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  • January 2016 (Revised July 2017)
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HourlyNerd

By: Jill Avery and Joseph Fuller
  • Format:Print
  • | Language:English
  • | Pages:19
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Abstract

HourlyNerd, a two-sided marketplace platform for matching freelance consultants with small companies looking for help, struggles to define a growth plan for the future. The company, started as a class project in HBS' FIELD 3 course, is assessing three growth paths: shifting its target from small- and medium-sized businesses to enterprise customers, expanding into new verticals to become the Amazon of freelance labor, and transforming its business model from a marketplace to software-as-a-service (SaaS). Each of the three paths was risky and required financial and human resource investment. Could and should the fledgling startup change its business model? Could it fundamentally change the way companies purchased consulting services? Or, should the founders play it safe by remaining focused on executing their original business model—a proven winner?

Keywords

Startup; Lean Startup; Two Sided Markets; Entrepreneurship; Strategy; Business Startups; Venture Capital; Consulting Industry; United States

Citation

Avery, Jill, and Joseph Fuller. "HourlyNerd." Harvard Business School Case 316-134, January 2016. (Revised July 2017.)
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About The Authors

Jill J. Avery

Marketing
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Joseph B. Fuller

Entrepreneurial Management
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Related Work

    • January 2016 (Revised July 2017)
    • Faculty Research

    HourlyNerd

    By: Jill Avery and Joseph Fuller
Related Work
  • HourlyNerd By: Jill Avery and Joseph Fuller
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