Nantucket Nectars

Joseph B. Lassiter III; William A. Sahlman; Jon  Biotti

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Case | HBS Case Collection | February 1998 (Revised December 2000)

Nantucket Nectars

by Joseph B. Lassiter III, William A. Sahlman and Jon Biotti

Abstract

The founders of Nantucket Nectars are trying to decide whether to sell their company. The case describes how the founders started the company and grew the Nantucket Nectars brand name.

Keywords: Business Exit or Shutdown; Entrepreneurship; Brands and Branding; Food and Beverage Industry; United States;

Format: Print

28 pages

Educators Purchase

Citation:

Lassiter, Joseph B., III, William A. Sahlman, and Jon Biotti. "Nantucket Nectars." Harvard Business School Case 898-171, February 1998. (Revised December 2000.)

About the Authors

Joseph B. Lassiter

Senator John Heinz Professor of Management Practice in Environmental Management, Retired

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William A. Sahlman

Baker Foundation Professor, Dimitri V. D'Arbeloff - MBA Class of 1955 Professor of Business Administration, Emeritus

Entrepreneurial Management

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Exercise | August 2015 (Revised July 2020)

Business Models Problem Set

Ramana Nanda, William A. Sahlman, Robert White and Hunter Ashmore

Citation:
Nanda, Ramana, William A. Sahlman, Robert White, and Hunter Ashmore. "Business Models Problem Set." Harvard Business School Exercise 816-016, August 2015. (Revised July 2020.) View Details

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Exercise | August 2016 (Revised July 2020)

Entrepreneurial Finance Problem Set

Ramana Nanda, William A. Sahlman and Robert White

Citation:
Nanda, Ramana, William A. Sahlman, and Robert White. "Entrepreneurial Finance Problem Set." Harvard Business School Exercise 817-037, August 2016. (Revised July 2020.) View Details

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Case | HBS Case Collection | December 2018 (Revised January 2020)

Husk Power: Scaling the Venture

Benjamin N. Roth, Joseph B. Lassiter III and Natalia Rigol

In January 2018, Husk Power had just raised $20 million to scale operations for a second time. From 2007 through 2013, Husk built 80 biomass waste (primarily rice husk from rice mills) plants that provided electricity to 250,000 villagers and shop owners spread across 350 villages in India and Africa.
By 2015, Husk underwent a major pivot. Rather than a rural electrification vision aimed at providing power to rural households through biomass gasification alone, Sinha envisioned plants organized around village commercial customers that used biomass gasification, solar energy, and battery power in tandem, allowing for power generation nearly 24-7. To bring this vision to reality, Sinha ceased operations of nearly all of the existing plant locations and began the conversion to new locations built around the “new” hybrid plant. Thus in 2015, Husk was operating a mere 10 power plants and serving roughly 2,000 customers, down from the 80 plants and roughly 250,000 customers they had prior to this shift.
After downsizing and reorganizing operations, was Husk Power once again ready to scale?

Keywords: scaling; Energy; Entrepreneurship; Emerging Markets; Growth and Development; Energy Industry; India;

Citation:
Roth, Benjamin N., Joseph B. Lassiter III, and Natalia Rigol. "Husk Power: Scaling the Venture." Harvard Business School Case 819-069, December 2018. (Revised January 2020.) View Details

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Nantucket Nectars

Abstract

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