2011 IPO Management Marketing 
Harvard Business Review
MAY 15, 2012
And despite all of Facebook's user support, investors should be skeptical of the company's pricey IPO. According to ComScore, at the end of 2011 Facebook accounted for a shocking 28% of U.S. Over the past couple of years, I've become close with a handful of web product managers. There is a lot of emotion behind the Facebook IPO.
Harvard Business Review
AUGUST 16, 2011
In the first quarter of 2011, Groupon posted a net loss of $113.9 The best way to manage a fledgling business is for managers to be impatient for profit but patient for growth. With over $1 billion of venture capital money to invest in growth, what manager has time to worry about profitability?
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Harvard Business Review
AUGUST 7, 2013
At the very least, it can buy time while management sorts out the right comprehensive response. Advantages typically include an established customer base, brand equity, market knowledge, and financial resources. They neutralized the threat and entered the market with "free" all in one move. Think about a classic case.
Harvard Business Review
AUGUST 15, 2013
And last year, he decided that the answer was to take the company private, to escape the hectoring of the public market. Competitors like IBM and Compaq struggled with the politics of managing their various channel partners and lagged Dell in inventory management. For more background on the potential deal, click here.)
Harvard Business Review
MARCH 28, 2016
Both associations managed their brands and ran the clearing and settlement systems for banks that issued cards or helped merchants accept cards. Then the banks decided to turn the associations into for-profit companies, IPO them, and cash out. MasterCard IPO’d in 2006, and Visa followed two years later.
Harvard Business Review
OCTOBER 23, 2013
From 2006 to 2011, the number of startups founded and funded outside of California, Massachusetts, and New York has grown by almost 65%. For startups outside of those cities, that means there is a smaller pool of locally-managed dollars to chase for your startup. Not focused on new marketing campaigns. Not hiring new employees.
Harvard Business Review
APRIL 18, 2014
The company was hell-bent on entering a new market but knew it had to automate its warehouse to do so. BlueArc’s devices were high-end, but its management believed it needed a mid-priced product to get it through the recession. BlueArc’s new product hit the market and was an instant success. Their ability to execute.
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