In 2005, e-business was on the rise again, and one of the companies that was doing well was eBay, the most successful online auction website. In addition to generating revenue, transactions on eBay also produced a substantial amount of data about purchases, prices and products. The chief executive officer (CEO) of the 18-month-old company, Advanced Economic Research Systems, Inc. (AERS) analyzed this data for consumers and businesses interested in maximizing their return from eBay. Recently, AERS had earned the rights to license eBay data in North America. Now the CEO must decide how to capitalize on the data license agreement without cannibalizing his company's business of selling the results of analysis to large and small eBay sellers.

In 2005, e-business was on the rise again, and one of the companies that was doing well was eBay, the most successful online auction website. In addition to generating revenue, transactions on eBay also produced a substantial amount of data about purchases, prices and products. The chief executive officer (CEO) of the 18-month-old company, Advanced Economic Research Systems, Inc. (AERS) analyzed this data for consumers and businesses interested in maximizing their return from eBay. Recently, AERS had earned the rights to license eBay data in North America. Now the CEO must decide how to capitalize on the data license agreement without cannibalizing his company's business of selling the results of analysis to large and small eBay sellers.

When the founder of iStockphoto.com started the company in 2000, his objective was to share his vast collection of stock photography with graphic designers worldwide, and, in the process, help others do the same. By 2002, the organization was a respected and successful online community, but the founder and his partners now had to consider the profitability of their company. iStock was founded on community and collaboration - not commerce. Should the model change and if so, what would it take to make a significant culture change work? The case examines the culture and business opportunities for this start-up. It demonstrates the challenges of generating profit from an online community, as well as the key factors needed to build a community that can be turned into a profitable business.

When the founder of iStockphoto.com started the company in 2000, his objective was to share his vast collection of stock photography with graphic designers worldwide, and, in the process, help others do the same. By 2002, the organization was a respected and successful online community, but the founder and his partners now had to consider the profitability of their company. iStock was founded on community and collaboration - not commerce. Should the model change and if so, what would it take to make a significant culture change work? The case examines the culture and business opportunities for this start-up. It demonstrates the challenges of generating profit from an online community, as well as the key factors needed to build a community that can be turned into a profitable business.