Developing New Business Models to Disrupt the Marketplace

No business plan survives first contact with the customer.


By 2006 we knew we had a serious problem. Our company’s onetime flagship product, called Afisha, was in a steady decline, and it was becoming all too clear that something had to be done. The problem was nobody had an idea exactly what. Operationally, nothing had really changed. We still believed in our product and our people. But what had once been a market leader that generated large profits that fueled the growth of our company had slowly but surely lost its market position.

Afisha was the brainchild of our company’s founder, Jed Sunden, an American who had come to Ukraine to catalog Jewish cemeteries ...

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