On August 21, 2015, Amit Gudka and Hayden Wood, co-founders of Bulb Ltd. (Bulb) launched a new business to supply energy to the United Kingdom's 27 million residential homes with a promise of 100% renewable electricity at affordable prices. By the end of March 2017, Bulb had grown to supply 29,311 properties, well ahead of its Launch Plan of 23,166 and beyond the point of breakeven. It had been a slow start, and growth had been volatile, reaching a rate of over 3,000 new members per week at one point, putting severe strains on service levels. Moreover, Gudka and Wood had been forced to change many aspects of their plan and defer launching value-added services to help customers reduce energy consumption and create Bulb's vision of distributed generation. Now, the company was generating profits; enough to grow, but not at the level of the original plan, and there would be nothing left to invest in value-added services. Should the founders scale back on their growth ambitions and delay adding services until they had reached the scale to support them? Or should they seek more funding and accelerate growth?

【書誌情報】

ページ数：22ページ

サイズ：A4

商品番号：HBSP-719441

発行日：2018/12/17

登録日：2020/6/29