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Prize winner
Case
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Reference no. IMD-3-1614
Published by: International Institute for Management Development (IMD)
Originally published in: 2006
Version: 13.02.2008
Length: 27 pages
Data source: Field research

Abstract

This is the fourth of a five-case series (IMD-3-1611 to IMD-3-1615). It requires an integrative analysis of an entrepreneurial opportunity born in Sweden in 1996. The case summarizes the personal situation for one of the founders Patrik Bernstein and the choices he made in order to pursue his dream of becoming an entrepreneur. It describes the opportunity- the backpack Boblbee - its technical details, marketing, and supply chain and the market in which it is supposed to compete. Overall the case gives the students the opportunity to: (1) eveluate Boblbee as an entrepreneurial opportunity; (2) consider a potential investment opportunity; (3) evaluate the major risk factors and challenges going forward and how to manage them; (4) define Boblbee''s Customer Value Proposition; and (5) develop a comprehensive internally-consistent business model, covering supply chain and production, marketing and sales, entry and growth strategies, financing, etc.
Size:
Turnover 2003 USD2.5 million
Other setting(s):
1996-2004

About

Abstract

This is the fourth of a five-case series (IMD-3-1611 to IMD-3-1615). It requires an integrative analysis of an entrepreneurial opportunity born in Sweden in 1996. The case summarizes the personal situation for one of the founders Patrik Bernstein and the choices he made in order to pursue his dream of becoming an entrepreneur. It describes the opportunity- the backpack Boblbee - its technical details, marketing, and supply chain and the market in which it is supposed to compete. Overall the case gives the students the opportunity to: (1) eveluate Boblbee as an entrepreneurial opportunity; (2) consider a potential investment opportunity; (3) evaluate the major risk factors and challenges going forward and how to manage them; (4) define Boblbee''s Customer Value Proposition; and (5) develop a comprehensive internally-consistent business model, covering supply chain and production, marketing and sales, entry and growth strategies, financing, etc.

Settings

Size:
Turnover 2003 USD2.5 million
Other setting(s):
1996-2004

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