Extraprise

Srikant M. Datar; Krishna G. Palepu; Sarah S. Khetani

Case | HBS Case Collection | August 2000 (Revised September 2000)

Extraprise

by Srikant M. Datar, Krishna G. Palepu and Sarah S. Khetani

Abstract

In the three years since it was founded, the Boston-based Internet strategy consulting firm, Extraprise, has changed its strategy three times. Jennifer Gabler, the CFO, considers what kinds of control systems she can put in place to ensure the company can continue to achieve operational excellence. With company growth and market changes happening so rapidly, how can the company ensure that it will always be able to turn on a dime? What kind of control would be most effective?

Keywords: Information Management; Management Analysis, Tools, and Techniques; Mathematical Methods; Information Technology; Outcome or Result; Business Growth and Maturation; Growth and Development Strategy; Web Services Industry; Information Technology Industry; Boston;

Format: Print

33 pages

Educators

Citation:

Datar, Srikant M., Krishna G. Palepu, and Sarah S. Khetani. "Extraprise." Harvard Business School Case 101-001, August 2000. (Revised September 2000.)

Founded in 2015 by serial entrepreneur, Colin Huang, Pinduoduo Inc. (PDD) had become China’s fastest-growing e-commerce platform in history. PDD pioneered a new approach to online shopping that allowed shoppers to share products, invite friends to form shopping teams, and purchase together at discounted prices. The company’s rapid development helped it debut on the Nasdaq in July 2018, only three years after its inception. The fast growth was partly boosted by PDD’s heavy investment in marketing and branding, such as through coupons and promotions. How should the company make its competitive advantages more sustainable? Could its business model be replicated outside China?

In October 2013, when Mehta had taken over the reins of Unilever’s business in India and the larger South Asia region, HUL had been going through a difficult time. Caught in the midst of a weakening economy, falling consumer spending and increasing competition, growth at the firm had slowed. HUL was underperforming not only the market index but also the FMCG index. At the same time, HUL was struggling with many internal woes, ranging from slow market responsiveness to a higher cost structure. The next quarter had not brought any relief. With the external situation worsening, Mehta wondered what changes he needed to make to ensure consistent, competitive and profitable growth at HUL. The case is accompanied by a video in which the CEO outlines his thinking, and the choices he made. The video can be used in class as the class discussion unfolds to bring closure to the discussion, and to brief the class on what actions were taken.

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Extraprise

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