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  • September 2020
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Getaway

By: Ryan W. Buell and Amy Klopfenstein
  • Format:Print
  • | Language:English
  • | Pages:32
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Abstract

Since its founding, Getaway’s service offering – tiny, modern cabins in the woods, located within a two-hour drive of major metropolitan areas – had been met with tremendous demand. Overworked and overconnected city dwellers reveled in the opportunity to take a break from their hectic lives, disconnecting in nature, and savoring meaningful moments with the people closest to them. What began with a fixed, nightly cabin rate of $99 a night had graduated over time to daily yield management, and a steady increase in prices to match rising demand. $159.. $179... $199.. With the onset of the global pandemic in March of 2020, the prospect of getting away to the woods, in rigorously-cleaned, socially-distanced cabins, became even more appealing to homebound consumers, and there was a step change in demand, and prices skyrocketed, crossing $369 in some markets. Should the company make as much money as quickly as possible to fund further growth, or does that risk that consumers will determine Getaway is too expensive and either never come, or never come more than once?

Keywords

Entrepreneurship; Service Operations; Management; Demand and Consumers; Marketing; Strategy; Accommodations Industry

Citation

Buell, Ryan W., and Amy Klopfenstein. "Getaway." Harvard Business School Case 621-054, September 2020.
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About The Author

Ryan W. Buell

Technology and Operations Management
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  • US Foods: Driving Post-Pandemic Success? By: David E. Bell, Olivia Hull and Amy Klopfenstein
  • Burning Glass Technologies: From Data to Product By: Suraj Srinivasan and Amy Klopfenstein
  • Hitting Home: Amazon and Mary's Place By: Paul M. Healy, Debora L. Spar and Amy Klopfenstein
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