The company built yield management into its business system and adapted this to a penetration pricing strategy to build location, brand and product awareness.

In several European countries it was able to build upon some degree of brand awareness created by the marketing activities of its sister company, the airline EasyJet.

In its subsequent rapid pan-European (and New York) expansion it overestimated demand for similar Internet cafés with hundreds of PCs open 24 hours a day at locations other than the most popular capital city epicentres for tourists and travellers.

The business was reorganised on a franchising model focusing on more compact and locally managed sites operating with higher rates of occupancy.

An easyEverything spokesman responded described the sites as "offensive" owing to the images that they contain, but was unable to offer a clear definition of "obscene" content.

[7] In 2003 the chain was found liable for copyright infringement occurring when customers used its CD-burning service to burn illegally downloaded music to their own CDs.