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Compact case
Subject category: Entrepreneurship
Published by: INSEAD
Originally published in: 2003
Version: 08.2014
Revision date: 06-Apr-2016
Length: 4 pages
Data source: Generalised experience

Abstract

This is the third of a three-case series. This case covers a California-based, venture capital-backed start-up, Whistle Communications in 1997 as it seeks to overcome sales growth problems in the US through a number of strategic partnerships in Asia. Whistle Communications is the provider of the Interjet, a device that allows a small business to connect to an Internet Service Provider, gives each employee e-mail, ability to surf the web and create an Intranet protected by a rudimentary firewall. In the case series, three possible partnerships are considered by Darnaud, Whistle's head of business development. For courses with an entrepreneurship focus, it illustrates the importance of partnership strategies for start-ups. For courses with a focus on business development or strategic alliances, it explores the dynamics of a partnership where both firms seek to exploit existing assets and capabilities. This case could be contrasted with another case in which exploration (or the development of new assets and capabilities) is the primary goal.
Location:
Size:
80 employees
Other setting(s):
1990-1998

About

Abstract

This is the third of a three-case series. This case covers a California-based, venture capital-backed start-up, Whistle Communications in 1997 as it seeks to overcome sales growth problems in the US through a number of strategic partnerships in Asia. Whistle Communications is the provider of the Interjet, a device that allows a small business to connect to an Internet Service Provider, gives each employee e-mail, ability to surf the web and create an Intranet protected by a rudimentary firewall. In the case series, three possible partnerships are considered by Darnaud, Whistle's head of business development. For courses with an entrepreneurship focus, it illustrates the importance of partnership strategies for start-ups. For courses with a focus on business development or strategic alliances, it explores the dynamics of a partnership where both firms seek to exploit existing assets and capabilities. This case could be contrasted with another case in which exploration (or the development of new assets and capabilities) is the primary goal.

Settings

Location:
Size:
80 employees
Other setting(s):
1990-1998

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