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• Case | HBS Case Collection | February 2016 (Revised April 2019)

  InsightSquared: Developing the Sales and Marketing Plan

  Mark Roberge, Tom Eisenmann and Frank Cespedes

  Fred Shilmover and Sam Clemens prepared for their fourth quarter board meeting. They were excited to have scaled their software startup, InsightSquared, to $2 million in revenue and secured an $8 million round of venture capital. However, they disagreed on the path ahead, specifically on the sales and marketing plan. Shilmover preferred a sales-centric approach to growth while Clemens preferred a marketing-centric one. Which strategy was optimal for their venture’s next phase of growth?

  Keywords: Sales planning; Software; Marketing; Sales; Planning; Growth and Development Strategy;

  Citation:

  Roberge, Mark, Tom Eisenmann, and Frank Cespedes. "InsightSquared: Developing the Sales and Marketing Plan." Harvard Business School Case 816-074, February 2016. (Revised April 2019.)  View Details

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• Case | HBS Case Collection | January 2019

  Analytical Space: The Next Frontier?

  Thomas R. Eisenmann, Jeffrey J. Bussgang and David Lane

  With one satellite aloft and in the midst of beta testing in late 2018, Analytical Space founders Justin Oliveira and Dan Nevius turned to critical questions about the pioneering startup’s go-to-market, pricing, and business development strategy. Analytical Space aimed to build and operate a constellation of inexpensive satellites that would receive and relay to the ground data gathered by orbiting Earth observation satellites, thereby speeding and increasing the amount of data their operators could collect and sell to clients in the multi-billion market for information on crops, weather, and other observable changes on Earth. The cofounders now needed to select the best initial customers, validate demand for their unique data relay service, and establish pricing that would both spur adoption and impress investors ahead of their next financing round.

  Keywords: pricing decisions; demand validation; revenue model; business development; space tech; satellites; earth observation; remote sensing; Business Startups; Emerging Markets; Growth and Development Strategy; Finance; Selection and Staffing; Business Strategy; Aerospace Industry;

  Citation:

  Eisenmann, Thomas R., Jeffrey J. Bussgang, and David Lane. "Analytical Space: The Next Frontier?" Harvard Business School Case 819-089, January 2019.  View Details

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• Case | HBS Case Collection | October 2003 (Revised January 2019)

  Globalizing Consumer Durables: Singer Sewing Machine before 1914

  Geoffrey Jones and David Kiron

  Examines the global strategy of Singer, one of the world's first multinationals, before 1914. Singer, a U.S. pioneer of the modern sewing machine, established its first foreign factory in Scotland in 1867. Investments followed in manufacturing and marketing in other countries, especially Russia. By 1914, Singer held a remarkable 90% share of all sewing machine sales outside the United States and was the seventh largest firm in the world. Examines why sewing machines became one of the world's first global products and the entrepreneurial and organizational factors behind Singer's international success. Taught as the first case in the MBA elective Evolution of Global Business.

  Keywords: History; Multinational Firms and Management; Global Strategy; Entrepreneurship; Investment;

  Citation:

  Jones, Geoffrey, and David Kiron. "Globalizing Consumer Durables: Singer Sewing Machine before 1914." Harvard Business School Case 804-001, October 2003. (Revised January 2019.)  View Details

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