1. 5:00-6:00 Case discussion: BET.com
TODAY’S CLASS
5:00-6:00 Case discussion: BET.com
6:00-7:00 Sponsor Presentations:
Shannon Gilcrease, L3
7:00-7:50 Group Meeting

2. Lessons from Dot-coms (Fortune 10,30,2000)
- Internet isn’t as “disruptive” as we thought
- If it doesn’t make cents, it doesn’t make sense
- Time favors incumbents
- Making a market is harder that it looks
- There is no such thing as “Internet time”
- “Branding” is not a strategy
- Investors are not your customers
- The Internet still changes everything
- Entrepreneurship cannot be systematized
- The Internet changes your job
- Distinction between Internet/non-Internet firms fading
- The real wealth of creation is yet to come

3. Deadly Mistakes of Wanna-coms (HBR January, 2001)
- Sprinkle Internet responsibilities throughout company
- Internet committee formed from unrelated areas
- Simplest, least-demanding applications first
- Partner with most dismissive vendor of your traditions
- Do on the Web the same that you do off-line
- Internet venture need to meet every corporate standard
- Reward each unit for its own performance
- Compare performance with traditional competitors
- Give new tools, and poor training to your employees
- The company, not the customer, is in the driver’s seat

4. Sustainable Competitive Advantage
The strategies on which you compete
Production
R&D
Financial
Personnel
Marketing
Basis of Competition
Skills and assets
Where you compete
Product-market selection
Against whom you compete
Competitor selection
Sustainable
Competitive
Advantage

5. THE PRIMARY OBJECTIVES OF BET.COM CASE STUDY WERE:
1) DISCUSS THE CHALLENGES FACED BY
MANAGEMENT IN DETERMING TARGET
CUSTOMER SEGMENT FOR A NEW
DOT-COM ENTERPRISE
2) EXPLORE ORGANIZATIONAL CHALLENGES
FACING AN ESTABLISHED COMPANY AND ITS
OFFSPRING WHEN IT SPINS OFF A FAST-
GROWING START-UP

6. Homework due next session
Read: Chapters 3
Read two articles:
“Syndication” and “Self-service Myth”
Conceptual Project Description (Report I)