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Uses a decision analysis framework to analyze the value of gaming information before making a full investment in an entrepreneurial venture.

Describes an "application software" company that has been through several evolutions--from consulting firm to applications service provider (ASP). The firm has received significant venture funding to pursue the ASP model but this has not worked, at least at the time the case ends. The company faces a choice: continuing with its current ASP business model, increasing its burn rate to convert to a licensed software model, or decreasing its burn rate to offer a more custom version of the ASP product.

Focuses on a graduating HBS MBA who has been working part-time with a Web-hosting firm in California. Discusses the question of which of several "business models" make the most sense for the company to pursue.

Describes the various alternative financing alternatives available to new ventures. A rewritten version of an earlier note.

Spreadsheet supplement for case 802131.

Traces the origin of Vialog Corp.--from its founding in 1996 through a roll-up of several independent teleconferencing companies in 1997 and its initial public offering (1999) and eventually to a potential merger or acquisition in June 2000. The company has grown rapidly and has the option of merging with an Internet company or another strategic partner, or selling to a European strategic partner.

Two MBA students decide to launch an e-commerce, Internet-based business selling interactive games. Currently the video game market focused on personal computer-based platforms with only one offering Internet access. Over the next few months they would have a number of challenges, not only would the need to build the programming for the site, they must develop a business plan and marketing strategy that would compete with the strong personal computer-based video game market. The supplement, GamesEDGE.com (B), product 9B00A034 outlines the results after the launch of the business.

Ebao is a year-old Web-based technology company whose founders believe that their e-insurance programs and products have the potential to improve the overall efficiency of China's traditional insurance industry. In its first year of operation, Ebao has grown into a 70-person organization with offices in Shanghai and Beijing, and almost all the major insurance companies in China have signed up with the company's Web site and are using its e-insurance applications. Ebao's chief executive officer and founder has a long list of challenges to confront in the coming year. The company needs to strengthen its market position in the face of rapidly growing competition and to sustain its rapid growth in a year full of market downturns. As well, Ebao's management team has targeted to achieve break-even by the end of the current year. The company's chief executive officer must determine a concrete business strategy that will lead Ebao onto the next stage of success. His challenge is to build competitive advantage in the new Internet industry and in an emerging market.

On January 11, 2000, AOL and Time Warner announced their intention to merge, creating what AOL CEO Stephen Case and Time Warner CEO Gerald Levin called the 21st century's first fully integrated communications, media, and entertainment company. This case, prepared from public sources, enables in-depth analysis of the value of AOL Time Warner from the viewpoint of executives and analysts before their merger six months later.

Supplements the (A) case.

Sarah Vickers-Willis, HBS MBA 1999, faces a critical career decision: Does she redirect the Internet start-up she helped found or join in shaping a for-profit firm with a social mission? Sarah, a young Australian business executive, has always strived to "find space" for what's important to her in her career. Her career decisions began when she decided to interrupt a successful consulting career in Australia to attend Harvard Business School and continued through her founding (with three other HBS classmates) a fast-track Internet start-up. This case traces Sarah's increasing involvement with a small for-profit firm dedicated to improving the financial education of young women and ends with a decision point: Should she stay with the company she helped found, or should she move to the entrepreneurial firm with a social mission?

Supplements the (A) case.

Describes the evolution of Qwest from a small fiber-optic construction firm in 1996 to a global telecommunications giant in 2001. Focuses on Qwest's pivotal acquisition of "Baby Bell" US West, a regional Bell operating company many times Qwest's size. Discusses the rationale for the merger and its aftermath, including the cultural challenge of integrating a scrappy start-up with a bureaucratic, traditional firm.

Mr. Alok Kumar Gupta is required to decide his company's response to a proposal for becoming a sub-contractor to A - One Confectioneries Privte Limited (APL) a large national player in the biscuit industry with aspirations to be a leader in every region. The case describes the details of the proposal, history of KCPL, a biscuit manufacturing company, and the impact of competition on its performance. It also describes the experience of alliance with another company in the industry. It presents the aspirations of the founders in becoming a leading national player in the industry. The advantages to the company are in getting assured return on investment and access to APL's manufacturing expertise. The disadvantages are a possible loss of independence in decision making, dilution of company's own brand, and family prestige.

Blue Titanium is a strategy boutique that provides consulting to senior management and specializes in competitive intelligence. The founder of the company is fine-tuning his strategic plan and has to decide whether the selection of the company's Web server software and hardware should be decided as part of the company's strategy or to leave the selection to the chief technology officer.

NRG Investments is a venture capital group whose current area of investment interest lies in Internet startups that specialize in information personalization software and infrastructure software. The director of NRG Investments is in the process of researching two very similar business plans in an effort to determine which idea, if either, merits NRG's $500,000 venture capital financing package. Management representatives from each of the two companies, ConciergeConnectInc. and Hotel Services Online, have already met with NRG Investments to provide the details of their Internet business plans. Both companies provide software packages that would interconnect concierges in high-traffic hotels, condominiums and offices with a wide variety of service providers (e.g., travel services, restaurants, ticket purchases, etc.). Both sets of entrepreneurs have been identified by NRG as being capable managers. The director's decision will therefore be based on her assessment of the products, market attractiveness, technology, revenue models, potential partnerships, possible exit strategies and company values.

The partners of CompleteScript.com, an Internet-based automated prescription filling service, have to decide whether to continue developing their innovative service themselves, to escalate the project with the help of venture capital or to sell the business. One of the partners knew they would need to create a solid plan with a clear strategy and cost structure to prepare for any of the options.

This note focuses on some of the methods used in the valuation of private companies. It looks at the differences between private and public companies for valuation purposes and the importance of making a reliable estimate. Also discussed are discounted cash flows, comparable valuation techniques and the limitations and challenges presented by a private company valuation.

The Singapore Public Library system was transformed from being mediocre at best to world class using information technology, progressive human resources management, and marketing approaches unusual for governmental agencies.

Eastside College Preparatory School was founded in 1996 to give students in the economically depressed communities of East Palo Alto and Menlo Park a viable option for high school education. This case describes the formation, management, and challenges of Eastside. It focuses on fundraising, performance measurement, faculty recruiting, growth, and managing culture.