Session guide (topics and assignments)
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Readings in red are available through Tuck's account with Forrester Research. Alumni--we are still working on getting you access Lecture notes, student case analyses, and visiting executive transcript are in the Tuck Material column Note that readings are subject to change; check this session guide one week before each class session to ensure you have the most up-to-date readings. |
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| Session | Date | Assigned readings | Tuck material |
| 1 | 1/10 |
Introduction to the course This session will introduce the course, and provide an overview of how the Internet is revolutionizing accepted business models. Assignment: This course assumes that you are basically familar with what the Internet is and how it works. If you are unfamiliar with the concepts of packet-switched networks, the following is recommended: How the Internet Works, Millenium Edition (How the Internet Works, 5th Ed) by Preston Gralla Paperback - 324 pages (September 1999) Que Corp; ISBN: 0789721325 $23.99 at Amazon.com Optionally, for those desiring an introduction to how the Internet works and how it came into existence::
Alternatively, you may choose to attend a special lunchtime session Tuesday, January 11, 12:40-1:20 in the Shapiro classroom, where Professor Anderson will provide an overview of how the Internet works.
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Lecture notes |
| 2 | 1/11 |
Internet infrastructure: telecommunications and switching We explore the evolution of alternative transport technologies, both wired and wireless; and discuss business models for firms that provide Internet access.. Assignment:
Case analysis groups and Web Forum participation grade preferences due by 5 pm January 14. Email Joyce Kenison which two sessions you wish to have evaluated. Signups for case analysis groups are on Joyce's door, 309B Tuck Hall. |
Lecture notes |
| 3 | 1/18 |
Case: Glenn Britt at Time Warner Cable Time Warner Cable occupies a unique position, as the only large provider of Internet access infrastructure that also is a major owner of content. The issues confronting the company include competition between cable modems and other forms of high-speed access, and creating value as an Internet service provider that serves as a community hub as well as a gateway to international sources of entertainment, information, and services. Additional readings: Kasrel, Bruce; Condon, Cliff; Sawyer, Joe; and Holmes, Matthew. ISPs move from free to personal Forrester Report, September, 1999. Rhinelander, Tom; Mines, Christopher; and Kopikis, Karen. Cable's multiservice future Forrester Report, February 1999. Visiting executive: Glenn Britt, T'72, President, Time-Warner Cable |
Student case analyses (required reading before class) |
| 4 | 1/21 |
Internet infrastructure: key software standards Understanding the hardware infrastructure of the Internet provides a foundation for understanding the key software standards and protocols that dictate what kind of information and services can be delivered via this medium. Although the class session will focus on a broader set of issues, the readings focus on imparting a firm grasp on the two most important emerging standards: the Java programming language and XML (Extended Markup Language). Assignment: Java Introductory level (skip advanced reading):
Advanced level (Introductory reading optional):
XML Introductory level (skip advanced reading):
Advanced level (Introductory reading optional):
Special Friday class making up for Martin Luther King holiday. |
Lecture notes |
| 5 | 1/24 |
Case: Bow Street Bow Street is emerging as a leading provider of tools that allow companies to connect XML services to one another. At the end of its first year, it faces the question whether it should focus on selling server software, operating a hosting business, or operating a portal for published Web services. Visiting executives: Frank Moss, Co-Chairman and Co-Founder, Bow Street Andy Palmer, T'94, Vice President, Bow Street |
Student case analyses (required reading before class) Informal transcript of visitor's remarks and Q&A
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| 6 | 1/25 |
Business models for software providers Software�either as a stand-alone product or bundled with a product or service offering�is assuming more and more importance as the basis of wealth generation continues to shift from physical to intellectual assets. The business models of firms in many different industries increasingly resemble those of software companies. How do software producers generate value? Like information, software is an unusual economic good. How can software firms build new revenue streams when so much software delivered over the Internet is free, or is offered as part of a bundle by the leading firms that control key standards? Assignment: McCullough, Stacy S. Sizing App Hosting. Forrester Report, December, 1999. Gurley, J. William. 1997. Marketing myopia: Is a software company a software company? (from C|NET news.com) Varian, Hal. 1996. Differential pricing and efficiency. First Monday vol. 1 no. 2 Anonymous. 1998. What motivates free software developers? First Monday vol. 3 no. 3 Term project proposals are due by the end of class. Students choosing the term project option must notify Joyce Kenison which Web forum conference they wish to drop from their participation grade. |
Lecture notes |
| 7 | 1/31 |
Case: BeBusy.Com BeBusy is a venture-backed startup focused on providing software for team collaboration via e-mail. The case focuses on plotting the firm's expansion strategy as it extends its application hosting service (ASP) business model beyond its original functionality. Visiting executives: Susan Hunt Stevens, T'97, President and Acting CEO, BeBusy.Com Shana Fisher, Vice President, Allen & Company |
Student case analyses (required reading before class) Informal transcript of visitor's remarks and Q&A
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| 8 | 2/1 |
Business models for intermediaries Many observers have predicted that the Internet will lead to massive disintermediation. If margins tend toward zero as consumers have access to more perfect information, then intermediaries will have to find new revenue sources in order to survive and thrive. How will the role of intermediaries change as more and more commerce moves to the Web? Assignment: Sarkar, Mitra; Butler, Brian, and Steinfield, Charles. 1995. Intermediaries and Cybermediaries: A Continuing Role for Mediating Players in the Electronic Marketplace Journal of Computer Mediated Communication v. 1 no. 3 Buss, Dale. 1998. The rumors of my death... Context, September 1998 Temkin, Bruce. 1999. Distribution reconstructed. Forrester Report, April 1999. Temkin, Bruce; Bluestein, William; Lanpher, Gordon; Sharrard, Jeremy. Disintermediation realities. Forrester Report, December 1998. |
Lecture Notes |
| 9 | 2/7 |
Business models for intermediate service providers Some of the most valuable Internet firms focus on providing services to enterprises that use the Web to reach end users. These enterprises must persuade their customers to outsource critical business functions, and garner revenues from a host of consulting activities and follow-on services. In this session, we explore the economics of outsourcing on the Web and examine how intermediate service providers profit from providing key links to the packagers of flexible, electronically-connected supply chains. Assignment: Cole, Stephen J.; Doleberg, Stan; Leyne, Liz; and Gatoff, Jason. Going Virtual. Forrester Report, July, 1999. Sigmond, Stephen and Steele, Cameron. Internet
Infrastructure Services: The Roadmap to Building a Virtual Monopoly.
Dain Rauscher Wessels Institutional Research, January, 2000 [This is a .pdf file
that requires the free Adobe Acrobat reader.] |
Lecture notes |
| 10 | 2/8 |
Case: Wheelhouse Corporation Wheelhouse is a recently-founded startup that seeks to become the most recognized brand in providing Internet marketing services. The company focuses on helping its customers maximize the impact of their relationship marketing investments across all media, including the Web. The case focuses on how to maintain the right balance of neutrality and intimacy with business partners who are "co-opetitors" with each other and with Wheelhouse. Additional readings: Chatham, Bob; Manning, Harley; Truog, David; and Goldman, Hollie. Untangling site architecture. Forrester Report, July 1999. Visiting executives: Frank Ingari, Chairman and Founder, Wheelhouse Corporation |
Student case analyses (required reading before class) Informal transcript of visitor's remarks and Q&A
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| 11 | 2/14 |
Case: Ars Digita ArsDigita is a fast-growing, open-source enterprise software company. It uses its free toolkit to build high-performance web services for businesses and other organizations whose models center heavily on collaboration and community. The case focuses on directions for extending the business model as Ars Digita grows and seeks to become a significant player in this industry. Visiting executives: Philip Greenspun, CEO, Ars Digita Cesar Brea, T'90, Vice President of Marketing and Business Development, Ars Digita |
Student case analyses required reading before class) Informal transcript of visitor's remarks and Q&A
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| 12 | 2/15 |
Business models for end-user services Firms that provide services to end users face the issue of whether a bundle of Internet information and/or services is worth more than the individual services alone. Our focus today is on understanding issues facing aggregators, within the context of a fundamental economic problem: when is a bundle worth more than the sum of its components? Assignment:
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Lecture notes |
| 13 | 2/21 |
Business models for market-makers The Internet drastically lowers the cost of searching for price information and matching buyers and sellers. Consequently, hundreds of firms have set out to create and operate Web-mediated exchanges and auctions. In this session, we will examine what makes an efficient market and what sources of profit a market-maker can tap. Assignment: Lief, Varda; Temkin, Bruce; McCarthy, Kathryn; Sharrard, Jeremy, and Brown, Tobias O. Net marketplaces grow up. Forrester Report, December, 1999. Anonymous. The e-market maker revolution. Dataquest, September 27, 1999. Fein, Adam; Skinner, Michael; and Solodar, James. The promise and peril of on-line exchanges. Pembroke Consulting, 1999. |
Lecture notes |
| 14 | 2/22 |
Case: Doubletwist.com Doubletwist.com is a venture-backed provider of sophisticated research and analysis tools for life scientists. As the bioinformatics market explodes, Doubletwist seeks to become the portal of choice for scientists. What combination of revenue streams will maximize growth and profitability? Visiting executives: Colin Freund, Vice President of Business Development, Doubletwist.com |
Student case analyses (required reading before class) Informal transcript of visitor's remarks and Q&A
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| 15 | 2/28 |
Case: Bigstep.com Bigstep.com provides a comprehensive suite of Web-based services that allows any small business to build and maintain a professional e-commerce presence. It charges its customers nothing for the basic service, although the same customers would probably pay hundreds of thousands of dollars to have a Web site of comparable sophistication built by a consultant. The case focuses on whether Bigstep.com should build a set of vertical portals to address niches or become the dominant small business portal. What is the appropriate business model for a firm that gives away its valuable core service? Visiting executive: Andrew Beebe, Co-founder, Chairman, and CEO, Bigstep.com |
Student case analyses (required reading before class) Informal transcript of visitor's remarks and Q&A
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| 16 | 2/29 |
Case: Vanguard Venture Partners Hundreds of startup enterprises are seeking venture capital funding to start businesses that will act as market-makers. This case examines a handful of potential investments from the perspective of a venture capital firm. How can one identify which market-making business models are most likely to succeed? Visiting executive: Paul Slakey, T'94, Partner, Vanguard Venture Partners |
Student case analyses (required reading before class) Informal transcript of visitor's remarks and Q&A
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| 17 | 3/6 |
Guest Lecture: The investor's perspective on Internet business models For over a decade, Roger McNamee has been one of the most successful and respected investors in publicly traded technology companies. In this session, Roger will describe and apply his frameworks for assessing Internet business models and will discuss how he expects those models to evolve as technology and markets change. Assignment: Galarza, Pablo. "The Tech Wizard." Money, October 1999. Evans, Jim. "Roger McNamee, Integral Capital Partners." Upside, November 9, 1998. Gates, Stephanie. "McNamee's Latest Venture" Red Herring, February 26, 1999. Serwer, Andy. "The Deal of the Next Century." Fortune, 9/6/99. Richardson, Vanessa. "Silver Lake Makes Waves." Red Herring, December 22, 1999. Lenatti, Chuck, "Going Private." Upside, October 11, 1999. Review the Silver Lake Partners web site; understand the portfolio and concept, and review the relationship between Silver Lake and Integral Capital. NcNamee, Roger. 1996. "Your Road Map to Spectacular Returns." Forbes ASAP. [Contains "Roger's Rules" for tech investing.] "Leading Technology Investor Still Bullish On Tech Stocks." Next Wave Stocks Optional: The Flying Other Brothers web site Visiting executive: Roger McNamee, T'82, Co-Founder and General Partner, Integral Capital Partners |
Informal transcript of visitor's remarks |
| 18 | 3/7 |
Business models for e-tailers A panel of alumni who are executives of companies that sell goods via the Web will discuss the critical factors that differentiate successful from unsuccessful e-tail ventures. Assignment:
Visiting executives: Barnaby Dorfman, T'97, Group Category Manager, Amazon.com Jeff Blue, T'91, Director of E-Commerce Marketing, Lycos, Inc. Dave Fineman, T'82, Director, Supply Chain and Operations Planning, MotherNature.com Tom Furber, T'89, President, HomeRuns.com Jeff Hausman, T'96, Director, Business Development, LogicTier Sam Hayes, T'99, Director of Business Development, Wineshopper.com Jim Sole, T'97, Vice President of Business Development, AmericanGreetings.com Final examination URL will be mailed to students choosing this option at 1 pm. Examinations and term projects are due to Joyce Kenison by 12 pm Friday, March 10. |
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| 3/10 | Final |
Final examination: FlipDog.com Case protagonist: Brian Hansen (T'95), Vice President, Business Development, FlipDog.com |
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