Nacre (B): a Steep and Risky Climb to Success: Decisions & Consequences

Description

This case B cannot be taught as a stand-alone case, but is a direct continuation of the FocusCase "Nacre: Turning a Lab Idea into a High-Growth Firm (A)" [EFC-2-E]. This case B describes the strategic decisions and actions of the CEO and how eventually, this firm - with only 12-15 employees at that time (plus a large contract manufacturer) - manages to land a US-$30 million deal with the US Marine Corp. Soon after, this company is acquired by a large corporation, making this deal the most successful exit in Europe in that year (2007). Afterwards the firm gets integrated into the new parent corporation and proves to be one of the best technologies available in the market. A related video [EV-6] with the CEO is providing complimentary information and material to teach the case.

Learning Objective

This FocusCase allows to discuss the difficulties of turning a lab idea into a working product. It also helps to understand the differences between research findings, a technology, a prototype, and an industrialized product. Furthermore, it allows for strategic discussions about market selection, go-to-market strategies, market focus as well as issues related to industrializing a product. Also, it can be used to illustrate how a small firm can leverage external firms to reach their very ambigious objectives.

Related Documents

• Nacre (A): Turning a Lab Idea into a High-Growth Firm: The challenges of bringing an innovative device technology to market
• Nacre (A): la transformación de una idea de laboratorio a una empresa de alto crecimiento: Los retos de comercializar un dispositivo tecnológico innovador
• Dynamic Focused Case Collection on Growth Challenges - Teaching Note

Keywords

Crisis management Industrialization Innovation Outsourcing and Subcontracting Product development R&D Technology management