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• • Iniciativa Emprendedora

    Root Capital HBS-510035-E

    Lee, Katharine; Rangan, V. Kasturi

    HBSP (USA)

• Founded in 1999, Root Capital had loaned $150 million to nearly 250 small and growing businesses, mainly in Latin America. In 2009, as the organization
  launched a five-year, $55 million capital campaign, it had to determine a strategic path going forward in keeping with its goal of achieving financial sustainability by 2013.
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• • Iniciativa Emprendedora

    ZINK Imaging: "Zero Ink (TM)" HBS-810050-E

    Greene Flaherty, Sarah; Sahlman, William A.

    HBSP (USA)

• "ZINK Imaging" describes the issues confronting CEO Wendy Caswell as she uses a partnership model to commercialize ZINK's disruptive printing technology
  platform, ZINK Paper. The case focuses on the frameworks ZINK has used to decide which markets to target and which business partners to choose. Caswell contemplates changes to the partnership model in an effort to speed product introduction to manage the company's burn rate and reach profitability. The context for the case is the company's imminent need to raise an additional $25 million.
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• • Iniciativa Emprendedora

    J. P. Morgan HBS-810052-E

    Ruben, David; Tedlow, Richard S.

    HBSP (USA)

• An account of J.P. Morgan's noteworthy career in government, railroad, and industrial finance.

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• • Iniciativa Emprendedora

    Nantucket Nectars: The Exit HBS-810041-E

    Wasserman, Noam

    HBSP (USA)

• The founders of Nantucket Nectars are trying to decide whether and how to sell their company.

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• • Iniciativa Emprendedora

    Getting from Plan A to Plan B and Beyond--Building a Better Business Model HBS-5357BC-E

    Komisar, Randy; Mullins, John

    HBSP (USA)

• Every aspiring entrepreneur has a Plan A. And virtually everyone believes that their Plan A will work. Unfortunately, they are usually wrong. But what
  separates entrepreneurs who succeed from those who don't is what they do when their first plan fails. Getting from Plan A to Plan B and beyond requires the development of a business model that really works. In this chapter, the authors describe why your Plan A--yes, yours--probably won't work, introduce a process for stress-testing your Plan A, and demonstrate how being open to experimentation will help you build a viable business model, whether it be your Plan B, C, or Z. This chapter was originally published as the Introduction of "Getting to Plan B: Breaking Through to a Better Business Model."
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• • Iniciativa Emprendedora

    Trimming the Fat: Your Operating Model--Learn from Competitors to Rethink Your Operating Costs HBS-5358BC-E

    Komisar, Randy; Mullins, John

    HBSP (USA)

• Operating costs are not glamorous. They are "below the line," and often get less attention than they deserve. But operating expenses, if not kept in check,
  can bankrupt a company. In this chapter the authors demonstrate how learning from your competitors can help you build an operating model that is central to the success of your business. They profile three exemplars: Ryanair, Oberoi Hotels, and ZoomSystems. This chapter was originally published as Chapter 5 of "Getting to Plan B: Breaking Through to a Better Business Model."
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• • Iniciativa Emprendedora

    Avoiding Rocks and Hard Places: Your Gross Margin Model--Developing a Gross Margin Model that Will Generate Competitive Advantage HBS-5359BC-E

    Komisar, Randy; Mullins, John

    HBSP (USA)

• There are five elements of any company's business model that determine whether a business or organization can survive and prosper: revenue, gross margin,
  operating expenses, working capital, and investment. If revenue is the lifeblood of a company, gross margin is the safety and security that is equally important. Generating adequate gross margins from your revenue ensures that there's money available to pay the rest of your company's costs. If extra money is generated, it can be used to grow the business or to take that trip to Morocco you've been meaning to take. But if your gross margin is insufficient to cover your other costs, profitability will be elusive. In this chapter, the authors will help you devise a gross margin model that will give your company some financial breathing room by examining the stories of three inspiring companies: eBay, Toyota, and Patagonia. This chapter was originally published as Chapter 4 of "Getting to Plan B: Breaking Through to a Better Business Model."
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• • Iniciativa Emprendedora

    Air, Food, and Water: Your Revenue Model--Developing a Revenue Model that Paying Customers Will Support HBS-5360BC-E

    Komisar, Randy; Mullins, John

    HBSP (USA)

• There are five elements of any company's business model that determine whether a business or organization can survive and prosper: revenue, gross margin,
  operating expenses, working capital, and investment. Revenue is to any business--and to most other organizations, too--as air, food, and water are to mankind--it is fundamental to survival. Without revenue, a business is as lifeless as a plant without water. This chapter examines six questions that underlie every revenue model and demonstrates how three companies--Google, Silverglide Surgical Technologies, and China's interactive gaming leader, Shanda Interactive--identified a customer problem they could resolve and developed healthy revenue models that paying customers were willing to support. The authors' goal? To help you do the same. This chapter was originally published as Chapter 3 of "Getting to Plan B: Breaking Through to a Better Business Model."
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• • Iniciativa Emprendedora

    Guiding Your Flight Progress: The Power of Dashboards--Building a Better Business Model Through Trial and Error HBS-5361BC-E

    Komisar, Randy; Mullins, John

    HBSP (USA)

• As entrepreneurs, many of our assumptions and initial plans are shaped by the examples of companies and business models that came before. But what happens
  when these analogs reach the limit of what they can tell us? A leap of faith is required, driven by a burning question that cannot be answered without some real-world data. Once hypotheses have been formed, we need to test them as quickly and cheaply as possible to measure the results of our risks. In this chapter, the authors outline the process of dashboarding--keeping a systematic record of your hypotheses and their results. Dashboarding will allow you to constantly test your assumptions at every stage of your journey from Plan A to a Plan B or C or Z that will deliver you the kind of success you seek. This chapter demonstrates the importance of this iterative process using the inspiring cases of GlobalGiving and Aggregate Knowledge. This chapter was originally published as Chapter 2 of "Getting to Plan B: Breaking Through to a Bette
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• • Iniciativa Emprendedora

    Don't Reinvent the Wheel, Make It Better: Assembling Analogs, Antilogs, and Leaps of Faith to Get to Plan B--Building a Better Business Model HBS-5362BC-E

    Komisar, Randy; Mullins, John

    HBSP (USA)

• Entrepreneurs drive economic growth all over the world. But the fact is, most successful ventures represent the evolution of a business idea over time--from
  initial concept, or Plan A, through multiple iterations--rather than the execution of an entrepreneur's original vision. How do you go from the germ of an idea to one that's truly compelling, with a viable business model to match? One tested approach is to learn from the experiences of others, using both successful and failed endeavors to inform your decisions and the development and testing of your business hypotheses. This chapter shows how Apple, Pantaloon, and the African Leadership Academy used analogs--successful predecessors worth mimicking--and antilogs--successful and unsuccessful predecessors from whose example you choose to deviate--to arrive at the most compelling business model. This chapter was originally published as Chapter 1 of "Getting to Plan B: Breaking Through to a Better Business Model."
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