MindSpring Harvard Case Solution & Analysis

In a business environment, where Internet Service Providers (ISP) are becoming more commodity-like, Charles Brewer, founder and CEO of MindSpring, the country's sixth-largest provider and the recognized leader in customer satisfaction, reflects the proposed merger with Earthlink Network, Inc, fifth of the nation's largest Internet service provider. Competitors offer a wide variety of products and services (AOL), ease of use and ease of access (MSN), and even free Internet access (NetZero). MindSpring annual revenue has grown more than 600% from 1996 to 1999, and Brewer knows it's important to maintain the momentum. Raises the question of the growth of a number of strategic and tactical questions: How MindSpring achieve growth and what compromise? As MindSpring and Earthlink confluence of two cultures in their recently proposed merger? MindSpring was in keeping customers through quality service remains the best strategy? Brewer must find ways to increase the number of subscribers, but also new ways to differentiate products reunified MindSpring and Earthlink from other providers. "Hide
by Jeffrey F. Rayport, Joe Keough, Cathy Olofson Source: Harvard Business School 29 pages. Publication Date: January 27, 1999. Prod. #: 899178-PDF-ENG

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