APA Format and no less than 10 pages with atleast 5 references

Question Description

The final case for this class is: Business Talent Group: Growing the Market for Independent Business Talent. It is available at HBS at a cost of $4.25. You can use the same link as you used previously https://hbsp.harvard.edu/import/691466

You may have to cut and paste link in your browser.

The goal is to analyze the case and develop your thoughts and insight based upon research, logic, decision making. Your work should be no less than 10 pages (excluding cover page and reference pages), formatted in the APA style and have at least five supporting references. Also, your work will be scanned by for plagiarism. Further, use direct quotes sparingly and paraphrase cited work in your own words.

The following are case prompts:

1 When Business Talent Group started, would you consider it a service business of a two-sided marketplace? What are the implications of your answer on how to scale the business, where to open sites, how to develop a corporate culture, and how to position the product/service (are you selling talent or a model)? What are the different scaling issues associated with a start-up pioneering a new market vs. one entering an established market? What are the implications of your answer for the pace at which Business Talent Group should try to grow in its early days, fundraising strategy, and when it should try to grow aggressively?

2. What are the attributes of BTG’s approach, model, and culture that allowed it to survive the 2008 financial crisis and be well positioned as the economy rebounded? What are the lessons more broadly for other strart-ups?

3. In 2011, after weathering the global financial crisis, Miller and Tyagi wondered whether BTG should target large corporations or smaller, mid-market clients. What are the pros and cons of each approach, and where (if at all) would you recommend BTG focus its efforts?

4. Should BTG allow employees the same flexible work schedule that their model provides to talent? What are the risks of allowing employees the ability to work a 60 to 80 percent schedule, and how can BTG mitigate these risks? Consider among other issues, the social mission of the company along with its competitive position and ability to grow and scale of the business?

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