This case study demonstrates an extensive valuation of a firm focussing on the "fast-dating" niche from the dating/entertainment industry. The founders of HurryDate, a little, independently-held firm, are thinking about choices to fund future growth, together with a full or partial purchase of the firm.
Sharon Katz; Edward J. Riedl; Jessica Deckinger
Harvard Business Review (110035-PDF-ENG)
October 14, 2009
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HurryDate Case Answers
HurryDate was the brand leader in the worldwide phenomena known as “speed dating.” These events consisted of large groups of singles who were strangers to one another. They would go through a series of short-term dates one after another that would only last a mere few minutes. By the end of the event, the individuals would privately document the specific people they wanted to be in contact with. It would often lead to later, longer, more intimate dates.
Although HurryDate was the reigning leader for speed dating for many years, they came to crossroads when other competitors came into the market like MySpace and Facebook. They needed to make a substantial investment in marketing in order to remain competitive and grow in the upcoming years.
The founders of HurryDate, Ken Deckinger, and Adele Testani needed to compare and contrast their options in order to make a smart decision for the future of their company, which includes impending funding for future growth including a full or partial sale of the firm.
There were a handful of options available to Ken and Adele. The first option was developing sponsorships where a sponsor would pay a fee to HurryDate to sponsor a number of events. This provided enhanced marketing and anticipation for the event and an opportunity to present a substantial source of growth. A second option would be to…
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