William Bygrave

Case Solution for Alison Barnard

Complete Case details are given below :

Case Name : Alison Barnard

Authors : William Bygrave, Carl Hedberg

Source: Babson College

Case ID: BAB139

Discipline : General Management

Case Length : 15 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Alison Barnard, 27, knows shopping, retail, and fashion. As an MBA, working part time in retail, she devises a business plan for a premium denim and tops boutique based on her view that “women are not brand loyal, they are fit loyal.” In-Jean-ius, her six-month-old corner shop in Boston’s lovely North End, has been exceeding her revenue estimates since day one-largely because Alison has skill and passion to help her upscale clients find just the ‘right’ pair of jeans. As it has from the very beginning, running this hit venture consumes nearly every waking hour. Still, the creative, high-energy founder is far less concerned with burning out than with having her retail store duties usurp her ability to plan and manage for growth. While her plan is to roll out In-Jean-ius stores in major cities like New York, Chicago, LA, that will be critically dependent on her ability to attract and develop management talent with a similarly keen eye for fit. Her latest hire with management potential has just decided to quit, leaving Alison to wonder; if it’s such a challenge to replicate myself at this one location, how am I supposed to scale?

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Case Solution for Matt Coffin

Complete Case details are given below :

Case Name : Matt Coffin

Authors : William Bygrave, Carl Hedberg

Source: Babson College

Case ID: BAB140

Discipline : General Management

Case Length : 12 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Matt Coffin is in the money, to say the least. His company, LowerMyBills, is worth in excess of $400 million. But should he sell? Is he crazy to be thinking that life is good as is; why risk changing all that with a harvest? Ever since he began starting businesses, Matt Coffin’s primary motivation was to create something big enough and exciting enough to draw in the best and the brightest. His two earlier ventures were profitable, but he tossed them aside the moment he saw they weren’t ‘amazing’ opportunities. At the peak of the Internet wave in 1999, the 30 year-old entrepreneur hit upon his first big opportunity: a Web business to help consumers lower their monthly household bills. He put together a first round of investment from friends and a professional investor group and launched LowerMyBills.com. It grows rapidly, but when the Internet bubble bursts, Matt nearly goes under because his bank demands repayment of its credit line in full. Fortunately, unlike most other dot-com entrepreneurs at that time, Matt has been frugal and has focused on profitability. The company puts together a second round of financing, grows rapidly, and turns profitable in 2002. In 2005, Matt is inundated with offers to take LowerMyBills.com public, to refinance the company with a partial buyout, or to have LowerMyBills acquired by a billion dollar parent. He loves the life and work environment he’s created, so what should he do?

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Case Solution for Elderline Communications

Complete Case details are given below :

Case Name : Elderline Communications

Authors : Carl Hedberg, William D. Bygrave

Source: Babson College

Case ID: BAB110

Discipline : Entrepreneurship

Case Length : 17 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case was written for graduate and undergraduate courses in entrepreneurship. Elderline Communications was a voice-application technology enterprise founded by two former colleagues. After being bootstrapped from its inception, it was on the verge of a meltdown. It had reached a critical juncture. While the momentum had been encouraging, the need to conserve cash and raise money had become essential if the company was going to survive. Three months prior, in May of 2002, the team had closed a multi-investor seed round of just over $380,000. While it had been a relief to finally compensate employees who had up until then been working on faith, it was evident that things were going to get real tight again, and fast. The Elderline partners had discovered that venture capitalists, sobered by the dot-com bust and a steadily declining stock market, seemed to be favoring less risky opportunities that could offer-if not actual profits-at least established contracts, clients and revenue. In a move to cast a wider net, the team was in talks with a “finder”-a well-connected funding broker with venture investor contacts throughout the Northeast. What should they do? Should they hire this finder or seek alternative methods of tapping into the venture funding they required?

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Case Solution for CardSmith

Complete Case details are given below :

Case Name : CardSmith

Authors : William Bygrave, Carl Hedberg

Source: Babson College

Case ID: BAB138

Discipline : Entrepreneurship

Case Length : 18 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case follows a classic student venture from on-campus conception in 1994, to harvest during the late 90s Internet wave, to its rebirth as a virtual business model. The enterprise began as a paper-based debit card that enabled Dartmouth College students to purchase merchandise at participating local pizza shops, copy centers, coffeehouses and the like. By the time founder Taren Lent and his partner took their system online in 1996, the ‘Green Card’ had a broad campus following, significant vendor participation, and average monthly revenue of $160,000. The entrepreneurs funded their expansion with informal investments from family, friends, angels, and a bank loan. In 1999-near the peak of the Internet bubble-they were scooped up by Student Advantage, a ‘high-concept’ venture-backed dot-com that was spending millions to build online market share in the higher-education space. Taren, who was heading up the campus card division, was astounded at how little attention was being paid to pursuing viable revenue models. When Student Advantage ultimately (and somewhat predictably), ran out of money and was liquidated, the campus card segment was sold to Blackboard. Taren Lent, however, had other ideas. He and a new partner left to start a virtual card venture focused on the higher education market. That focus would soon be put to the test by compelling opportunities that are doable, but not within their narrow strategic focus; e.g. business campuses, theme parks, and government agencies like NASA.

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