Examines the business model of Metro International, a company publishes 70 editions of his free newspaper in 20 countries. Metro was a pioneer in the free newspaper market struggle established publishers distribute traditional paid newspapers. Looks when deciding against top management of Metro International in 2007 regarding the future strategy of the company. The company had emerged after years of losses profitable, but other problems, the competition was greatly increased … Read more »

Examines the business model of Metro International, a company publishes 70 editions of his free newspaper in 20 countries. Metro was a pioneer in the free newspaper market struggle established publishers distribute traditional paid newspapers. Looks when deciding against top management of Metro International in 2007 regarding the future strategy of the company. The company had emerged after years of losses profitable, but other problems, the competition was greatly increased in many markets and advertising – the free newspapers only source of income – quickly shift from newspapers to the Internet. Spain was a special case. What Metro International had learned from the experience elsewhere on the globe and it would allow the company to the Spanish unit profitable? What strategy should adopt the Spanish Country Property?
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from
Tarun Khanna,
Felix Oberholzer-Gee,
Vincent Dessain,
Ane Damgaard Jensen,
Unlike Sjoman
Source: Harvard Business School
27 pages.
Publication Date: Sep 13, 2007. Prod #: 708 429 PDF-ENG
Metro International S.A. HBR case solution