IMBA2014-Exam copia

In March 2013, in one of their so called “Spring
cleanings”, Google announced the closure of
Google Reader, an RSS reader with an extremely
loyal community of users, just because there was
no real interest in the company to keep it working.
The backlash of the announcement was huge: with
most of its users being avid bloggers and very
active social media users, the company saw
petitions and incendiary articles, and the quest to
find a substitute began.
Out of
that quest, a unique winner emerged:
Feedly. A little startup of twenty people in
San Francisco, they fetched the
opportunity, invested in an ambitious
upgrade of their systems to keep up with
the increased demand, published a blog
post entitled “Transitioning from Google
Reader to Feedly”, and saw their number
of active users skyrocket to more than
three million in two weeks. A very positive
review from David Pogue in The Wall
Street Journal helped to ignite demand
even more, as the team prepared to
launch a freemium model: basic
functionality for free, advanced features
such as search, secure connection,
Evernote integration, etc. for a fee ($5/month, $45/year, or a limited offer for the first
5000 users, a lifetime payment of $99... that got totally sold out in less than eight
A year and a half later, things appear to be running pretty smoothly at Feedly. A growing
user base with a high level of satisfaction, a culture that enforces talking to users and
surveying them at all times for every little decision, and a sustained product
development, with new features added every few weeks. However, a new challenge
seems to be emerging: according to many analysts, news reading with advanced
productivity features is becoming crucial to sustain an innovation culture. While some
old time organizations still preclude their employees from reading newspapers or social
networks during work time, others have realized that having employees acquire the so
called “ambient intelligence” (reading about competitors, new developments, new
products, reactions, trends, etc.) represents a fantastic way to keep them close to the
innovation phenomenon, an asset that many companies regard as crucial in the fast
moving environment we live in today.
The requirements for a corporate version of Feedly are not so complicated: social
features to allow news sharing in a controlled environment, peer-rating systems to
provide filters, and some advanced management capabilities. The market, if the
adoption rate is reasonable, could end up being extremely lucrative, and could change
the economic dimension of the company.
However, Feedly’s experience in commercialization for corporate environments is close
to zero, and the adoption criteria seem to be very different from the typical ones for
individual customers...
In the current scenario, the company would like your advice in the following issues:
Do you think the product makes sense? What type of reception do you expect from
the corporate market?
What type of strategy, commercial actions, channels, etc. would you advise for the
product launch? Which platforms and tools would you recommend and why?
Would you recommend introducing a free, trial version first?
Feel free to answer the questions one by one, or to pool them all together in one essay.
Please include any links you find relevant for your answer. As soon as you finish (max.
2 pages), please email a copy to [email protected] from a clearly identifiable
email account, and wait until you see your name appearing in my inbox on the screen.