Equity Offerings Case: Netscape Initial Public Offering (HBS 9-296-088) Case Questions: Please use the excel sheet I prepared and uploaded on the Blackboard. I inserted already the assumption for your convenience. 1. Why has Netscape been successful to date? What is its strategy? How risky is its current competitive situation? 2. Value Netscape. Use the following assumptions: a. Total cost of revenues stays at 10.4% of total revenues. b. R&D stays at 36.8% of total revenues. c. Other operating expenses
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Advanced Financial Models Example sheet 1 - Michaelmas 2010 Michael Tehranchi Problem 1. In a one-period model, a num´raire asset is called risk-free if its time-1 price e i i is not random: if asset i is risk-free, then S1 = (1 + ri )S0 for a real constant ri > −1, called the risk-free rate of return. Suppose that a market model has at least one risk-free asset. Show that if there is no arbitrage, then the risk-free rate of return is unique, in the sense that if both asset i and asset
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INVESTMENT CASE 2 Netscape’s IPO Group 7 JU Fei LIU Yao LIU Yini WU Tianyi ZHANG Xuehui ZHANG Yiyun 52752084 52815259 52750804 52748187 52700026 52738944 Netscape’s IPO Brief Introduction Netscape Communication Corporation is going to issue its initial public offering in August 9, 1995. It is a young but rapidly growing company which is founded in April 1994 and only operates for 15 months. Netscape is also going through losses and never gain profits
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At the given time, when compared to other internet related IPO's that were around $12-17 per share, doubling the cost doesn't seem justifiable. However, Netscape was hands down, the leader of web browsing at the time with its nearest competitor targeting a different market. We would argue that the internet related IPO's are not directly comparable because of Netscape's popularity already. Additionally, the underwriters had already seen an overwhelming oversubscription causing them to raise the amount
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qual atuava, a Netscape foi o primeiro dos navegadores de internet a surgir no mercado, gozando, por isso da vantagem de se tornar em um curto período de tempo com o seu servidor Netscape Communicator e Netscape Comercial. Por um tempo, ele era o líder indiscutível de sua espécie. Isso significa que ele era capaz de ter o mais alto reconhecimento da marca e ainda ter altíssimo índice de fidelização de clientes desde o início. 2. Elevado nível de inovação do produto que Netscape introduziu. O produto
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Harvard Business School 9-800-050 Rev. September 30, 1999 Double Dealmaking in the Browser Wars (A) For months, the upstart Netscape Communications Corporation had battled the Microsoft Corporation over which browser the accounting giant KPMG would select for its internal use. On June 2, 1997, Netscape CEO Jim Barksdale finally heard the gratifying words that capped the see-saw dealmaking process: “You've re-won the business,” said Roger Siboni, Deputy Chairman of KPMG. “And I'd like to extend
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Stuck on a Microsoft® Office 2010 project? Need a Microsoft Office 2010 skills refresher? Compass can show you the way. What Is Compass? Compass is a searchable database of multimedia tools designed to teach the 50 most essential skills in Microsoft Word, Excel, Access, and PowerPoint. Available on your PC or mobile phone, Compass is an online, at-your-fingertips resource for tech savvy students who need help and answers right away. Where Do I Find Compass? www.myitlab.com/compass How to
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software product, but sell distribution, branding, and after-sale service. This is what (for example) Red Hat does. 2. Loss Leader: In this model, you give away open-source as a loss-leader and market positioner for closed software. This is what Netscape is doing. 3. Widget Frosting: In this model, a hardware company (for which software is a necessary adjunct but strictly a cost rather than profit center) goes open-source in order to get better drivers and interface tools cheaper. Silicon Graphics
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The Launching of Mozilla Firefox- A Case Study in Community-Led Marketingi Sandeep Krishnamurthy Associate Professor of E-Commerce and Marketing Business Administration Program University of Washington, Bothell Box 358533, 18115 Campus Way NE, Room UW1-233 Bothell, WA 98011-8246 Phone: (425) 352 5229 Fax: (425) 352 5277 E-mail: sandeep@u.washington.edu URL: http://faculty.washington.edu/sandeep Version 1.0 January 27, 2005 Usage Policy 1This is an early draft of the paper. I expect to revise
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In today’s fast moving world it is important for every company to keep up with the pace of change and be innovative. This job can not be done by just a few people within the company. However companies need the help of everyone, especially the costumers, since they are the one who have the needs and buy or do not buy the product in the end. Useful knowledge is wide spread and hard to get. One possible avenue to collect as many new ideas and suggestions as possible – is to use the concept
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