When Bruce Taub, founder of Fernwood, strolled past some of the most beautiful galleries in New York City, he pondered the unique challenges facing the Fernwood. Where others had seen the inefficiency of imperfect markets, Taub saw an opportunity to the nature of how Americans revolutionize market related to the high art. As the chairman and founder, Taub had built Fernwood to serve as a vehicle for his vision: the investment in technology, so that even “my secretary could someday own (shares of the Arts) to democratize … Read More»

When Bruce Taub, founder of Fernwood, strolled past some of the most beautiful galleries in New York City, he pondered the unique challenges facing the Fernwood. Where others had seen the inefficiency of imperfect markets, Taub saw an opportunity to the nature of how Americans revolutionize market related to the high art. As the chairman and founder, Taub had built Fernwood to serve as a vehicle for his vision, investing in technology, so democratized that as Taub went through “Even my secretary could someday own (shares of Art) in their 401 (k).” the doors at Christie’s, he knew that in the near future, he will the path that would lead to first decide Fernwood towards investors. He also knew that, at least in the short term, he needed the support of the art community, and he wondered what else he could do, or should do to win that support.
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from
Boris Groysberg,
Joel Podolny,
Tim Keller
Source: Harvard Business School
34 pages.
Publication Date: Sep 27, 2004. Prod #: 405032-PDF-ENG
Fernwood Art Investments: Leading in an imperfect market place HBR case solution