Subject category:
Entrepreneurship
Published by:
London Business School
Length: 16 pages
Data source: Field research
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Abstract
This is the first of a two-case series. It was 1 November 2003, and the New Barn Studios (NBS) team, led by Richard Duvall, had reconvened to consider what to do next. The previous evening it had hosted a landmark event to which over 60 people had been invited, ranging from leading bankers and venture capitalists to retailers and thought leaders, from think tanks to creative types and entrepreneurs. The purpose of the event was to unveil the team's new world view, introducing its take on the changing macro-economic environment and the technology revolution, coupled with the emergence of a new consumer segment, the freeformers, which was challenging traditional ways of conducting business. The event had been a great success with some real buzz generated by the group's vision of where the freeformer phenomenon might lead. Everyone had found the group's thoughts provocative. If the NBS team was right, the trend away from mass marketing - towards a consumer culture in which more individualised market segments of one, underpinned and enabled by new technology, were becoming more important - had huge implications for the current business infrastructure. It would create a whole realm of opportunities as new paradigms of conducting business emerged. The question for Duvall and his team was what to do next; grand concepts were stimulating to talk about, but exactly what might come of them now? Duvall kicked off the morning discussion with a question. 'Each of us brings our own experience and perspective to these issues. Shall we each take a couple of hours and make some notes to see if we can identify some specific ideas that we might pursue?'.
Subject category:
Entrepreneurship
Published by:
London Business School
Version: September 2010
Revision date: 2-Aug-2012
Length: 7 pages
Data source: Field research
Subject category:
Entrepreneurship
Published by:
London Business School
Length: 10 pages
Data source: Field research
About
Abstract
This is the first of a two-case series. It was 1 November 2003, and the New Barn Studios (NBS) team, led by Richard Duvall, had reconvened to consider what to do next. The previous evening it had hosted a landmark event to which over 60 people had been invited, ranging from leading bankers and venture capitalists to retailers and thought leaders, from think tanks to creative types and entrepreneurs. The purpose of the event was to unveil the team's new world view, introducing its take on the changing macro-economic environment and the technology revolution, coupled with the emergence of a new consumer segment, the freeformers, which was challenging traditional ways of conducting business. The event had been a great success with some real buzz generated by the group's vision of where the freeformer phenomenon might lead. Everyone had found the group's thoughts provocative. If the NBS team was right, the trend away from mass marketing - towards a consumer culture in which more individualised market segments of one, underpinned and enabled by new technology, were becoming more important - had huge implications for the current business infrastructure. It would create a whole realm of opportunities as new paradigms of conducting business emerged. The question for Duvall and his team was what to do next; grand concepts were stimulating to talk about, but exactly what might come of them now? Duvall kicked off the morning discussion with a question. 'Each of us brings our own experience and perspective to these issues. Shall we each take a couple of hours and make some notes to see if we can identify some specific ideas that we might pursue?'.
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Subject category:
Entrepreneurship
Published by:
London Business School
Version: September 2010
Revision date: 2-Aug-2012
Length: 7 pages
Data source: Field research
Subject category:
Entrepreneurship
Published by:
London Business School
Length: 10 pages
Data source: Field research