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NeoPets.com, a rapidly growing Internet start-up headed by Chairman and CEO Doug Dohring, faces decisions about its international expansion strategy--whether to enter a joint venture with a conglomerate in Singapore to exploit Asian markets as well as which other regions to target. NeoPets allows its users--mostly children and teens--to create and care for virtual pets in an online world. The Web site is free to users and is supported by advertising akin to product placement in movies. NeoPets reached profitability four months after launching operations in late 1999, largely due to the fact that it spends nothing for customer acquisition, relying strictly on word-of-mouth. As of July, 2001, the company had over 8 million unique users and was ranked #four among all U.S. Web sites for "stickiness," the average amount of time that users spend online.

In early 2001, Charitableway, an ePhilanthropy application service provider that enabled the collection of charitable donations online; faced major strategic decisions relating to its alliance with United Way of America to foster workplace giving online. One of the best capitalized dot-coms operating in the new ePhilanthropy sector and a pioneer in the workplace giving segment, it nonetheless, faced a series of challenges that threatened its success and even survival.

Scott Rozic, CEO of start-up Verge Software, has just told his board that he is taking the company in a totally new direction, moving from enterprise knowledge management software to Internet direct marketing. This case covers the start-up of the business, and Rozic's mentoring by a key angel investor. It leaves open the question of whether this decision is wise or whether Rozic should go back to the enterprise business, now that venture capital funding preferences have shifted once again.

Education services target public schools to assist the school with technology and services that will improve their communication with students, parents, and the community. There is also the goal of increasing scores of measured learning. How does a small company do this? How do they operate nationally with contract employees and maintain a consistent level of service and performance?

The San Francisco Opera, second largest in the United States, has embarked on a initiative to attract a larger audience and more support from Silicon Valley. Given that the opera's traditional constituency is the older, wealthier residents of San Francisco, this represents an important change. The opera also hopes to use Silicon Valley relationships to strengthen its Web site.