(TN) Amazon.com (A), (B), (C), and (D)

Jeffrey F. Rayport; Dickson  Louie; William A. Sahlman

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Teaching Note | HBS Case Collection | April 2001 (Revised November 2009)

(TN) Amazon.com (A), (B), (C), and (D)

by Jeffrey F. Rayport, Dickson Louie and William A. Sahlman

Abstract

Teaching Note for (9-897-128), (9-898-084), (9-901-021), and (9-901-022). For book only.

Keywords: Retail Industry; Web Services Industry;

Format: Print

12 pages

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Citation:

Rayport, Jeffrey F., Dickson Louie, and William A. Sahlman. "(TN) Amazon.com (A), (B), (C), and (D)." Harvard Business School Teaching Note 901-025, April 2001. (Revised November 2009.)

About the Authors

Jeffrey F. Rayport

Senior Lecturer of Business Administration

Entrepreneurial Management

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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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View Publications »

More from these Authors

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.

Keywords: Growth and Development Strategy; Product; Diversification; Decision Making; Growth Management;

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 | September 2016 (Revised April 2018)

Western Technology Investment

Ramana Nanda, William A. Sahlman and Nicole Keller

Based in Portola Valley, California, Western Technology Investment (WTI) specialized in a hybrid form of debt and equity financing for early-stage companies. Like traditional venture capital and private equity firms, WTI raised funds from institutional investors and evaluated deals. However, instead of making initial investments in the form of equity, WTI focused primarily on lending money to start-ups, charging them interest and receiving warrants that could later be converted to stock in the case of a liquidity event. Most initial investments—usually in the range of $3–$5 million—were made in tandem with or following a company’s early rounds of venture capital equity financing. In addition, like more traditional venture capital investors, WTI hoped to participate in follow-on debt and equity investments in its successful portfolio companies.

Keywords: entrepreneurial finance; venture capital; entrepreneurship; finance; Equity; Finance; Venture Capital; Entrepreneurship; Financing and Loans; California;

Citation:
Nanda, Ramana, William A. Sahlman, and Nicole Keller. "Western Technology Investment." Harvard Business School Case 817-019, September 2016. (Revised April 2018.) View Details

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(TN) Amazon.com (A), (B), (C), and (D)

Abstract

Citation:

About the Authors

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