Internet search engine called So.com. By August 2013, So.com captured 18% PC market share, and had posed a threat to Baidu, China's largest and most established search engine provider. Yet to compete against Baidu and other Chinese Internet giants in the long run, Qihoo needed to find a way to replicate its PC market success in the mobile market. How could Qihoo continue to evolve its search engine business and what was the best mobile strategy to help the company grow?

    Keywords: platform strategy; business model innovation; competitive strategy; information technology; Chinese Internet market; Competitive Strategy; Information Technology; Information Technology Industry;

    Citation:

    Zhu, Feng. "Qihoo." Harvard Business School Case 615-017, July 2014. (Revised August 2015.)  View Details