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Harvard Case - Priceline.com vs. Microsoft (A)

"Priceline.com vs. Microsoft (A)" Harvard business case study is written by Constance E. Bagley, Michael J. Roberts. It deals with the challenges in the field of Entrepreneurship. The case study is 67 page(s) long and it was first published on : Sep 7, 2001

At Fern Fort University, we recommend that Microsoft pursue a strategic acquisition of Priceline.com, leveraging its existing resources and market position to capitalize on the burgeoning online travel industry. This move would enable Microsoft to enter a new and rapidly growing market, diversify its revenue streams, and potentially disrupt the existing travel industry landscape.

2. Background

This case study examines the strategic decision facing Microsoft in 1999, as they consider acquiring the burgeoning online travel company, Priceline.com. Priceline, founded in 1997, had quickly gained traction with its innovative ?Name Your Own Price? model, allowing users to bid on travel services like airline tickets and hotel rooms. This disruptive approach challenged traditional travel agencies and sparked significant industry interest.

The main protagonists are:

  • Microsoft: A tech giant with vast resources and a dominant position in the software and operating systems market.
  • Priceline.com: A rapidly growing online travel company with a unique business model and significant market potential.
  • Jay Walker: The founder and CEO of Priceline.com, a visionary entrepreneur with a strong belief in his company?s potential.

3. Analysis of the Case Study

This case study can be analyzed through the lens of competitive strategy and disruptive innovation. Priceline?s ?Name Your Own Price? model represented a disruptive innovation, challenging the established travel industry by offering a more efficient and consumer-centric approach.

Microsoft?s strategic options:

  • Acquisition: Acquire Priceline.com, leveraging its resources and expertise to expand into the online travel market. This would provide immediate market access and a strong platform for future growth.
  • Partnership: Form a strategic partnership with Priceline.com, collaborating on technology development and marketing initiatives. This would allow Microsoft to gain exposure to the travel industry without full ownership.
  • Internal Development: Develop its own online travel platform, competing directly with Priceline.com. This would require significant investment and time, with uncertain success.

Analyzing Microsoft?s position:

  • Strengths: Strong brand recognition, vast resources, technological expertise, and a large user base.
  • Weaknesses: Limited experience in the travel industry and potential for cultural clashes with Priceline?s entrepreneurial culture.
  • Opportunities: Rapidly growing online travel market, potential for disruptive innovation, and diversification of revenue streams.
  • Threats: Competition from established travel agencies, potential for regulatory challenges, and technological advancements in the travel industry.

Analyzing Priceline?s position:

  • Strengths: Innovative business model, strong growth potential, and a loyal customer base.
  • Weaknesses: Limited resources, dependence on technology, and potential for regulatory scrutiny.
  • Opportunities: Expanding into new markets, developing new travel services, and leveraging partnerships.
  • Threats: Competition from established players, potential for technological obsolescence, and economic downturns.

4. Recommendations

Microsoft should pursue a strategic acquisition of Priceline.com, leveraging its vast resources and market position to capitalize on the burgeoning online travel industry. This move would enable Microsoft to:

  • Enter a new and rapidly growing market: The online travel industry was experiencing significant growth in 1999, and Priceline?s innovative model offered a unique opportunity for Microsoft to expand its reach.
  • Diversify its revenue streams: Acquiring Priceline would provide Microsoft with a new revenue stream, reducing its reliance on its core software business.
  • Potentially disrupt the existing travel industry landscape: Microsoft?s acquisition of Priceline could create a powerful force in the travel industry, potentially disrupting traditional travel agencies and reshaping the market.

5. Basis of Recommendations

This recommendation is based on the following considerations:

  • Core competencies and consistency with mission: Microsoft?s core competencies in technology and software development align well with Priceline?s reliance on technology and innovation. This acquisition would allow Microsoft to leverage its expertise in a new and exciting market.
  • External customers and internal clients: The acquisition would provide Microsoft with access to Priceline?s loyal customer base and its innovative ?Name Your Own Price? model, which could attract new customers to Microsoft?s ecosystem.
  • Competitors: Acquiring Priceline would give Microsoft a significant advantage over its competitors in the online travel industry, allowing it to control a larger market share and potentially disrupt the existing landscape.
  • Attractiveness - quantitative measures: While the case study does not provide specific financial data, the potential for significant growth in the online travel industry and Priceline?s strong market position suggest a high potential return on investment for Microsoft.

6. Conclusion

Acquiring Priceline.com would be a strategically sound move for Microsoft, enabling it to enter a new and rapidly growing market, diversify its revenue streams, and potentially disrupt the existing travel industry landscape. While there are risks associated with any acquisition, the potential rewards for Microsoft are substantial.

7. Discussion

Other alternatives not selected:

  • Partnership: While a partnership could provide Microsoft with some exposure to the online travel industry, it would not provide the same level of control and potential for growth as an acquisition.
  • Internal Development: Developing its own online travel platform would require significant investment and time, with uncertain success. The market was already crowded with established players, making it difficult for Microsoft to compete effectively.

Risks and key assumptions:

  • Integration challenges: Integrating Priceline?s culture and operations into Microsoft?s could be challenging.
  • Regulatory scrutiny: The acquisition could face regulatory scrutiny, potentially delaying or even preventing the deal.
  • Market competition: The online travel industry is highly competitive, and Microsoft would need to invest significant resources to maintain its market position.

8. Next Steps

  • Due diligence: Microsoft should conduct thorough due diligence on Priceline.com, assessing its financial performance, technology infrastructure, and potential for growth.
  • Negotiation: Microsoft should negotiate a favorable acquisition price and terms with Priceline?s management team.
  • Integration planning: Microsoft should develop a detailed integration plan, outlining how it will integrate Priceline?s operations into its existing business.
  • Communication: Microsoft should communicate the acquisition to its stakeholders, including employees, investors, and customers, ensuring transparency and addressing potential concerns.

By taking these steps, Microsoft can successfully acquire Priceline.com and capitalize on the significant potential of the online travel industry.

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Case Description

Describes Priceline's patent of its "reverse auction" pricing mechanism, its discussions with Microsoft regarding Microsoft's license of the patent for its Expedia service, Microsoft's subsequent use of the technology without a license, and Priceline's decision whether to sue Microsoft for patent infringement.

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