Cold Call

Bombas was started in 2013 with a dual mission: to deliver quality socks and donate much-needed footwear to people living in shelters. By 2021, it had become one of America’s most visible buy-one-give-one companies, with over $250 million in annual revenue and 50 million pairs of socks donated. Initially the company had to figure out how to price its product. Socks are typically an inexpensive item of clothing, but the founders needed a price that would allow them enough margin to deliver on their social mission. They also needed to determine what role that mission should play in their marketing. Later, as Bombas expanded into underwear, t-shirts, and slippers, the company struggled to determine what pace of growth would best allow it to reach new customers while maintaining its social mission. Harvard Business School assistant professor Elizabeth Keenan discusses the case, Bee-ing Better at Bombas.

At the height of the pandemic in 2020, US Foods struggled, as restaurant and school closures reduced demand for foodservice distribution. The situation improved after the return of indoor dining and in-person learning, but an industry-wide shortage of truck drivers and warehouse staff hampered the foodservice distributor’s post-pandemic recovery. That left CEO Pietro Satriano to determine the best strategy to attract and retain essential workers, even as he was tasked with expanding the wholesale grocery store chain (CHEF’STORE) that US Foods launched during the pandemic lockdown. Harvard Business School professor David E. Bell explores how post-pandemic supply chain challenges continue to affect the foodservice distribution industry in his case, “US Foods: Driving Post-Pandemic Success?”

Esusu launched in 2018 with a rotational savings product and continued growing their fintech startup in late 2019 with Esusu Rent, a rent reporting tool that enables renters to improve their credit scores. In March 2020, co-founders Abbey Wemimo and Samir Goel were working to determine how best to scale Esusu to advance their mission of promoting financial inclusion in the U.S. Harvard Business School assistant professor Emily Williams discusses how the two co-founders decided how to allocate resources and scale their business in the case, “Esusu: Solving Homelessness Backwards.”

In the wake of George Floyd’s killing and widespread protests for social justice in the United States, OneTen was formed by a coalition of 40 large companies to address the disparity in job opportunities for African-Americans without four-year college degrees. Their goal was to provide one million jobs in 10 years. But in order to do that, OneTen had to analyze the underlying problems and formulate recommendations for both system-level problems and those that manifest themselves at an organizational level. Professor Kash Rangan and OneTen CEO Maurice Jones discuss OneTen’s approach in the case, “OneTen: One Million Opportunities in Ten Years.”

Corruption is as old as humanity, with cases documented as far back as the Egyptian dynasties. While the World Bank estimates that international bribery exceeds $1.5 trillion annually, the larger and more subtle effects of corruption on economies and populations is incalculable. Harvard Business School professors Geoff Jones and Tarun Khanna explore how corruption uniquely affects business in emerging markets, and why it should be addressed by the public and private sectors in their case, “Corruption and Business in Emerging Markets,” and companion video interviews with more than 100 iconic entrepreneurs in emerging markets.

THE YES, a shopping app for fashion brands, uses a sophisticated algorithm to create and deliver a personalized store for every shopper, based on her style preferences, size, and budget. After launching the app in 2020, the founders must decide whether to continue developing the algorithm to deliver on the company’s customer value proposition or to focus their resources on new customer acquisition, with the idea that more users on the app would improve the algorithm’s performance. Harvard Business School senior lecturer Jill Avery and THE YES co-founder and CEO Julie Bornstein to discuss this make-or-break dilemma in the case, THE YES: Reimagining the Future of e-Commerce with Artificial Intelligence (AI). This episode was recorded live at Harvard Business School on March 30, 2022.

Community Solutions is a nonprofit founded in 2011 by Rosanne Haggerty, with the ambitious goal of ending chronic homelessness in America. Its “Built for Zero” methodology takes a public health approach, helping communities across the U.S. use better data collection and outreach to improve government processes and piecemeal solutions. In 2021, Community Solutions was awarded a $100 million grant from the MacArthur Foundation, and Haggerty and her team had to decide how to prioritize projects and spending to maximize the grant’s impact. For instance, should they continue to focus on unhoused veterans or expand their work to include families and youth in need of housing? Harvard Business School senior lecturer Brian Trelstad discusses Haggerty’s approach in his case, Community Solutions.

From 1997 to 2012, Scott Tucker built a nationwide network of payday lending businesses, becoming a pioneer in online lending along the way. Many of his borrowers could not access credit from commercial banks and depended on payday loans as a financial lifeline to cope with emergency expenses. But in 2012 federal prosecutors indicted Tucker on several criminal charges that he violated disclosure requirements. He was later convicted on 14 charges, including racketeering, misleading disclosures, and fraud. Harvard Business School associate professor Aiyesha Dey discusses how the case, “Scott Tucker: Race to the Top,” examines the role of individual leaders in the corporate governance system, as well as their responsibility for creating a positive corporate culture that embodies ethics, self-restraint, and a commitment to serve.

Pixel, started in 2014, helps facilitate open talent and crowdsourcing for Deloitte Consulting client engagements, to access specific expertise, collaborate to develop new products and insights, and to design, build, and test new digital assets. But while some of Deloitte’s principals are avid users of Pixel’s services, uptake across the organization has been slow, and in some pockets has met with deep resistance. Balaji Bondili, head of Pixel, must decide how best to grow Deloitte Consulting’s use of on-demand talent, as consulting companies and their clients face transformative change. Harvard Business School professor Mike Tushman discusses Deloitte’s challenges in pursuing this new approach to consulting in his case, “Deloitte’s Pixel: Consulting with Open Talent.”

Etsy, the online seller of handmade goods, was founded in 2005 as an alternative to companies that sold mass-manufactured products. The company grew substantially but remained unprofitable under the leadership of two early CEOs. Ten years later, Etsy went public and was forced into a new arena, where it was beholden to stakeholders who demanded financial success and accountability. Unable to contain costs, the company was almost bought out by private equity firms in 2017 – until CEO Josh Silverman arrived with a mission to save the company financially and, in the process, save its soul. Harvard Business School professor Ranjay Gulati discusses the purpose-driven turnaround Silverman and his team led at Etsy – to make the company profitable and improve its social and environmental impact – in the case, “Etsy: Crafting a Turnaround to Save the Business and Its Soul.”