Paper Summary:

This paper examines in detail the failure of the Internet start-up, Boo.com. Several aspects of Boo.com's demise are analyzed, including the overall downfall in the dot.com community at the time of Boo.com's demise, and the company's business plan and approach. The author argues that the management of Boo.com failed to see their business from the customer's point of view. In the end, Boo.com teaches us many lessons about how not to start up a small business.

Outline:
Background
What Went Wrong
The Importance of Branding
Recommendations for the New Start Up
Achieving Balance

From the Paper:

"From 1999 to 2001 the Internet developed into a pile of wreckage consisting of dot-com failures. Most of the carnage failed for the same reasons conventional businesses fail. They failed because of poorly conceived business models (Pandya and Dholakia, 2002). The largest number of these failures were and the Business to Customer (B2C) portions of the market. Many of the failed business models did not fail to attract visitors to their site, but rather failed because of the inability to convert visitors to paying customers (Agarwal, Arjona and Lemmer, 2001). Most failures occurred because businesses did not adhere to basic marketing principles, just like any other business that is bound for failure. "

Sample of Sources Used:

• Agarwal, Vikas, Luis D. Arjona, and Ron Lemmens (2001), "E-Performance: The Path to Rational Exuberance," The McKinsey Quarterly, n. 1, 31-43.
• Ellison,S (2000)."Boo.com: Buried by Badly Managed Buzz," The Wall Street Journal, May 23, 2000.
• Isaacs, N. (2001), "Crash & burn," Upside, (Mar), 13, no. 3, 186-192.
• Krasner, H. (2000). Ensuring e-business success by learning from ERP failures. IT Professional. Jan/Feb 2000. 2 (1): 22-27.
• Pandya, A. and Dholakia, N. (2002). B2C Crash as an Innovation Failure: Organization Learning from the Dotcom Debris. Journal Of Electronic Commerce In Organizations. July 10, 2002. Retrieved April 10, 2006 from http://www.idea-group.com/journals/.

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