StudyBlue

The case opened in July 2009 with Becky Splitt, CEO of Blue Study, facing a number of difficult decisions. These include: determining the appropriate business model for the Study Blue website to target the customer segment, and how much to raise new capital (and by whom) to monetize. The case tells the story of how Blue was ndt Study as a side project by Chris K and Steve Wallman in 2006 and started as it develops into a full-fledged start-up with seven employees. Over the course of three years … Read more »

The case opened in July 2009 with Becky Splitt, CEO of Blue Study, facing a number of difficult decisions. These include: determining the appropriate business model for the Study Blue website to target the customer segment, and how much to raise new capital (and by whom) to monetize. The case tells the story of how Blue was ndt Study as a side project by Chris K and Steve Wallman in 2006 and started as it develops into a full-fledged start-up with seven employees. Over the course of three years, Blue Study developed a healthy following of college users and adds important new features and functionality. However, by the closeness of the case, there are still uncertain about how quickly to grow revenues in the future. In light of new competitors on the horizon and closed the window for the Series A financing round, grit must make their decisions quickly.
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from
John Morgridge,
Chuck Holloway,
Claire Magat Raffaelli
Source: Stanford Graduate School of Business
18 pages.
Release Date: 6 April 2010. Prod #: E373-PDF-ENG
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