More search options
Basket icon
No items
Basket icon

Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Case
-
Reference no. E572
Subject category: Entrepreneurship
Authors: Robert A Burgelman (Stanford Graduate School of Business, Stanford University); Robert E Siegel (Stanford Graduate School of Business, Stanford University); Henry Lippincott (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Originally published in: 2015
Version: 12 November 2015
Length: 33 pages
Data source: Field research
Topics: Acquisitions; Strategy; Coopetition; Reorganization; Spin-offs; Vision; Innovation; Mature business; Organizational structure; Organizational change
Share a link: https://casecent.re/p/131105
| No reviews for this item
View our pricing guide or login to see prices.

Abstract

The case follows PayPal, a digital payments platform that found early success processing online payments for purchases on eBay, which acquired the company in 2002. The case begins by describing the decision by eBay in 2014 to spin off PayPal and the strategic challenges facing its new CEO, Dan Schulman, who encountered significant strategic issues leading PayPal as an independent company. When the separation from eBay finalized in July 2015, PayPal was in the midst of a multi-year technology reconstruction. Additionally, the digital payments landscape had changed dramatically, extending beyond eCommerce into mobile payments, global remittances, peer-to-peer transfers, and offline transactions. The case presents several trials facing Schulman, including how to innovate quickly in a large organization, whether and how to recreate PayPal’s vision, and how to both partner and compete successfully with new entrants in the market.
Location:
USA, global
Industry:
Financial services, digital payments
Teaching note
-
Reference no. E572TN
Subject category: Entrepreneurship
Authors: Robert E Siegel (Stanford Graduate School of Business, Stanford University); Henry Lippincott (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Originally published in: 2015
Version: 20 November 2015
Length: 5 pages
Data source: Field research
View full details
Case
-
Reference no. E572B
Subject category: Entrepreneurship
Authors: Robert E Siegel (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Originally published in: 2017
Version: 14 September 2017
Length: 9 pages
Data source: Field research
Topics: Payments; PayPal; Braintree; Fintech
View full details
Compact case
Supplement
-
Reference no. E572SQ
Subject category: Entrepreneurship
Authors: Robert A Burgelman (Stanford Graduate School of Business, Stanford University); Robert E Siegel (Stanford Graduate School of Business, Stanford University); Henry Lippincott (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Originally published in: 2015
Version: 12 November 2015
Length: 1 pages
Data source: Field research
Topics: Acquisitions; Strategy; Coopetition; Reorganization; Spin-offs; Vision; Innovation; Mature business; Organizational structure; Organizational change
Notes: For terms & conditions go to www.thecasecentre.org/freecaseterms
View full details

About

Abstract

The case follows PayPal, a digital payments platform that found early success processing online payments for purchases on eBay, which acquired the company in 2002. The case begins by describing the decision by eBay in 2014 to spin off PayPal and the strategic challenges facing its new CEO, Dan Schulman, who encountered significant strategic issues leading PayPal as an independent company. When the separation from eBay finalized in July 2015, PayPal was in the midst of a multi-year technology reconstruction. Additionally, the digital payments landscape had changed dramatically, extending beyond eCommerce into mobile payments, global remittances, peer-to-peer transfers, and offline transactions. The case presents several trials facing Schulman, including how to innovate quickly in a large organization, whether and how to recreate PayPal’s vision, and how to both partner and compete successfully with new entrants in the market.

Settings

Location:
USA, global
Industry:
Financial services, digital payments

Related

Teaching note
-
Reference no. E572TN
Subject category: Entrepreneurship
Authors: Robert E Siegel (Stanford Graduate School of Business, Stanford University); Henry Lippincott (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Originally published in: 2015
Version: 20 November 2015
Length: 5 pages
Data source: Field research
View full details
Case
-
Reference no. E572B
Subject category: Entrepreneurship
Authors: Robert E Siegel (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Originally published in: 2017
Version: 14 September 2017
Length: 9 pages
Data source: Field research
Topics: Payments; PayPal; Braintree; Fintech
View full details
Compact case
Supplement
-
Reference no. E572SQ
Subject category: Entrepreneurship
Authors: Robert A Burgelman (Stanford Graduate School of Business, Stanford University); Robert E Siegel (Stanford Graduate School of Business, Stanford University); Henry Lippincott (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Originally published in: 2015
Version: 12 November 2015
Length: 1 pages
Data source: Field research
Topics: Acquisitions; Strategy; Coopetition; Reorganization; Spin-offs; Vision; Innovation; Mature business; Organizational structure; Organizational change
Notes: For terms & conditions go to www.thecasecentre.org/freecaseterms
View full details