How aggressive is an incumbent movement that threatens the core product in the development of an online business? With Internet rivals the direct target in the traditional print newspaper business model, the Boston Globe fought back with its own Web Initiative, Boston.com. Globe and Boston.com managers face decisions about whether and how the cross-selling print and online classified advertising, how to roll out online auctions, whether print and online editorial team to integrate, and the Pro … Read more »

How aggressive is an incumbent movement that threatens the core product in the development of an online business? With Internet rivals the direct target in the traditional print newspaper business model, the Boston Globe fought back with its own Web Initiative, Boston.com. Globe and Boston.com managers face decisions about whether and how the cross-selling print and online classified advertising, how to roll out online auctions, whether print and online editorial team to integrate, and the pros and cons of granting a tracking stock for the Internet companies of the New York Times Company (The Globe’s parent company). On a broader level, the case raises the question: Are old media companies like dawns condemned the new economy? It introduces the concepts of “falcon” vs. “dove” for companies entering the online arena by creating entirely separate online divisions against the close coordination of their online and “offline” to describe activities. The case asks: Can trained in the traditional business switch to new, digital ways of thinking of the workers? Legacy systems are the advantages or disadvantages given the need for Internet speed? Finally, what is the value on relationships with customers in an environment of disruptive technologies?
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from
Thomas R. Eisenmann,
Jon K. Rust
Source: Harvard Business School
38 pages.
Publication Date: Feb 23, 2000. Prod #: 800165-PDF-ENG
Boston.com HBR case solution