Harvard Case - ezBoard: Making Customers Pay
"ezBoard: Making Customers Pay" Harvard business case study is written by Pamela Yatsko, Brian V. Viard. It deals with the challenges in the field of Strategy. The case study is 33 page(s) long and it was first published on : Aug 3, 2005
At Fern Fort University, we recommend that ezBoard implement a multi-pronged strategy to transition from a free to a paid model, focusing on business model innovation and strategic positioning within the evolving online community landscape. This strategy will involve a combination of product development, pricing strategy, marketing, and strategic alliances to achieve sustainable growth and profitability.
2. Background
ezBoard, founded in 1998, was a popular free online community platform offering forums, blogs, and social networking features. The company enjoyed rapid growth through its free model, attracting a large user base. However, as competition intensified and the internet advertising market matured, ezBoard faced challenges in monetizing its platform. The case study explores the company's efforts to transition to a paid model, navigating the complexities of user resistance, revenue generation, and maintaining a competitive edge.
The main protagonists of the case are:
- Jeff Arnold, CEO of ezBoard, who is tasked with leading the company's transition to a paid model.
- The ezBoard team, who are responsible for implementing the new strategy and managing the transition.
- The ezBoard user base, who are the primary stakeholders and whose preferences and behaviors will ultimately determine the success of the new model.
3. Analysis of the Case Study
To analyze ezBoard's situation, we can utilize several frameworks:
a. Porter's Five Forces:
- Threat of New Entrants: High, due to the low barriers to entry in the online community space.
- Bargaining Power of Buyers: High, as users have many alternative platforms available.
- Bargaining Power of Suppliers: Low, as ezBoard relies on readily available technology and resources.
- Threat of Substitute Products: High, as other online communities and social media platforms offer similar features.
- Rivalry Among Existing Competitors: High, with numerous established players vying for users and advertising revenue.
b. SWOT Analysis:
Strengths:
- Large user base and established brand recognition.
- Strong community features and user engagement.
- Experienced team with expertise in online community management.
Weaknesses:
- Dependence on advertising revenue, which is volatile and competitive.
- Lack of a clear value proposition for users in a paid model.
- Potential user backlash against the transition to a paid model.
Opportunities:
- Expanding into new markets and demographics.
- Developing premium features and services for paying users.
- Leveraging data analytics to personalize user experiences and target advertising.
Threats:
- Increasing competition from established social media platforms.
- Shifting user preferences towards mobile-first experiences.
- Difficulty in retaining users in a paid model.
c. Value Chain Analysis:
ezBoard's value chain can be broken down into:
- Inbound Logistics: Acquiring and managing user data, website infrastructure, and content moderation tools.
- Operations: Providing online community features, content hosting, and user support.
- Outbound Logistics: Delivering user experiences and engaging content.
- Marketing & Sales: Attracting new users and promoting premium features.
- Service: Providing customer support and resolving user issues.
d. Business Model Canvas:
- Value Propositions: Community engagement, content sharing, and social interaction.
- Customer Segments: Diverse user base with varying needs and motivations.
- Channels: Website, social media, and online advertising.
- Customer Relationships: Community forums, user support, and personalized communication.
- Revenue Streams: Paid subscriptions, premium features, and targeted advertising.
- Key Resources: Website infrastructure, content moderation tools, and user data.
- Key Activities: Content hosting, community management, and user support.
- Key Partnerships: Technology providers, content creators, and advertising agencies.
- Cost Structure: Website maintenance, content moderation, and user support.
4. Recommendations
To address the challenges and capitalize on the opportunities, ezBoard should implement the following recommendations:
a. Product Development:
- Develop Premium Features: Introduce exclusive features for paying users, such as ad-free browsing, advanced search options, and personalized content recommendations.
- Enhance Community Features: Improve existing features, such as forums, blogs, and social networking tools, to create a more engaging and valuable experience for users.
- Mobile Optimization: Prioritize mobile app development and optimization to cater to the growing mobile user base.
b. Pricing Strategy:
- Tiered Pricing: Offer multiple subscription tiers with varying levels of features and benefits to cater to different user needs and budgets.
- Freemium Model: Maintain a free version with limited features, while offering premium features for a paid subscription.
- Value-Based Pricing: Emphasize the value proposition of premium features and benefits, justifying the price point.
c. Marketing:
- Targeted Marketing: Utilize data analytics to segment users and target specific groups with tailored marketing messages.
- Content Marketing: Create valuable and engaging content to attract new users and retain existing ones.
- Social Media Marketing: Leverage social media platforms to promote the paid model and engage with potential subscribers.
d. Strategic Alliances:
- Partnerships with Content Creators: Collaborate with popular content creators to create exclusive content for paying users.
- Integration with Other Platforms: Integrate with popular social media platforms to expand reach and cross-promote features.
- Strategic Acquisitions: Consider acquiring smaller online communities or niche platforms to expand market reach and user base.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: ezBoard's core competency lies in building and managing online communities. The recommendations focus on enhancing these core competencies while transitioning to a paid model.
- External Customers and Internal Clients: The recommendations address the needs of both free and paying users, providing value for all stakeholders.
- Competitors: The recommendations aim to differentiate ezBoard from competitors by offering unique features and benefits, while leveraging strategic alliances to expand reach.
- Attractiveness: The recommendations are expected to be attractive to users and investors based on their potential to generate revenue and increase profitability.
- Assumptions: The recommendations assume that users are willing to pay for premium features and benefits, and that ezBoard can effectively market and promote the paid model.
6. Conclusion
By implementing these recommendations, ezBoard can successfully transition to a paid model, achieving sustainable growth and profitability. The company needs to focus on business model innovation, strategic positioning, and product differentiation to thrive in the competitive online community landscape.
7. Discussion
Other alternatives not selected include:
- Pure Advertising Model: This option would involve solely relying on advertising revenue, which is highly competitive and volatile.
- Complete Paid Model: This option would require all users to pay for access, which could lead to user churn and reduced market share.
Risks associated with the recommendations include:
- User Resistance: Users may resist the transition to a paid model, leading to decreased engagement and churn.
- Competition: Competitors may introduce similar features or pricing models, eroding ezBoard's competitive advantage.
- Implementation Challenges: Implementing the recommendations effectively may require significant resources and expertise.
Key assumptions include:
- Users are willing to pay for premium features and benefits.
- ezBoard can effectively market and promote the paid model.
- The online community market will continue to grow and evolve.
8. Next Steps
To implement the recommendations, ezBoard should:
- Develop a detailed implementation plan: This plan should outline specific actions, timelines, and resource allocation.
- Conduct user research: Gather feedback from users to understand their preferences and willingness to pay for premium features.
- Develop a robust marketing strategy: This strategy should focus on targeted marketing, content marketing, and social media engagement.
- Monitor and evaluate progress: Regularly track key metrics, such as user engagement, revenue generation, and churn rate, to assess the effectiveness of the new model.
By taking these steps, ezBoard can successfully navigate the transition to a paid model and achieve long-term success in the dynamic online community space.
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Case Description
When Robert Labatt took over ezBoard's helm in 2004, he faced a quandary: How to turn the company's essentially free information product into a paid product that would earn enough revenue to satisfy ezBoard's increasingly impatient investors. At the time, the largest hosted online discussion board company in the United States barely broke even. Among other things, Labatt had to develop a new revenue strategy for the company. Explores Labatt's options, focusing in particular on issues surrounding the introduction of an effective subscription model and pricing strategy. After providing the necessary background, asks readers to determine what they would do if they were in Labatt's shoes.
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