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Published by: Harvard Business Publishing
Originally published in: 2004
Version: 28 February 2006

Abstract

As Bruce Taub, Founder of Fernwood, strolled past some of New York City''s finest galleries, he pondered the unique challenges that Fernwood faced. Where others had seen the inefficiency of imperfect markets, Taub saw an opportunity to revolutionize the very nature of how Americans related to the fine art market. As its Chairman and Founder, Taub had built Fernwood to serve as a vehicle for his vision: to democratize investment in art such that ''even my secretary could someday own (shares of art) in her 401(k)''. As Taub walked through the doors at Christies, he knew that in the near future, he was going to decide the path that would initially guide Fernwood toward 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 or should do to win that support.
Location:
Size:
10 employees
Other setting(s):
2004

About

Abstract

As Bruce Taub, Founder of Fernwood, strolled past some of New York City''s finest galleries, he pondered the unique challenges that Fernwood faced. Where others had seen the inefficiency of imperfect markets, Taub saw an opportunity to revolutionize the very nature of how Americans related to the fine art market. As its Chairman and Founder, Taub had built Fernwood to serve as a vehicle for his vision: to democratize investment in art such that ''even my secretary could someday own (shares of art) in her 401(k)''. As Taub walked through the doors at Christies, he knew that in the near future, he was going to decide the path that would initially guide Fernwood toward 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 or should do to win that support.

Settings

Location:
Size:
10 employees
Other setting(s):
2004

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