EasyEverything: The internet shop
By February 2000 easyEverything the first chain of large Internet cafés to be conceived anywhere in the world had already successfully launched 5 shops in London. The company also aggressively planned to launch an additional 50 shops across Europe by 2002. EasyEverything was just one of several companies operating under the UK-based parent company easyGroup which also managed easyJet airlines and several other start-up ventures. Stelios Haji-Iaonnou chairman and owner of easyGroup was a charismatic and wealthy entrepreneur known for his down to earth “no frills” style that had come to exemplify the easy brand. His mission for easyEverything was simple: to make easyEverything the cheapest way to access the Internet. He also envisioned easyEverything as a virtual alternative to department stores where users could shop send emails and surf the Internet. He proclaimed “EasyEverything can be a betting center a music store a cinema or a travel agency. We can become the Wal-Mart of Internet access.” However some industry experts questioned whether Internet cafés were a viable long- term concept because of rapid changes in technology such as wireless Internet access. Furthermore easyEverything faced several internal challenges in 2000 which included how to quickly replicate the business model and how to incorporate innovative ideas while expanding. Despite these challenges managers at easyEverything realized that there were significant opportunities for growth because of the endless revenue-generating possibilities that the Internet offered.
2000
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications
- EasyEverything: The internet shop
- EasyEverything: The internet shop (Abridged)
- Www.easyrentacar.com
- EasyEverything: The internet shop
- EasyEverything: The internet shop (Abridged)
- Www.easyrentacar.com
Case reference: IMD-3-0874 ©2000
Research Information & Knowledge Hub for additional information on IMD publications
Case reference: IMD-3-0876 ©2000
Research Information & Knowledge Hub for additional information on IMD publications
Case reference: IMD-3-0875 ©2000
Research Information & Knowledge Hub for additional information on IMD publications

Today’s workforce often includes a mix of permanent employees, freelancers, and outside contractors – but even organizations with mostly external workforces or highly autonomous workforces need proximity to succeed over the long term. Here are fou...

Set in 2024, the case describes the trajectory of Nike's success and how it had recently lost its way. The company was experiencing its worst slump in more than 10 years. Since 2020, CEO Donahoe oversaw a significant shift away from wholesale, wit...

Corporate leaders must stop being passive spectators and actively shape geopolitical outcomes to drive global competitiveness and collaboration.

This brief case exercise presents an increasingly common business scenario: An established player acquires a small, agile start-up to re-energize its value proposition. In this case, established global beauty giant UrbanLuxe acquires beauty start-...

Trump’s unconventional negotiation strategy reveals how game theory in negotiations can shape power, commitment, and outcomes before talks begin.

In an age that prizes agility, breaking up is a strategy rather than a surrender, argues IMD’s Salvatore Cantale, as CFOs step forward as architects of value in the de-conglomeration era.

What does it take to move from CFO to CEO? Four top executives share candid lessons on leadership, risk, growth, and redefining the finance role.
In an increasingly uncertain world, how do companies plan for the long term? Take this short quiz to test your knowledge of future readiness, and read on for insights from future-ready companies.

Use our AI Trust Checklist to avoid bias, hallucinations, and deepfakes. Practical tips to build trust in your AI systems.
Shenzhen Power-Solution (SPS), founded in 2009 in China as an entrepreneurial venture, disrupted traditional lighting markets in African villages with its flagship product, Candles Killer. This solar lamp, priced under $5, replaces hazardous keros...
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications