AllAdvantage was founded in February 1999 as an information broker between members of the community of web surfers and online advertisers: his persistent desktop object technology (Viewbar), a summary of paying members of the serf the Internet and delivered targeted advertising to them on behalf of pay advertisers. To finance their community members and the development of technology, AllAdvantage sought IPO. Underwriters pushed the company to take an aggressive growth model, which will be on $ 600 million and requires 3 years of growth before becoming profitable. In the spring of 2000, however, NASDAQ began a steep descent. Internet companies have been hit hard and advertising rates headed down. In mid-July, AllAdvantage announced the delay of its IPO indefinitely and walked to his investors for the fourth round of funding. Investors set strict performance goals that could jeopardize the company's future, if not met. In the summer of 2000, AllAdvantage reorganized the company into three teams to focus on: 1) a member of the community and its value, 2) revenue through relationships with advertisers, and 3) the selection of technology and engineering resources. This case provides the context in which to discuss strategic options AllAdvantage during rapid changes that demand a fresh strategy in order to survive, to its IPO. "Hide
by Thomas Hellmann, Tyra Mariani, Pat Spenner Source: Stanford Graduate School of Business 20 pages. Publication Date: February 1, 2001. Prod. #: E117-PDF-ENG
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