Dudley, Dentists and Design: A 3D Disruption Dilemma
(6 pages of text)
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.
This case is intended for use in the strategy formulation section of a strategic management/business policy course and for courses in innovation and technology management. The case is suitable for senior undergraduate and graduate students and for executive education associated with management in disruptive technology arenas.
Students will face the following issues when deciding how to advise management what to do next:
- Conventional product/market strategic decisions are difficult in a context of finite resources.
- Market demand is highly uncertain and is dependent upon factors affecting industry level factors that affect rates of adoption of a disruptive technology.
- Recent publicity has both increased the number of opportunities and the number of competitors and is likely to impact rates of adoption of the disruptive technology.
Professional, Scientific, and Technical Services
Canada, Small, 2014
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