Subject category:
Entrepreneurship
Published by:
Ivey Publishing
Version: 2010-10-27
Length: 12 pages
Data source: Field research
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Abstract
Companies face many challenges as they struggle to move from the start up to growth phase. Management may need to develop new talents. Infrastructure will need to be built and new activities engaged. Blue Orb is such a company. In the summer of 2009, the management team at Blue Orb was transforming the company from a research driven organization, with a specialty product serving a small market, to a direct market retailer playing in the video game industry. The case describes the situation and decisions faced by the founder and CEO of Blue Orb and the acting chief marketing officer (CMO) as they attempt the transition to a market driven company, with few resources and a short time frame. An immediate tactical decision needs to be made regarding the hosting of a video competition; but larger strategic decisions regarding the marketing function and general direction of the company are just over the horizon. This case is appropriate for use in an entrepreneurship course when the class is prepared to discuss marketing activities for new ventures, or the transition from start up to growth strategies. The case raises issues regarding generating market awareness and trial, as well as implementing strategy. The case may also be used in a business strategy class to illustrate decisions related to alternative paths to market and dealing with channel partners.
Location:
Industry:
Size:
Small
Other setting(s):
2009
About
Abstract
Companies face many challenges as they struggle to move from the start up to growth phase. Management may need to develop new talents. Infrastructure will need to be built and new activities engaged. Blue Orb is such a company. In the summer of 2009, the management team at Blue Orb was transforming the company from a research driven organization, with a specialty product serving a small market, to a direct market retailer playing in the video game industry. The case describes the situation and decisions faced by the founder and CEO of Blue Orb and the acting chief marketing officer (CMO) as they attempt the transition to a market driven company, with few resources and a short time frame. An immediate tactical decision needs to be made regarding the hosting of a video competition; but larger strategic decisions regarding the marketing function and general direction of the company are just over the horizon. This case is appropriate for use in an entrepreneurship course when the class is prepared to discuss marketing activities for new ventures, or the transition from start up to growth strategies. The case raises issues regarding generating market awareness and trial, as well as implementing strategy. The case may also be used in a business strategy class to illustrate decisions related to alternative paths to market and dealing with channel partners.
Settings
Location:
Industry:
Size:
Small
Other setting(s):
2009