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Article | Bloomberg Businessweek

Make Online Ads Accountable

by Jeffrey F. Rayport

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Keywords: marketing; technology; Digital Services; strategy; Strategy; Online Technology; Marketing;

Format: Print Read Now

Citation:

Rayport, Jeffrey F. "Make Online Ads Accountable." Bloomberg Businessweek (February 16, 2009).

About the Author

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Jeffrey F. Rayport
Senior Lecturer of Business Administration
Entrepreneurial Management

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More from the Author

  • Case | HBS Case Collection | April 2018

    WeWork

    Jeffrey F. Rayport, Sarah Gulick and Matthew G. Preble

    WeWork co-founder Miguel McKelvey was concerned about the culture of his rapidly expanding global venture, as the scale and complexity of the organization increased. In particular, he wanted to ensure that WeWork continued to be a great place to work, both because he cared about WeWork's people and because a better experience of work was core to the company’s brand. In the summer of 2017, he had made a presentation to the company at an all-hands meeting. In it, he proposed the creation of a culture operations team, and that he announced that he would take the title of chief culture officer to lead it. In this case, which describes the founding and growth of WeWork from 2010, we encounter Miguel planning for his new role with co-founder Adam Neumann and envisioning a “culture OS” that he and Adam would use to lead the organization internally -- and to offer as a “product” to scaled enterprise externally.

    Keywords: Organizational Culture; Employee Relationship Management; Working Conditions;

    Citation:

    Rayport, Jeffrey F., Sarah Gulick, and Matthew G. Preble. "WeWork." Harvard Business School Case 818-101, April 2018.  View Details
    CiteView DetailsEducators Related
  • Case | HBS Case Collection | March 2018 (Revised March 2018)

    Chewy.com (A)

    Jeffrey F. Rayport and Matthew G. Preble

    In late 2013, Ryan Cohen, cofounder and CEO of online pet products retailer Chewy.com, faces a “bet the company decision”—whether to stay with a third-party logistics provider (3PL) for all of its e-commerce fulfillment or to take the function in-house. Cohen worries that the existing 3PL may not be able to scale with Chewy’s projected growth or maintain the company’s performance standards for service quality and fulfillment. While Cohen is convinced that achieving scale is essential to making the business work, he is also keenly aware that neither he nor his cofounders have any experience in managing logistics. In addition, any move they might make to in-source fulfillment would likely destabilize the existing 3PL relationship, on which the viability of the fast-growing business depends. Cohen’s board members are concerned enough about the situation to pressure him to throttle back growth and maintain the 3PL. Cohen sees four possible options: stay with the current 3PL; add another 3PL to handle additional volume; stay with the 3PL and add a company-owned fulfillment center in a new region; or fully in-source fulfilment as quickly as possible. In light of Cohen’s goal of reaching $500 million in sales by 2018, the board is divided about what to do, and the CEO is left with what appears to be a choice between two risky options as he attempts to move Chewy forward.

    Keywords: Pet Food; Pet Products; retail; e-commerce; Growth and Development Strategy; Service Operations; Decision Choices and Conditions; Retail Industry; Service Industry; Florida; United States;

    Citation:

    Rayport, Jeffrey F., and Matthew G. Preble. "Chewy.com (A)." Harvard Business School Case 818-079, March 2018. (Revised March 2018.)  View Details
    CiteView DetailsEducators Related
  • Case | HBS Case Collection | March 2018 (Revised March 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.

    Citation:

    Rayport, Jeffrey F., and Thomas O. Jones. "Nectar (A)." Harvard Business School Case 818-112, March 2018. (Revised March 2018.)  View Details
    CiteView DetailsEducators Related
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