Citation:
Rayport, Jeffrey F., and Thomas O. Jones. "Nectar (B)." Harvard Business School Supplement 818-113, March 2018. (Revised April 2018.) View Details|
Case HBS Case Collection March 2018 (Revised April 2018) Nectar (A) |
Abstract
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.
Keywords: Growth and Development Strategy; Product; Diversification; Decision Making; Growth Management;
Citation:
Rayport, Jeffrey F., and Thomas O. Jones. "Nectar (A)." Harvard Business School Case 818-112, March 2018. (Revised April 2018.)
