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• Case | HBS Case Collection | September 2009 (Revised April 2020)

  VIZIO, Inc.

  Krishna G. Palepu and Elizabeth A. Kind

  William Wang, CEO of VIZIO, Inc., was proud of his company's success in providing affordable flat screen TVs. Since its founding in 2002, VIZIO had grown to over $2 billion in revenue and was one of the top three flat panel TV brands, along with Samsung and Sony. Faced with intensifying price pressure from the industry leaders and an unprecedented economic recession, Wang wondered how VIZIO could best sustain its growth and finance its business.

  Keywords: Financial Crisis; Financing and Loans; Price; Growth and Development Strategy; Competitive Strategy; Consumer Products Industry; Electronics Industry;

  Citation:

  Palepu, Krishna G., and Elizabeth A. Kind. "VIZIO, Inc." Harvard Business School Case 110-024, September 2009. (Revised April 2020.)  View Details

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• Case | HBS Case Collection | March 2020

  Poppy (B)

  Thomas R. Eisenmann, Scott Duke Kominers, Jeff Huizinga and Allison Ciechanover

  Avni Patel Thompson, founder and CEO of Poppy, an online marketplace for on-demand childcare, revisits the venture's final months, and discusses the steps she took in the wake of the shutdown. This case explores experiments the company conducted to refine its original business model, as well as how Patel Thompson rekindled her entrepreneurial ambitions. It is part two of an A and B case, the A case being: Poppy: A Modern Village for Childcare Case 818 075, November 2017.

  Keywords: Entrepreneurship; Marketplace Matching; Business Model; Business Exit or Shutdown; Personal Development and Career; United States;

  Citation:

  Eisenmann, Thomas R., Scott Duke Kominers, Jeff Huizinga, and Allison Ciechanover. "Poppy (B)." Harvard Business School Case 820-715, March 2020.  View Details

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• Case | HBS Case Collection | March 2020

  Aereo

  Thomas R. Eisenmann and Jacey Taft

  Aereo aimed to disrupt television program distribution by providing consumers access to local broadcast TV programming using offsite antennas, cloud-based DVRs, and an Internet connection. With Aereo, consumers could “cut the cord” and avoid the high cost of a cable TV subscription. Soon after launching service in NYC in 2012, Aereo was sued by broadcasters, who asserted that the startup was distributing their programs without permission — and without paying retransmission fees. After Federal District and Appeals Court victories for Aereo, the U.S. Supreme Court ruled against the startup in 2013, and it was shut down, after investing $97 million. The case looks at Aereo's journey and offers reflections from founder/CEO Chet Kanojia.

  Keywords: Entrepreneurship; Failure; Lawsuits and Litigation; Internet; Media; United States;

  Citation:

  Eisenmann, Thomas R., and Jacey Taft. "Aereo." Harvard Business School Case 820-043, March 2020.  View Details

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