Full article [[Halalati case|/static/files/MBI/Module%205/Halalati%20Case.pdf]] The primary goal for halalati was to enable firms to “crowdsource” specific tasks in their value chain through contests. Two other companies made the founder, Thomas Langenberg, convinces this was great business: * The Massachusetts-based company InnoCentive offered large multi-national corporations access to a global network of scientists who solved corporate R&D time- and budget-efficient. ** The value proposition was clear: the multi-nationals, so called challenge providers, saved large investments into R&D, while the so called challenge solvers were awarded attractive prizes. * iStockphoto provided a new solution. The web-based repository allowed hobbyists and professionals to upload their photos and sell them as stockphotographs to both professional and private internet users at a reasonable price. Possible business models: * A ''high volume/low price'' strategy with feature-based subscription options ** Halalati.com would offer a standardized toolbox that was *** free of charge for anybody who wanted to either challenge somebody else or be challenged by him- or herself. *** With this toolbox internet based contests could be built easily without any proficiency in programming. ** Revenue would be generated via premium features, Value added modules and services, such as *** entry fees to participate in the contests *** the ability to give away prize money *** using extended server capacity. ** In addition, halalati.com could generate revenue from online advertisements and third party sales programs on the individual contest websites. * A ''low volume/high prize strategy'' via custom-tailored solutions ** Halalati would attract firms that were looking for individuals that would be interested in participating in specific contests or trying to win specific prizes (e.g., the Trollinger cocktail challenge). *** The firms would be charged a fee for a custom-tailored contest solution and its seamless integration in their existing internet presence (white-labeling). *** Halalati.com would act as a creative agency, providing additional consulting around the contest and also assuring its targeted marketing through various web channels. * A ''Software package / implement software solutions for businesses '' to be integrated in a firm’s infrastructure ** In this model, halalati would implement software solutions for businesses to run both internal and external contests by themselves. ** Potential customers could be sports organizations to manage their contests, but also businesses that were seeking to exploit contests internally as a new source of creativity. ** Halalati would offer a basic software package that could be custom-tailored to the needs of a particular IT-infrastructure. The eventual use and any type of marketing efforts were exclusively with the customer. Possible deal breakers: # Were individual internet users willing to dedicate their time to firms? # Would firms continuously rely on sourcing knowledge, ideas, and services from random people on the internet, and would they pay for a service like halalati to help them do so? # Would the idea of running contests wear out over time? Which of the outlined options for a business model was the most attractive one? Or were there even more promising options the halalati team should consider?