As 2013 contemplated the challenges ahead, and his team of MercadoLibre top executives and Marcos Galperin were meeting to celebrate the tremendous enlargement of their company. Since foundation the company with his Stanford Business School classmates in 1999, Marcos had distorted the company from an internet auction site akin to eBay, to Latin America's leading online market exceptional in its own right, as well as on par with Amazon. The MercadoLibre team had not merely cloned eBay and Amazon in Latin America; in order to compensate occasionally, and for, taking advantage of the dearth of commerce infrastructure in its markets, it had made several important inventions. On the technology side, MercadoLibre had started with a then state-of-the-art internet application predicated on an industrial-grade stack of Oracle technologies.
The program supplied a great user experience, handled millions of transactions, and eased the business growth and IPO in 2007. In 2008, Galperin had made what he described as a "bet the company" choice to fully replace the organization's technology by building and deploying a parallel system; not only another program, however a sophisticated e-commerce platform based on Web 2.0 and the latest cellular internet standards. The risk was paying off. The conversion of the company was being appreciated as another achievement for his team and Galperin. However there was a superior challenge.
PUBLICATION DATE: July 19, 2013 PRODUCT #: IB105-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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