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• Case | HBS Case Collection | February 2018 (Revised May 2019)

  SoulCycle: The Road Ahead

  Ashish Nanda, Eric Van den Steen and Jeffrey Boyar

  Julie Rice and Elizabeth Cutler founded SoulCycle, an indoor cycling studio chain, in 2006 as more than a health club; they wanted it to become a lifestyle brand that would “empower riders in an immersive fitness experience.” By early 2015, SoulCycle had grown to 38 studios in seven metropolitan areas. In March 2015, Equinox, a luxury fitness company that had financed SoulCycle’s expansion in 2011, approached the co-founders with an offer to buy them out for $90 million each. It was an attractive offer but it would also likely circumscribe their responsibilities. Rice and Cutler had to decide whether to accept the Equinox offer as a prelude to smaller roles at the firm (even potential exit), or continue investing time, energy, and financial resources in growing the business.

  Keywords: fitness; fitness industry; exercise; cycling; boutique fitness; exit strategy; Growth; bicycles; retail; pricing; community; SoulCycle; vision; Health; Leadership; Strategy; Marketing; Decision Making; Health Industry; United States;

  Citation:

  Nanda, Ashish, Eric Van den Steen, and Jeffrey Boyar. "SoulCycle: The Road Ahead." Harvard Business School Case 718-499, February 2018. (Revised May 2019.)  View Details

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• Case | HBS Case Collection | January 2019

  AIME High: A Social Entrepreneur's Moon Shot

  Christopher A. Bartlett

  Describes the entrepreneurial leadership of Jack Manning Bancroft (JMB), a young Indigenous Australian university student who created the Australian Indigenous Mentoring Experience (AIME), a nonprofit organization he formed to respond to the problem of Indigenous high school students completing high school at less than half the rate of non-Indigenous students. The case traces the strategic, organizational, and cultural challenges JMB faced in building an organization that eventually offered mentoring partnerships to 8,000 Indigenous students in 350 high schools throughout Australia. Furthermore, the AIME students were completing school and going on to university at the same rate as non-Indigenous students. The case concludes as JMB contemplates taking his successful, sophisticated model to the United States.

  Keywords: entrepreneurship; mission; organization culture; non-profit; NGO; Social Entrepreneurship; Leadership; Global Strategy; Mission and Purpose; Secondary Education; Organizational Culture; Education Industry; Service Industry; Australia; United States;

  Citation:

  Bartlett, Christopher A. "AIME High: A Social Entrepreneur's Moon Shot." Harvard Business School Case 919-411, January 2019.  View Details

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• Supplement | HBS Case Collection | January 2019

  AIME High: A Social Entrepreneur's Moon Shot (B)

  Christopher A. Bartlett

  Supplements the (A) case.

  Citation:

  Bartlett, Christopher A. "AIME High: A Social Entrepreneur's Moon Shot (B)." Harvard Business School Supplement 919-412, January 2019.  View Details

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