Wildfire Interactive Inc. (B) Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

As the founders of Wildfire Interactive Inc. (Wildfire), Alain Chuard and Victoria Ransom recalled their history. Initially called Promotion Builder, Wildfire had evolved from an in-house marketing alternative used by the duo's adventure travel firm to a multi-platform software program used by thousands of businesses internationally. The Wildfire product empowered these customers to come up with customized social-media marketing campaigns composed of video and essay competitions, user-generated quizzes contests, and coupons. Users could push on these promotions to their respective websites or networks that are social, including Facebook, hi5, and LinkedIn. By the summer of 2011, Wildfire had made significant strides and the founders thought that the company had attained a turning point. The team had re-evaluated the histories of corresponding industries (e.g., e-mail marketing) and decided that Wildfire's space likely would never reinforce several independent companies and would definitely experience an industry-wide consolidation.

This meant that Wildfire would probably not have the capacity to keep up the status quo and that Chuard and Ransom might have to think about the possibility of going public, getting acquired, or raising additional capital to reinforce the company's existence in the marketplace. In May 2012, two big acquisitions occurred in the space and triggered a flurry of M&A activity. Among these occasions was an offer by Google to purchase Wildfire for $350 million with the contingency that Ransom and Chuard provide a choice within 24 hours to Google. The team set forth evaluating their choices.

Wildfire Interactive Inc B Case Solution

PUBLICATION DATE: February 13, 2014 PRODUCT #: E506B-HCB-ENG

This is just an excerpt. This case is about SALES & MARKETING