TV Guide (B)

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Case | HBS Case Collection | January 1995 (Revised September 1997)

TV Guide (B)

Abstract

TV Guide, the nation's most profitable and largest magazine, attempts entry into the world of electronic publishing. The crux of TV Guide's strategy is to transform the magazine's content into a centralized database that can be accessed by new businesses, like on-screen programming guides for television, online service companies, and cutting-edge Internet applications developers. The case covers the development issues TV Guide faced in each business and the problems it foresaw trying to manage such disparate businesses under one umbrella.

Keywords: Market Entry and Exit; Service Delivery; Information Technology; Marketing; Information Publishing; Service Industry; Publishing Industry;

Format: Print

25 pages

Educators Purchase

Citation:

Rayport, Jeffrey F., and Steven M. Salzinger. "TV Guide (B)." Harvard Business School Case 395-032, January 1995. (Revised September 1997.)

About the Author

Jeffrey F. Rayport

Senior Lecturer of Business Administration

Entrepreneurial Management

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Case | HBS Case Collection | March 2018 (Revised April 2018)

Nectar (A)

Jeffrey F. Rayport and Thomas O. Jones

In late 2017, Nectar was a rapidly emerging player in the “bed-in-a-box” online market for direct-to-consumer foam memory mattresses. Barely a year old, it had achieved a revenue run rate of $85M and looked ahead to another year of blistering growth. The founding team of three had chosen to operate as a triumvirate, without a CEO, and each of the founders had already realized impressive business success as operating executives and investors. As they evaluated their year-end results, they were considering a range of growth scenarios for 2018 and 2019. At the same time, they were wrestling with key decisions regarding product line diversification to target additional customer segments and a potential refactoring of production operations. The founders also speculated on the land grab opportunity, both U.S. and international, which amped up urgency to decide how to manage growth.

Citation:
Rayport, Jeffrey F., and Thomas O. Jones. "Nectar (A)." Harvard Business School Case 818-112, March 2018. (Revised April 2018.) View Details

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Supplement | HBS Case Collection | March 2018 (Revised April 2018)

Nectar (B)

Jeffrey F. Rayport and Thomas O. Jones

Citation:
Rayport, Jeffrey F., and Thomas O. Jones. "Nectar (B)." Harvard Business School Supplement 818-113, March 2018. (Revised April 2018.) View Details

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Case | HBS Case Collection | April 2018

WeWork

Jeffrey F. Rayport, Sarah Gulick and Matthew G. Preble

WeWork co-founder Miguel McKelvey was concerned about the culture of his rapidly expanding global venture, as the scale and complexity of the organization increased. In particular, he wanted to ensure that WeWork continued to be a great place to work, both because he cared about WeWork's people and because a better experience of work was core to the company’s brand. In the summer of 2017, he had made a presentation to the company at an all-hands meeting. In it, he proposed the creation of a culture operations team, and that he announced that he would take the title of chief culture officer to lead it. In this case, which describes the founding and growth of WeWork from 2010, we encounter Miguel planning for his new role with co-founder Adam Neumann and envisioning a “culture OS” that he and Adam would use to lead the organization internally -- and to offer as a “product” to scaled enterprise externally.

Keywords: Organizational Culture; Employee Relationship Management; Working Conditions;

Citation:
Rayport, Jeffrey F., Sarah Gulick, and Matthew G. Preble. "WeWork." Harvard Business School Case 818-101, April 2018. View Details

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TV Guide (B)

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