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This case describes the development of a new venture in the context of the new venture division of a large, diversified corporation. The case documents the key activities of different managers in the strategic process of venture development. The teaching objective of this case includes: to illustrate the problems of internal corporate venturing, particularly after the successful start-up of one product; to show the role and key activities of different players in the corporate venturing process, and to illustrate the influences and pressures of the corporate context; and to review the characteristics of a typical successful entrepreneur and to show the problems internal entrepreneur face in large corporation.