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  • March 2018 (Revised July 2020)
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Nectar (A)

By: Jeffrey F. Rayport and Thomas O. Jones
  • Format:Print
  • | Language:English
  • | Pages:24
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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

Direct-to-consumer; Growth and Development Strategy; Product; Diversification; Decision Making; Growth Management; Entrepreneurship

Citation

Rayport, Jeffrey F., and Thomas O. Jones. "Nectar (A)." Harvard Business School Case 818-112, March 2018. (Revised July 2020.)
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About The Author

Jeffrey F. Rayport

Entrepreneurial Management
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Related Work

    • March 2018 (Revised April 2018)
    • Faculty Research

    Nectar (B)

    By: Jeffrey F. Rayport and Thomas O. Jones
    • February 2019 (Revised July 2020)
    • Faculty Research

    Nectar (C)

    By: Jeffrey F. Rayport and Thomas O. Jones
    • March 2018 (Revised July 2020)
    • Faculty Research

    Nectar (A)

    By: Jeffrey F. Rayport and Thomas O. Jones
Related Work
  • Nectar (B) By: Jeffrey F. Rayport and Thomas O. Jones
  • Nectar (C) By: Jeffrey F. Rayport and Thomas O. Jones
  • Nectar (A) By: Jeffrey F. Rayport and Thomas O. Jones
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