Philips, the Dutch multinational conglomerate, is assessing whether to enter the business-to-consumer (B2C) LED lightbulb market in the United States. Philips has already been serving the business-to-business (B2B) market with moderate success, but it has completely ignored the B2C market. Now, a change in energy taxes and possibly additional regulatory changes have the company reevaluating that decision. This case is designed as an exam case. It arose out of a joint effort between Darden and Boston Consulting Group to develop digital content that could be used both at universities and in certain industry applications. Please note that it assumes some familiarity with conjoint analysis. At Darden, this case has been used as an exam in a required "Marketing Management" course; it would also be suitable in courses focused on pricing or marketing strategy.

Innovative companies are building their business upon the participation of crowds. These crowdsourcing business models are powerful because they are scalable. By encouraging external innovators to contribute to value creation, crowdsourcing innovation platforms have the capability to grow significantly in size and revenue without equally increasing its costs. However, quickly and sustainably scaling crowdsourcing platforms is a daunting challenge. This article considers more than 20 leading crowdsourcing ventures to identify scaling challenges and strategies. The resulting framework presents scaling paths for managers of crowdsourcing ventures as well as executives of traditional companies who seek to build scalable crowdsourcing platforms.

Today's startups are a major source of innovation, as they employ emerging technologies to invent products and reinvent business models. Corporations that embrace an open innovation strategy increasingly look to startups as a source of external innovation. Corporate accelerators offer a potent approach to nurturing innovations from entrepreneurial ventures. However, the vast differences between corporations and startups make collaboration a challenge. Corporate accelerators need to be designed effectively to add value for startups and create innovation benefits for the company. Based on information obtained during interviews with managers and participants of corporate accelerators (n=40), managers receive a framework and strategies for designing corporate accelerators. To leverage startups' innovation and to make corporate accelerators an effective part of a firm's overall innovation strategy, managers need to systematically and thoughtfully consider the design dimensions of proposition, process, people, and place.

Technology has transformed individuals from mere consumers of products to empowered participants in value co-creation. While numerous firms experiment with involving a crowd in value creation, few companies turn crowdsourcing projects into thriving platforms with a powerful business model. To address this challenge, this article analyzes successful platforms to identify patterns of effective crowdsourcing-based business models. The results provide guidance for managers who need to create new (or adapt existing) business models.