What are the prospects for grocery shopping online? This case invites a comparison of seven business models, with particular emphasis on Webvan. Why the cost of the investment community Webvan 7.8 billion less than six months of operating experience and Peapod, which was seven years to learn the ropes, $ 200 million? Examines online consumer purchasing behavior, economics of online and offline product distribution, as well as problems combining purely secular business information delivery service packages.
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by John Dayton, Kayla Bakshi Source: Harvard Business School 17 pages. Publication Date: November 17, 1999. Prod. #: 500052-HCB-ENG
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