AtomSchockwave (A): a venture rollercoaster in the online entertainment industry
Author: Anderson, Philip ; Santos, Filipe M.INSEAD Area: Entrepreneurship and Family EnterprisePublisher: Fontainebleau : INSEAD, 2006.Language: EnglishDescription: 21 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: This cases describes the founding, rapid expansion, and fall of an online entertainment venture through the Internet boom and bust. After a merger and painful restructuring, the entrepreneur was able to survive the downturn and reach cash flow break-even in 2002. He is now faced with difficult strategic questions about his ability to compete in each of its businesses: a small niche market where the company is the clear leader, and a larger, fast growing market where it faces powerful competitors. Pedagogical Objectives: This case can be used to illustrate the start-up process, from the initial vision and fundraising efforts, to rapid growth and subsequent downturn and restructuring. The case is useful to discuss the issues of identifying new revenue sources as a process of exploration, the identification and exploration of cross-business synergies, and the role of vision and focus in new ventures.| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Asia Campus Archives | Consultation only | BC007565 | ||||
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Europe Campus INSEAD Publications Display | Consultation only | BC007564 |
Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>
This case can be used to illustrate the start-up process, from the initial vision and fundraising efforts, to rapid growth and subsequent downturn and restructuring. The case is useful to discuss the issues of identifying new revenue sources as a process of exploration, the identification and exploration of cross-business synergies, and the role of vision and focus in new ventures.
This cases describes the founding, rapid expansion, and fall of an online entertainment venture through the Internet boom and bust. After a merger and painful restructuring, the entrepreneur was able to survive the downturn and reach cash flow break-even in 2002. He is now faced with difficult strategic questions about his ability to compete in each of its businesses: a small niche market where the company is the clear leader, and a larger, fast growing market where it faces powerful competitors.
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