HSA 65th Anniversary Book

Into modernit y
Years of physical stability in Thayer Hall had spoiled HSA, which in FY94 again found itself
crammed into two separate rental properties. In FY96, under the stewardship of now–Board
member Michael Cronin, HSA kicked off a $3.5 million capital campaign to buy a place of
its own. A gift from Robert McCoy seeded the purchase of the former Manter Hall School
at 67 Mt. Auburn St. On February 5, 1997, a gleaming, remodeled Burke-McCoy Hall was
dedicated as HSA’s new permanent home. With four entire floors dedicated to carrying out
the business of HSA and Let’s Go, managers and editors could stop worrying about cramped
quarters and expiring lease agreements and could focus on maintaining and passing on their
services to future generations of HSAers.
As it leapt into the 21st century, HSA developed many of the characteristics that define the
company today. The senior executive team and Board of Directors were restructured, the role
of the professional staff was more clearly defined, and company bylaws were adapted to modern
needs. HSA said goodbye to several longtime agencies (Catering, Travel, and Union), but
modern fixtures such as the Center for Enterprise and the retail storefront of HSA Cleaners
seamlessly stepped in to take their place. Then, in FY02, HSA made a pivotal decision for the
company’s future: it purchased a tiny storefront at 52 JFK St. known as The Harvard Shop.
But nothing transformed HSA as much as the technological revolution. In FY96, www.
letsgo.com launched, followed quickly by www.hsa.net in FY97. Throughout the following
decade, both websites were continuously improved and new services were added for customers,
managers, editors, and anyone anywhere in the world who plugged into the information age.
In FY01, HSA made the critical move of making all its products and services available for
purchase online. By FY08, HSA’s business practices had gone from predominantly mail-in to
over 90% online.
HSA crested $5 million in revenue in FY01 as agencies like Cleaners and Distribution hummed
along as profitable campus staples, but no agency could compete with the explosive growth of
Let’s Go. In FY94, Let’s Go consisted of 20 books, covered four continents, and employed
just under 100 RWs. By the time the series reached its peak in FY03, the agency produced
41 guidebooks, covered six continents, shipped off over 200 RWs, hired 100 office staffers,
released 20 map guides, debuted a pilot television program, and shared its content in print,
online, and on the Palm platform. But as the travel industry suffered in the wake of September
11 and print media bowed under the pressure of the World Wide Web, leaner times were on
the horizon.
1994-
2005
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