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• Teaching Plan | HBS Case Collection | February 2020

  Health Leads: Reaching for Impact

  V. Kasturi Rangan, Sarah Appleby and Julia Kelley

  Citation:

  Rangan, V. Kasturi, Sarah Appleby, and Julia Kelley. "Health Leads: Reaching for Impact." Harvard Business School Teaching Plan 520-005, February 2020.  View Details

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• Case | HBS Case Collection | July 2019 (Revised January 2020)

  Backstage at Boston Ballet

  David G. Fubini, Begum Agca Okutgen and Julia Kelley

  At the beginning of her second year with Boston Ballet, Executive Director Meredith "Max" Hodges got some bad news—a developer had purchased one of Boston Ballet's school locations and was planning to terminate Boston Ballet's lease. Hodges had already overseen a number of improvements during her first year with Boston Ballet and had several major projects planned for her second year, including a major website overhaul and a revamped performance schedule. However, without a new school location, Boston Ballet's revenue would take a hit. Given Boston Ballet's limited resources and the urgency of the terminated school lease, how should Hodges reprioritize her plans for the upcoming year?

  Keywords: Arts; Buildings and Facilities; Decision Making; Theater Entertainment; Leadership; Business or Company Management; Mission and Purpose; Organizational Change and Adaptation; Strategic Planning; Problems and Challenges; Nonprofit Organizations; Strategy; Marketing; Price; Fine Arts Industry; Entertainment and Recreation Industry; Education Industry; United States; North America; Massachusetts; Boston; New England; Northeastern United States;

  Citation:

  Fubini, David G., Begum Agca Okutgen, and Julia Kelley. "Backstage at Boston Ballet." Harvard Business School Case 420-005, July 2019. (Revised January 2020.)  View Details

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• Case | HBS Case Collection | January 2017 (Revised December 2019)

  Delivering the Goods at Shippo

  Jeffrey J. Bussgang, Jeffrey F. Rayport and Olivia Hull

  Laura Behrens Wu, CEO of software start-up Shippo, prepares her pitch for a Series A funding round following a successful seed round. Customer adoption of Shippo’s e-commerce dashboard application, which allows small and medium retailers to compare delivery rates between shipping providers and print package labels, has been steady in the nine months since it went live. But traction with the firm’s developer friendly product, an API that allows large enterprise customers to automate their shipping needs, had initially been slow until one customer single handedly tripled the API label volume in late August. Now in November 2014, with nine months of runway remaining, Behrens Wu must decide where to direct the company’s limited resources. Should Shippo stay focused on the app while raising the next round of funding, pivot to an API-focused strategy, or pursue both products?

  Keywords: application program interface; API; API strategy; customer cohorts; churn; retention; Entrepreneurship; Venture Capital; Business Startups; Transition; Customer Focus and Relationships; Technological Innovation; Organizational Change and Adaptation; Valuation; Shipping Industry; Technology Industry; Retail Industry; San Francisco; California; United States;

  Citation:

  Bussgang, Jeffrey J., Jeffrey F. Rayport, and Olivia Hull. "Delivering the Goods at Shippo." Harvard Business School Case 817-065, January 2017. (Revised December 2019.)  View Details

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