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Subject category: Entrepreneurship
Authors: Robert E Siegel
Published by: Stanford Business School
Originally published in: 2017
Version: 14 September 2017
Revision date: 13-Nov-2017
Length: 9 pages
Data source: Field research

Abstract

Between 2013 and 2017 PayPal had grown from USD8 billion to almost USD11 billion in revenues and had a market cap of over USD70 billion. In addition, the product and cultural transformations of the organization made the firm feel like an entirely new company from the one that existed several years prior. Outside of the company, major trends continued to impact PayPal: e-Commerce conducted on mobile devices in the United States accounted for just under 12 percent of all e-Commerce transactions in 2014 and were forecast to rise to almost 45 percent by 2020, thus further changing how customers conducted business and paid for goods and services. The case explores how PayPal leadership has continued to evolve the organization and product lineup in order to compete in an extremely competitive landscape.

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Abstract

Between 2013 and 2017 PayPal had grown from USD8 billion to almost USD11 billion in revenues and had a market cap of over USD70 billion. In addition, the product and cultural transformations of the organization made the firm feel like an entirely new company from the one that existed several years prior. Outside of the company, major trends continued to impact PayPal: e-Commerce conducted on mobile devices in the United States accounted for just under 12 percent of all e-Commerce transactions in 2014 and were forecast to rise to almost 45 percent by 2020, thus further changing how customers conducted business and paid for goods and services. The case explores how PayPal leadership has continued to evolve the organization and product lineup in order to compete in an extremely competitive landscape.

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