Alibaba Goes Public (B)

Krishna  Palepu; Suraj  Srinivasan; Charles C. Y. Wang; David  Lane

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Supplement | HBS Case Collection | February 2016

Alibaba Goes Public (B)

by Krishna Palepu, Suraj Srinivasan, Charles C. Y. Wang and David Lane

Abstract

Update on Alibaba Group's share price performance and related events in the year following its September 2014 IPO.

Keywords: corporate governance; dual-class share structure; Alibaba; IPOs; VIE; Initial Public Offering; Corporate Governance; United States;

Language: English

Format: Print

4 pages

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Citation:

Palepu, Krishna, Suraj Srinivasan, Charles C. Y. Wang, and David Lane. "Alibaba Goes Public (B)." Harvard Business School Supplement 116-031, February 2016.

About the Authors

Krishna G. Palepu

Ross Graham Walker Professor of Business Administration

Accounting and Management

General Management

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Suraj Srinivasan

Philip J. Stomberg Professor of Business Administration

Accounting and Management

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Charles C.Y. Wang

Glenn and Mary Jane Creamer Associate Professor of Business Administration

Accounting and Management

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Tesla's Bid for SolarCity

Charles C.Y. Wang and Raaj Zutshi

In October 2016, Tesla asked its shareholders to ratify their $2.4 billion bid for SolarCity. Tesla had announced a series of large projects in the preceding months including the unveiling of the Model 3, the new Solar Roof, and pushing forward the opening of the Gigafactory. All of these projects required high upfront costs. Investors were left questioning the motives behind the acquisition of SolarCity, and the reality of approving the merger.

Keywords: Mergers and Acquisitions; Business and Shareholder Relations; Project Finance;

Citation:
Wang, Charles C.Y., and Raaj Zutshi. "Tesla's Bid for SolarCity." Harvard Business School Case 118-044, December 2017. (Revised December 2019.) View Details

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Case | HBS Case Collection | November 2019 (Revised December 2019)

Marcus by Goldman Sachs

Rory McDonald, Samir Junnarkar and David Lane

Five years on from the 2008 financial crisis, Goldman Sachs remained wounded. Revenues at the global investment bank had stagnated below pre-crisis levels, and the firm had yet to rebound from a substantial decline in securities-trading revenues. Marcus by Goldman Sachs was one response—an effort that operated as a start-up but was sponsored by senior Goldman executives—to grow the firm’s revenues by entering consumer banking with digital-only offerings. The moved marked a dramatic cultural as well as product shift: the 150 year-old institution historically served only businesses and the wealthiest of individuals. In 2016, Marcus launched unsecured personal loans for the mass market; it rolled out high-yield deposits in 2017 and a credit card in partnership with Apple in 2019. By autumn of that year, Marcus had $5 billion in loans outstanding and $55 billion in deposits. It also faced a dilemma—ceaseless and rapid expansion had strained its people and infrastructure, yet Goldman expected Marcus to generate $1 billion in revenues in 2020. What now was the better bet, to pause to allow performance to catch up with growth, or to seize the additional opportunities that beckoned for Marcus to diversify into consumer finance products?

Keywords: Corporate Entrepreneurship; Banks and Banking; Innovation Leadership; Growth and Development Strategy; Growth Management; Organizational Culture; Financial Services Industry; United Kingdom;

Citation:
McDonald, Rory, Samir Junnarkar, and David Lane. "Marcus by Goldman Sachs." Harvard Business School Case 620-005, November 2019. (Revised December 2019.) View Details

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Pinduoduo

Feng Zhu, Krishna G. Palepu, Bonnie Yining Cao and Dawn H. Lau

Founded in 2015 by serial entrepreneur, Colin Huang, Pinduoduo Inc. (PDD) had become China’s fastest-growing e-commerce platform in history. PDD pioneered a new approach to online shopping that allowed shoppers to share products, invite friends to form shopping teams, and purchase together at discounted prices. The company’s rapid development helped it debut on the Nasdaq in July 2018, only three years after its inception. The fast growth was partly boosted by PDD’s heavy investment in marketing and branding, such as through coupons and promotions. How should the company make its competitive advantages more sustainable? Could its business model be replicated outside China?

Keywords: Disruption; Growth and Development Strategy; Transformation; Business or Company Management; Emerging Markets; Technology Platform; Online Technology; Technology Industry; Retail Industry; China;

Citation:
Zhu, Feng, Krishna G. Palepu, Bonnie Yining Cao, and Dawn H. Lau. "Pinduoduo." Harvard Business School Case 620-040, September 2019. (Revised November 2019.) View Details

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Alibaba Goes Public (B)

Abstract

Citation:

About the Authors

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