Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 26.05.2005
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https://casecent.re/p/63080
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Abstract
This is the first of a two-case series (IMD-3-1541 and IMD-3-1542). This case describes the development of an engineering start-up between 1993 and early 2004, from its incorporation until a strategic turning point. The key factors determining the venture's business model are explored. Amongst them topics such as R&D collaborations, IP (intellectual property), and the venture's manufacturing and product delivery strategy will be discussed. As of early 2004 the venture faced a turning point. A new market loomed, offering potential for an exponential growth in sales. The reader is invited to analyse four alternative options in regards to how the venture could seize this opportunity.
Location:
Industry:
Size:
2003 revenues of CHF2.2 million, approximately 10 employees
Other setting(s):
February 2004
About
Abstract
This is the first of a two-case series (IMD-3-1541 and IMD-3-1542). This case describes the development of an engineering start-up between 1993 and early 2004, from its incorporation until a strategic turning point. The key factors determining the venture's business model are explored. Amongst them topics such as R&D collaborations, IP (intellectual property), and the venture's manufacturing and product delivery strategy will be discussed. As of early 2004 the venture faced a turning point. A new market loomed, offering potential for an exponential growth in sales. The reader is invited to analyse four alternative options in regards to how the venture could seize this opportunity.
Settings
Location:
Industry:
Size:
2003 revenues of CHF2.2 million, approximately 10 employees
Other setting(s):
February 2004