Ivey Publishing

Strategic Management of Technological Innovation

Schilling, M.A.,4/e (United States, Mc-Graw Hill - Irwin, 2013)
Prepared By Gautam Swain,
Chapter and Title Chapter Matches: Case Information
Chapter 1:

Thompson S.H. Teo, Kian Teck Chua, Zhiyi Yong, Timothy Dao Sheng Lim, Jonathan Jun Jie Boon

Product Number: 9B15M096
Publication Date: 12/21/2015
Revision Date: 12/21/2015
Length: 8 pages

This case introduces the key features of Google’s wearable technology product “Glass” and illustrates the tensions that Google faced over the development and marketing of this product. The case goes on to highlight the growing backlash that Google experienced when promoting Glass.

Teaching Note: 8B15M096 (10 pages)
Industry: Information, Media & Telecommunications
Issues: Innovation, risk
Difficulty: 4 - Undergraduate/MBA

Luis Alfonso Dau, David T.A. Wesley

Product Number: 9B12M040
Publication Date: 4/5/2012
Revision Date: 4/5/2012
Length: 10 pages

This case examines two of the leading video rental services in the United States, Blockbuster and Netflix, and how each adapted to changing technology and market forces. At the end of the case, Blockbuster has declared bankruptcy and Netflix has seen its first decline in subscribers since its founding in 1997. Netflix also faces a number of new threats, including illegal file sharing, rental kiosks, and new low-cost video-on-demand (VOD) services. Netflix responds to these threats by announcing that it will split the company in two — Netflix will focus exclusively on streaming content, while a new subsidiary called Qwikster will be restricted to providing DVDs by mail. Customers overwhelmingly react negatively to the announcement, and Netflix’s stock price plunges by more than 50 per cent.

Teaching Note: 8B12M040 (7 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Competitive Advantage; Innovation; Technological Change; Technological Disruption; Movie Rental Industry; United States
Difficulty: 2 - Intro/Undergraduate

Chapter 2:
Sources of Innovation

Jayanthi Ranjan, Sandeep Puri

Product Number: 9B14M132
Publication Date: 12/5/2014
Revision Date: 11/28/2014
Length: 9 pages

Ideas Kitchen is a medium-sized kitchen maker that specializes in customizing the modular kitchen. As a result, it has built a loyal customer base. Business has been relatively good for Ideas Kitchen, and the company has been doing well financially. It has been capitalizing on the burgeoning growth of the modular kitchen market in India. However, several foreign players have begun entering the Indian market and almost all of them have been expanding at a rapid pace either through franchise models or by opening showrooms in a number of cities. The founder of Ideas Kitchen is in a dilemma about whether to stay a niche business or to take a bold step toward expanding product range and geographical reach.

Teaching Note: 8B14M132 (8 pages)
Industry: Manufacturing
Issues: Business expansion; marketing strategy; environment; India
Difficulty: 5 - MBA/Postgraduate

Chris Street, J. Robert Mitchell

Product Number: 9B14M140
Publication Date: 11/19/2014
Revision Date: 11/19/2014
Length: 2 pages

An entrepreneur has a venture idea that he believes can be successful. After his family’s farm was sold to a company, the entrepreneur was contacted by the new owners and asked for help finding farmers to rent the land. This request formed the seed of his idea that a website could be used to link farmers with landowners for the purpose of land rental. Following an invitation to submit an application to a local business pitch competition, the entrepreneur faces many questions about what steps he should take to launch the business, specifically what he should do, how he should do it and when and why he should take these actions. The entrepreneur is also challenged to act entrepreneurial in the face of uncertainty.

Teaching Note: 8B14M140 (20 pages)
Industry: Real Estate and Rental and Leasing
Issues: Uncertainty; growth; action; Canada
Difficulty: 4 - Undergraduate/MBA

Chapter 3:
Types and Patterns of Innovation

Bryan Hong, Dave Tang

Product Number: 9B15M098
Publication Date: 10/1/2015
Revision Date: 3/26/2018
Length: 10 pages

Rocket Internet, a unique technology incubator based in Germany, invests in and develops startups in Europe and emerging markets that are versions of successful technology firms primarily located in the United States, such as eBay, Zappos, Amazon and Groupon. Fundamentally, the company seeks to reduce the uncertainty of entrepreneurial startup ventures by imitating proven business models and replicating them in other geographic regions. Rocket Internet has recently begun to expand into emerging markets more aggressively, and its chief executive officer must now decide on the best strategy to continue the firm’s global expansion.

Teaching Note: 8B15M098 (8 pages)
Industry: Information, Media & Telecommunications
Issues: Technology, expansion, uncertainty
Difficulty: 4 - Undergraduate/MBA

Glenn Brophey, Evan Stubbert

Product Number: 9B15M061
Publication Date: 6/11/2015
Revision Date: 6/11/2015
Length: 11 pages

The managing partner of Proto3000, a 10-year-old 3D Printing services and supply firm, was both gratified by the recent explosion of popular media coverage of 3D Printing that was certain to bring his firm additional opportunities, and concerned as to how his company could maintain their broad leadership position as new competitors began to join the fray. As the managing partner began thinking about what to do next, he wondered whether he should stick with his biggest market segments or diversify into new markets that seemed to hold a lot of promise. In addition, he wondered which challenges associated with the disruptive technology that his industry revolved around he needed to consider as he plotted a course forward for Proto3000.

Teaching Note: 8B15M061 (8 pages)
Industry: Professional, Scientific, and Technical Services
Issues: 3D printing, disruptive technology, innovation, product/market choice
Difficulty: 4 - Undergraduate/MBA

Chapter 4:
Standards Battle and Design Dominance

Deborah Compeau, Cato Pastoll, Tyler Rochwerg, Brandon Vlaar

Product Number: 9B15E002
Publication Date: 5/26/2015
Revision Date: 5/26/2015
Length: 12 pages

In December 2012, the management of Starbucks Canada, an autonomous subsidiary of the U.S.-based multinational coffeehouse chain, is trying to decide how best to implement mobile payments in its 1,350 locations across Canada. While the company has currently been using a mobile application to accept payments through its proprietary Starbucks Card, rival Tim Hortons has recently introduced a more advanced mobile payment solution. There are many new and emerging technologies to choose from, including Square Wallet, Bluetooth Low Energy Beacons, MintChip and Mobile Wallet/Credit Card Near Field Communication. Will these systems allow for an enhanced store experience? Are customers ready to start paying with their smartphones? And which payment service will be the Canadian lead going forward? The future of Starbucks and mobile payments is exciting, but the choices are almost overwhelming.

Teaching Note: 8B15E002 (8 pages)
Industry: Accommodation & Food Services
Issues: Mobile payments; technology implementation;
Difficulty: 4 - Undergraduate/MBA

W. Glenn Rowe, Mehdi Hossein Nejad

Product Number: 9B14M075
Publication Date: 6/18/2014
Revision Date: 6/18/2014
Length: 15 pages

In 2013, after years of success, Samsung, a manufacturing conglomerate based in Korea but with offices, research and development divisions and factories worldwide, is established as a global powerhouse in the smartphone industry. But success has revealed opportunities and challenges that need to be addressed as the company navigates the competitive landscape. Samsung has sold more phones than rivals such as Nokia and Apple and is also a major player in the increasingly popular tablet computer market. Given the volatility of the industry and the market, in addition to the dynamic relationships between suppliers, manufacturers, technology providers, application developers and operating systems, Samsung needs to think carefully about its next competitive steps. Specifically, it has to think about one very important issue: should it continue to rely on Google’s Android operating system, or should it seriously consider an in-house software ecosystem?

Teaching Note: 8B14M075 (8 pages)
Industry: Information, Media & Telecommunications
Issues: Industry analysis; competitive strategy; smartphone; strategy formulation; global
Difficulty: 4 - Undergraduate/MBA

Chapter 5:
Timing of entry

Sayan Chatterjee, Kayleigh Fitch

Product Number: 9B16M024
Publication Date: 2/26/2016
Revision Date: 3/22/2016
Length: 9 pages

Uber was a technology company that relied on its mobile app and word-of-mouth advertising to reach customers interested in its transportation services. It prided itself on being an on-time, stylish, unique, and modern transportation option. However, in 2014, Uber faced many challenges and questions as an industry incumbent. Could its business model succeed despite being heavily reliant on buyers’ willingness to pay a substantial premium in some situations? Could the model be sustained and expanded into cities worldwide? How could the regulations protecting the taxi industry be overcome in so many diverse markets? Finally, how could Uber position its business model in a way that would create entry barriers to keep rivals out of the market?

Teaching Note: 8B16M024 (15 pages)
Industry: Transportation and Warehousing
Issues: Sharing economy, network model, rapid expansion, regulation, taxi, cab, hackney carriage, competition, rideshare, apps, UberCab, regulatory issues, metered, surge pricing, point-to-point transportation, lightweight infrastructure, value proposition, global strategy, service diversity
Difficulty: 4 - Undergraduate/MBA

Dietmar Sternad

Product Number: 9B14M072
Publication Date: 7/28/2014
Revision Date: 7/28/2014
Length: 16 pages

AWARD WINNING CASE - This case was one of the winners of the 2014 John Molson MBA Case Writing Competition. GREENoneTEC, the global market leader in manufacturing flat plate solar thermal collectors, was facing new challenges: the potential market entry of Chinese low-cost competitors and a substitution threat from photovoltaics. The company’s founder and chief executive officer had developed GREENoneTEC from a garage start-up to the industry’s leading firm; however, GREENoneTEC’s research and development, production, quality, sales and distribution strategies, and diversification into other segments of the solar market would all have to be considered from new angles. How could GREENoneTEC create and maintain a sustainable competitive advantage in this changing and difficult environment?

Teaching Note: 8B14M072 (12 pages)
Industry: Manufacturing
Issues: Low-cost competition; competitive advantage; solar industry; Austria
Difficulty: 5 - MBA/Postgraduate

Brian Anderson, Ken Mark

Product Number: 9B12A022
Publication Date: 7/25/2012
Revision Date: 7/11/2012
Length: 16 pages

AeroMechanical Services, Ltd. has a superior aircraft-monitoring product, FLYHT, which is significantly more advanced than the typical flight data recorder used by airlines. It can be easily installed and provides a wide range of real-time information that could be critical for airlines looking to reduce costs and improve safety. Yet it continues to struggle to get its solution adopted by major airlines. The vice president of business development for AeroMechanical is looking for a way to cross the chasm to expand sales from the early-adopter market to the major carriers.

Teaching Note: 8B12A022 (10 pages)
Industry: Manufacturing
Issues: Market Analysis; Market Entry; Market Strategy; Strategy Implementation; Canada
Difficulty: 4 - Undergraduate/MBA

Simon Parker, Ken Mark

Product Number: 9B10M028
Publication Date: 3/22/2010
Revision Date: 5/4/2017
Length: 10 pages

Twitter has become an incredibly popular micro-blogging service since its launch in 2006. Its founders have ambitious plans for the service, and are backed by hundreds of millions of dollars of venture capital funding, which values the company at $3.7 billion in 2011. Twitter seems to attract a diverse audience of users, such as political organizers looking to disseminate information to their followers; businesses looking to reach out, in real time, to potential customers; and social users. The company charges consumers nothing for its service. By 2011, competitors have emerged, some of whom are financially strong. It remains unclear - at least to some observers - whether the company will ever make money from its service.

Teaching Note: 8B10M28 (10 pages)
Industry: Other Services
Issues: Social Networking Media; Strategic Positioning; New Venture
Difficulty: 4 - Undergraduate/MBA

Chapter 6:
Defining the Organization’s Strategic Direction

Jung Kwan Kim, Ahreum Lee, Sinéad Monaghan, Ram Mudambi

Product Number: 9B16M021
Publication Date: 3/4/2016
Revision Date: 1/28/2016
Length: 12 pages

In 2014, FotoNation, an international venture previously located in Ireland, produced innovative solutions for digital photography from its headquarters in California. At the core of FotoNation’s technology were its proprietary algorithms, which were embedded in software and used in over 2 billion digital devices such as the cameras in smartphones. The company placed an emphasis on research, and it had its research and development units in Romania, Ireland, and the Western United States. However, after being acquired by Tessera Technologies in 2008, FotoNation had to relocate its top management team from Ireland to the headquarters of Tessera Technologies in the United States. FotoNation’s management had some difficult decisions to make in light of the acquisition. How would a research-based product fit into the grand scheme of Tessera Technologies? How would FotoNation compete with larger industrial players, while coping with the relocation of its top-tier staff?

Teaching Note: 8B16M021 (7 pages)
Industry: Professional, Scientific, and Technical Services
Issues: New venture, global knowledge networks, facial recognition, algorithms, cameras, R&D, Omron, Arcsoft, consumer electronics, digital, imaging, IP, intellectual property, smartphone, acquisition, photo correction
Difficulty: 5 - MBA/Postgraduate

Jean-Louis Schaan, Ramasastry Chandrasekhar

Product Number: 9B15M032
Publication Date: 3/25/2015
Revision Date: 3/25/2015
Length: 12 pages

The newly appointed innovation manager at Purolator, a market leader in the parcel delivery industry in Canada, is under pressure to deliver quick wins. The manager faces three dilemmas in his role, which is the first-of-its-kind in the company. How should he bring innovation to the attention of Purolator employees, particularly the senior managers? How should he develop the roadmap and set an agenda for unveiling innovation at Purolator? How should he ensure that innovation becomes a source of long-term competitive advantage at Purolator?

Teaching Note: 8B15M032 (10 pages)
Industry: Other Services
Issues: Competitive strategies; managing change; process rigor; Canada
Difficulty: 5 - MBA/Postgraduate

Chapter 7:
Choosing Innovation Projects

Edward Gamble, Simon Parker, Peter W. Moroz, Parker Baglole, Ryan Cassidy

Product Number: 9B14C037
Publication Date: 8/19/2014
Revision Date: 8/11/2014
Length: 12 pages

An entrepreneur in Atlantic Canada believes he has a five to six year window to capitalize on the growth of his newest venture, Maritime Bus, a passenger transportation and parcel delivery service, before his retirement. Having turned around a business that lost $12 million over the previous eight years in less than six months, he believes he has the opportunity to continue this success. However, he is unsure what strategies to follow to achieve growth: expand the parcel service, partner with other transportation operators to attract more riders, increase marketing efforts or move into Newfoundland and Labrador. He is also unsure about the value of the business and how he can smoothly and profitably transfer his ownership shares to his partner, one or more of his children or an external investor. Any decision needs to be made in consultation with his family.

Teaching Note: 8B14C037 (9 pages)
Industry: Transportation and Warehousing
Issues: Entrepreneur leadership; exit strategy; valuation; Canada
Difficulty: 4 - Undergraduate/MBA

Simon Parker, Rocky Liu

Product Number: 9B10A013
Publication Date: 5/21/2010
Length: 6 pages

MusicJuice.net is a new website designed to bring together musicians and a fan-base in order to raise finance for new bands. It enables musicians to bypass the large established record companies and their high royalty takes, while giving fans direct contact and involvement with exciting new acts. It is an example of a venture idea transported from one country (the Netherlands) and applied in a new and larger geographical setting (North America). The case illustrates the novel crowd-sourcing business model, which is designed to raise finance from customers rather than the entrepreneur. Most importantly, the case illustrates the challenges of starting new Internet ventures and the early stage founding issues that are involved. After a long and costly delay in establishing their website, the two founders of MusicJuice.net have struggled to generate any interest or even awareness amongst online musicians and fans, despite only limited competition from other players in the marketplace - a situation, which is already beginning to change. Students are asked what the entrepreneurs behind MusicJuice.net can do to raise awareness of their service and to generate enough customers to survive.

Teaching Note: 8B10A13 (8 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Internet; Competition; Dominant Designs; New Venture Challenges; Startups
Difficulty: 4 - Undergraduate/MBA

Chapter 8:
Collaboration Strategies

Paul W. Beamish, Harold Crookell

Product Number: 9B16M043
Publication Date: 3/24/2016
Revision Date: 1/5/2017
Length: 9 pages

This case is about a small American auto parts producer trying to diversify its way out of dependence on the major automakers in 2013. A promising new product is developed and the company gets a chance to license it to a Scottish manufacturer. The issue of whether to license or go it alone in international markets is central to the case. A full class sequel to this case is available, titled Cameron Auto Parts: Joint Ventures, Licensing or Exporting, 9B16M044.

Teaching Note: 8B16M043 (7 pages)
Industry: Manufacturing
Issues: corporate strategy, exporting, licensing, joint venture; SME
Difficulty: 4 - Undergraduate/MBA

Ali Taleb, Jon Capus

Product Number: 9B15M082
Publication Date: 8/31/2015
Revision Date: 7/27/2017
Length: 11 pages

In 2012, Sanofi, a French pharmaceutical company, was considering forming a joint venture with the American soft drinks giant Coca-Cola to develop and commercialize a new line of beauty drinks, “Beautific,” which would provide health and beauty benefits to consumers. Rumours about the partnership in the press had been met with anger from Sanofi’s employees and skepticism from market analysts. It was unclear whether the initiative made sense from a strategic point of view for Sanofi. How different was the initiative from similar past projects that had been met with reluctance by consumers? What were the implications of internal dissent within Sanofi? Venturing into the beauty drinks business might signal a shift by Sanofi away from research and development-driven drugs. Would association with Coca-Cola, a company often decried for contributing to poor health, help or damage the reputation of a pharmaceutical company like Sanofi?

Teaching Note: 8B15M082 (7 pages)
Industry: Manufacturing
Issues: Value chain configuration; strategic positioning; strategic alliance; industry creation
Difficulty: 4 - Undergraduate/MBA

Chapter 9:
Protecting Innovation

Anand Nandkumar, Charles Dhanaraj, Mridula Anand

Product Number: 9B12M111
Publication Date: 1/17/2013
Revision Date: 1/11/2013
Length: 13 pages

This case presents complex managerial challenges that stem from the institutional context in emerging markets, particularly in relation to the intellectual property regime and its impact on business strategy. The case centres around a multinational pharmaceutical firm, Novartis International AG (Novartis), that is waiting on a major court decision regarding patent policy as it pertains to one of the firm’s products.

The case takes students through the company’s journey in marketing a promising anti-cancer drug that had global sales of US$3.9 billion in 2009. Novartis’ global success with this drug is being challenged by the changing institutional environment surrounding innovation and pharmaceutical patents. The company’s decision to patent the drug in India and challenge the institutional system of patent law is meeting significant resistance from those who argue that the drug is neither novel nor affordable for most patients. With key domestic players staking their claim to the large pool of patients who could benefit from the drug, the case focuses on a controversial patents law. Given the uncertainty of the court’s final decision on these matters, students are asked to develop an action plan for the company’s future.

Teaching Note: 8B12M111 (10 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Emerging markets; intellectual property; business plan; India
Difficulty: 5 - MBA/Postgraduate

Alex Beamish, Paul W. Beamish

Product Number: 9B09C018
Publication Date: 9/18/2009
Revision Date: 3/24/2010
Length: 8 pages

In September 2009, Brian Lee purchased a computer game developed by a major company and, like other customers, he was experiencing difficulty running it. The source of the problems was a highly restrictive system of digital rights management (DRM), which, while more or less universally disliked, was causing serious technical problems for a minority of users. Lee began to share his experience on the company's message board and was engaging in a debate about online piracy with a company representative. He was curious about piracy in the file-sharing age and wondered why it would be wrong to download a pirated version of the game with the DRM circumvented. The case deals with an issue which resonates with students. Although the context is simple, the problem is complex, thus giving instructors wide latitude on how to teach the case. It is suitable for modules or courses focused on ethics, service operations, intellectual property rights and information technology.

Teaching Note: 8B09C18 (7 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Service Recovery; Intellectual Property; Internet; Ethical Issues
Difficulty: 4 - Undergraduate/MBA

Chapter 10:
Organizing for Innovation

Simon Parker, Ramasastry Chandrasekhar

Product Number: 9B14M169
Publication Date: 1/13/2015
Revision Date: 1/13/2015
Length: 14 pages

Since 2006, Alcatel-Lucent, an international telecommunications equipment manufacturer based in Paris, France, has been conducting boot camps for its employees to provide business training and help them monetize their innovative ideas with a view to creating value for the company. The program has led to 32 projects of which two have been commercialized, three transferred to business units within Alcatel-Lucent and one spun off. In 2012, however, the boot camps were discontinued due to a cost reduction program aimed at making the company cash-flow positive. Now, in June 2014, after a change in top management and a desire to regain the innovative edge against its competition has revived the idea, the company’s director of Open Innovation & Intrapreneurship is facing three dilemmas: how to reconcile the big business intolerance for failure with failure-prone intrapreneurship, how to design a forward-looking component into intrapreneurship and how to change the design and architecture of the boot camp in its new edition.

Teaching Note: 8B14M169 (3 pages)
Industry: Information, Media & Telecommunications
Issues: Business ventures; building internal collaborations; establishing systems and structures; innovation boot camps; exit plans; leveraging internal ideas; creating intrapreneurs; France
Difficulty: 4 - Undergraduate/MBA

Jean-Louis Schaan, Ramasastry Chandrasekhar

Product Number: 9B14M119
Publication Date: 10/9/2014
Revision Date: 10/10/2014
Length: 13 pages

The world’s second largest home appliances company has introduced a change in its global organization structure. Electrolux AB has consolidated its research and development, marketing and design functions at the top to form what is known as the “Innovation Triangle.” This change is in tune with the pursuit of innovation as a source of differentiation in a competitive industry. The concept has been tested in Electrolux Brazil for four years before being scaled up globally. The amplified version of the Innovation Triangle has a singular objective: to facilitate innovation enterprise-wide by leveraging cross-functional, cross-geographical and cross-business synergies. The ultimate goal is to launch new products faster, better and in greater number. The unveiling of the new organizational structure presents an opportunity for the company's Innovation team to review the company’s ongoing innovation initiatives. The four-member team grapples with issues around improving the company’s innovation pipeline.

Teaching Note: 8B14M119 (7 pages)
Industry: Manufacturing
Issues: Innovation triangle; culture; internal collaborations; best practices; differentiation; scaling up; Sweden
Difficulty: 4 - Undergraduate/MBA

Claus Rerup, John Lafkas

Product Number: 9B06C006
Publication Date: 4/11/2006
Revision Date: 9/16/2009
Length: 14 pages

Learning Lab Denmark, a research and development institute, encountered many of the difficulties typically experienced by start-ups, especially obstacles that involve developing a set of routines for getting things done. In other respects LLD faced several distinct challenges that are specific to its charter. This case describes in detail the history behind the formation of Learning Lab Denmark, the goals and the organizing principles underlying LLD and its sub-components, the various personnel roles and issues, including performance problems, criticism and paradoxes that arose in the first couple of years. The supplement, Organizing from Scratch: The Learning Lab Denmark Experience (B) case, product 9B06C007, picks up the story and discusses significant organizational changes.

Teaching Note: 8B06C06 (18 pages)
Industry: Educational Services
Issues: Visioning; Leadership; Entrepreneurial Business Growth; Organizational Design
Difficulty: 4 - Undergraduate/MBA

Chapter 11:
Managing the New Product Development Process

Michael A. Roberto, Matthew Los Kamp

Product Number: 9B15M125
Publication Date: 12/21/2015
Revision Date: 12/21/2015
Length: 14 pages

Betaspring was a mentorship-driven startup accelerator program for technology and design entrepreneurs. Founded in Rhode Island in 2009, it was one of the highest-ranked and longest-operating accelerators in the United States and was notable for being headquartered outside Silicon Valley. However, debate had emerged about the value provided by accelerators, and in August 2014 Betaspring faced two crucial strategic questions. Had a bubble emerged in the accelerator industry? If so, should Betaspring change its business model in order to survive a potential industry shakeout?

Teaching Note: 8B15M125 (22 pages)
Industry: Professional, Scientific, and Technical Services
Issues: start-up, accelerators, lean startup
Difficulty: 4 - Undergraduate/MBA

Donald A. Pillittere

Product Number: 9B11M117
Publication Date: 1/26/2012
Length: 6 pages

The HR 500 Plus Scanner case examines how, in 2000, the Eastman Kodak Company confronts a drastic change in technology (from traditional to digital photography) that is eroding revenue and margins by double digits in its core film, paper, and chemical business. Matt Giorgio, the worldwide product manager for film scanners, is being pushed by upper management to extend the life of film to provide cash for the painful and less profitable transition to digital photography. With limited overall research and development (R&D) and a dictate from the CEO for flawless execution of projects, Giorgio and his team take an aggressive approach to develop, in less than a year, a scanner that can both stave off film market erosion and minimize the program’s impact on corporate R&D. Missing the team’s goal of nine months could cost him his job and leave the company vulnerable to even greater erosion of film, paper, and chemical sales.

Teaching Note: 8B11M117 (11 pages)
Issues: Disruptive Technology; Project Management; Product Marketing; Operations Management; Photography; United States
Difficulty: 4 - Undergraduate/MBA

Chapter 12:
Managing New Product Development Teams

Matthew Wong, Darren Meister

Product Number: 9B16M003
Publication Date: 1/13/2016
Revision Date: 1/28/2016
Length: 6 pages

Joyus is a growing online video shopping marketplace specializing in women’s health, beauty and fashion products. After three years of operations and having recently secured substantial funding, the company is poised for future growth. The co-founder and chief executive officer faces the difficult challenge of building the right management team and the appropriate organizational structure to support the company’s desired growth. She needs to structure the organization from a human resources perspective, by evaluating the organizational needs and determining the right mix of skills, abilities and personalities required for success.

Teaching Note: 8B16M003 (14 pages)
Industry: Information, Media & Telecommunications
Issues: Growth, leadership, organizational culture
Difficulty: 4 - Undergraduate/MBA

Torben Pedersen, Marcus M. Larsen

Product Number: 9B09M079
Publication Date: 12/23/2009
Length: 17 pages

With a change in management in 2005 came a radical reorganization and the announcement of several new strategic initiatives. Among the initiatives was the establishment of the Vestas Technology research and development (R&D) business unit with an aim of achieving global leadership in all core technology areas and, consequently, strengthening the core competence for the company. By 2008, Vestas had succeeded in setting up a global R&D network with R&D centres in Denmark, the United Kingdom, Singapore and India, and, in early 2009, a centre was opened in the United States. This transformed Vestas into a high-tech company and put a greater emphasis on its technological innovations.

Teaching Note: 8B09M79 (13 pages)
Industry: Manufacturing
Issues: Research and Development; Global Strategy; Value Chain; Technology Transfer
Difficulty: 4 - Undergraduate/MBA

Chapter 13:
Crafting a Deployment Strategy

Sandeep Puri, Shivani Upadhyay, Siddharth Agarwal, Debasish Chatterjee

Product Number: 9B16M026
Publication Date: 3/3/2016
Revision Date: 2/22/2016
Length: 11 pages

Paytm enjoyed a position as the leader in India’s market for mobile wallets, a digital service that enabled payments to be made through mobile devices. Paytm’s major client, Uber, which developed and operated a smartphone-based, ride-hailing app as a way to compete with traditional taxi companies, had initially used Paytm’s mobile wallet as the sole payment mode for Uber rides in India. However, in 2015 Uber revised its payment policy by adding a variety of payment options, such as debit cards, credit cards, and the addition of several other mobile wallet providers. Did Uber’s strategies and plans represent a major concern for Paytm? Amid such changes in the highly competitive digital payment industry, what strategies should Paytm adopt to expand its own offerings and maintain its position as the market leader? What other options could the company pursue to ensure its sustainability and continuous growth?

Teaching Note: 8B16M026 (8 pages)
Industry: Other Services
Issues: Mobile wallet, e-commerce, business development, online retailing, mobile applications,
Difficulty: 5 - MBA/Postgraduate

Mark Zbaracki, Maziar Raz

Product Number: 9B14M097
Publication Date: 7/30/2014
Revision Date: 7/30/2014
Length: 9 pages

In January 2014, the chief executive officer of AutoTherm, a small smart-thermostat design company located in Toronto, Canada, was considering the company’s future in light of the uncertainties and fast changing dynamics of the industry. As an incumbent and small engineering firm, AutoTherm’s plans to sell its first product, B133, through partnership with a large electronics company had not been quite successful. Given the dire state of the company’s financial resources, how can AutoTherm be rescued and go forward?

Teaching Note: 8B14M097 (8 pages)
Industry: Manufacturing
Issues: Industry analysis; strategy; implementation; start-up; Canada
Difficulty: 4 - Undergraduate/MBA

Chris Laszlo, Abdel Latif Ladki, Abraham Weiner

Product Number: 9B13M125
Publication Date: 12/20/2013
Revision Date: 12/20/2013
Length: 8 pages

Ecovative Designs (Ecovative), a start-up company in upstate New York, uses an innovative process to combine agricultural waste and mycelium (mushroom “roots”) to grow forms for use in a wide variety of applications, especially a protective packaging material. Not only does this new product replace the need for the environmentally harmful alternative, extruded polystyrene, but the production process is less energy intensive. It exemplifies the cradle-to-cradle design indicative of a sustainably embedded product and attractive to companies looking to reduce their carbon footprint. In just a few years, Ecovative has expanded from a lab to a large facility funded partly through research grants and partly from contracts with two large corporations. In 2013, the partners are considering whether to sign a contract with Sealed Air, one of the largest distributors of packaging materials in the world, but the deal would mean relinquishing control over the only profitable segment of their company. They are considering alternative growth strategies to find the one that fits best with their goal: to have the largest impact on the planet while remaining profitable.

Teaching Note: 8B13M125 (10 pages)
Industry: Manufacturing
Issues: Sustainability; science, biomimicry; United States
Difficulty: 5 - MBA/Postgraduate