Case Studies: Media

  • Hulu, To Be Or Not To Be Photo

    Hulu, To Be Or Not To Be

    Rama Oruganti T'09, Alva H. Taylor
    Length: 24 pages
    Publication date: 2009
    Case#: 6-0030

    Los Angeles-based Hulu.com had finished 2008 with impressive growth in both viewership and market visibility. The video portal startup, established in 2007 with the backing of NBC Universal and News Corp., had 227 million video views and had become the sixth most-visited online video web site. Popular media had taken notice and prominently featured the company. Even the harshest Hulu skeptics, like Michael Arrington of the popular TechCrunch blog, acknowledged its success. But Jason Kilar, the CEO, was cautious about the future. This case examines the explosive growth of Internet TV and potential for significant change in a well established industry. 

    *Teaching Note Unavailable; Please Request Supplemental Readings Below via "Request Teaching Note"*

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    Topics: Product Development, Services

    Industry: Media

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  • New York Times Digital Photo

    New York Times Digital

    Chris Trimble
    Length: 21 Pages
    Publication date: 2002
    Case#: 2-0006

    In 1995, the New York Times, launched New York Times Digital, a new venture dedicated to building a profitable business focused on distributing news context in multimedia format online. In implementing the venture, the company created a unit that was quite distinct organizationally. Many challenges followed. 

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    Topics: Innovation, Marketing, Product Development

    Industry: Media

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  • Do You Yahoo? Photo

    Do You Yahoo?

    Jamie A. Neidig T'02, Professor Richard A. D'Aveni
    Length: 24 pages
    Publication date: 2001
    Case#: 6-0005

    Two recent changes in the competitive landscape, AOL's merger with Time Warner and Terra's acquisition of Lycos, were pitting Yahoo against 500-pound gorillas for both eyeballs and advertising dollars. Formidable competition was coming from small niche sites as well as large, traditional communications and media companies, including phone and cable companies.

    Yahoo was not considering mergers, but did make moves into new product lines ranging from e-commerce, to movies, Internet phone services, and intranet development. Considering Yahoo's expansion into so many new diverse product lines, Matt worried Yahoo was set to become the jack of all trades and the master of none. On the other hand, perhaps Yahoo was simply casting a wide net to become the portal with everything -- the portal of choice. Matt knew that Yahoo's historical strength was as a content aggregator, but he wondered if that model would sustain future success.

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    Topics: Internet / Connectivity, Media, Product Development

    Industry: Internet

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