Internet Consulting Inc.: Abstract
The case tells the story of Internet Consulting Inc. (IC), a typical product of the « new economy », from its creation, in 1997, to its dilution, in 2002, which came with the departure of its two founders and leaders just as the « Internet bubble » burst. Defining itself initially as a consulting firm that specialized in Internet marketing strategies, IC quickly expanded its service offering to include Internet business strategies as well as website creation services, which brought internal challenges (Part A) that leaders tried to overcome (Part B).
In 2001, IC acquired Systrag, a company specialized in integrated management systems. This merger was not well received by IC’s consultants who felt that the company was moving too far away from its primary skill while the industry was entering a crisis (Part C). IC/Systrag tried to respond to this crisis by an offensive strategy whereby they invested in D2M, a fledgling start-up, which was developing direct marketing software for the Internet. This acquisition, however, did not generate the expected profits and, in late 2002, after several waves of layoffs, the two founding leaders left a weakened company whose new leader had to rethink its business strategy (Part D).
Main themes covered
- Business model
- Project management
- Organizational structure
- New economy
- Part A
- Part B: (only available with a Teaching license purchase)
- Part C: (only available with a Teaching license purchase)
- Part D: (only available with a Teaching license purchase)