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Learn more about entrepreneurship at MIT:
Authors: Archana Kalegaonkar, Jonathan Lehrich and
Richard M. Locke
Biocon India Group has just formed a new subsidiary, Clinigene, to provide services in clinical trials. Concerns abound, however, as to whether this new subsidiary could prove to be a distraction or worse to this enzyme and pharmaceutical manufacturer.
Compsis at a Crossroads
Authors: Jonathan Lehrich, Paul John Paredes and Ramesh Ravikumar
In 2004, after a year of declining revenues, Brazilian startup Compsis, the leading systems integrator for electronic toll collection in Brazil, was considering whether and how to enter new markets, particularly the United States.
Conexia: Entering the U.S. Market
Authors: Katie Barrett, Anand Mohanrangan, Teru Tanaka and Yipeng Zhao
Since 2003, Buenos Aires-based Conexia had grown successfully by providing electronic billing and reconciliation services to the Argentinean healthcare market. In 2010, the company was preparing to enter the U.S. market, where healthcare, insurance, and payment providers were in rapid flux.
Authors: Ketan Bhole, Jordan Lee, Eileen Lu and Indrajit Sen
In early 2009, Taiwan-based CX Technology was looking for new markets to enter. A leading manufacturer of cold-forged steel, the company was considering entering the automotive industry as a Tier 2 supplier. At a time when the future of the U.S. automotive industry was in peril, the question was where and how.
Digital Divide Data
Authors: Anju Mathew, Grete Rød, Jaime Villalobos and David Yates
Digital Divide Data had grown from a small IT outsourcing company in Cambodia to an internationally recognized social enterprise. In 2009, the company was weighing how best to grow while safeguarding its social mission: to offer training and employment to disadvantaged youth.
Ecommerce at Yunnan Lucky Air
Authors: Inaki Berenguer, Liu Jing, Li Liang, Cai Shijun and Ningya Wang
In 2008, China-based Yunnan Lucky Air, a low-cost, domestic airline modeled after Southwest Airlines in the United States, was searching for new competitive advantages in China’s increasingly competitive yet heavily regulated airline industry. Ecommerce was being looked to as one growth strategy.
Empowering Lives in Kenya: The Chebaiywa Clinic
Authors: Paul Cassleman, Burt LaFountain, Brian Newkirk and Akbar Thobhani
In the small western Kenya community of Kipkaren, the faith-based Empowering Lives International ran a clinic offering basic medical care. In early 2009, David Tarus reflected on the development of his organization, its role in the community, and the mission he and his colleagues served, while keeping the recent mandate from the organization’s board in mind: making the clinic financially sustainable.
I+MED Laboratories: Expanding Beyond Thailand
Authors: Jennifer Jeng, Laura Rieber, Gautam Shewakramani and Irina Starikova
Rapid-test manufacturer i+MED wanted to be the missing link between Thailand’s national research and development laboratories and the global biotechnology markets. In 2009, eight years after its founding, i+MED was ready to launch its first breakthrough product outside of Thailand. The company had set its sights on India.
Authors: Benjamin Black, Ajit Dansingani and Dong Min Kim
In early 2008, in response to new labor laws and increasingly complex staffing requests from clients, Chile-based Kibernum was in the process of evolving from an IT professional staffing firm to a full-fledged software factory. A team of MIT Sloan students was helping the company develop its new business plan. But with only three weeks on-site, the team needed to decide where it should focus its efforts in order to be a truly effective partner.
Mercy Corps and KeBal Healthy Food Carts: Sustaining and Scaling Up
Authors: Erica Carlisle, Chris Lin, Libby Putman and Emily Sporl
In early 2010, Mercy Corps, a global nongovernmental organization (NGO), wanted to find a way to turn its KeBal pilot project, which sold nutritious food from food carts to kids in Jakarta, Indonesia, into a self-sustaining, scalable business that would benefit the local communities. Although the Mercy Corps office had concluded that growth would be best served by franchising, that conclusion left them with further questions.
Pakistan: A Story of Technology, Entrepreneurs and Global Networks
Authors: Tania Aidrus, Sarah Bird and Sameer Sabir
In 2007, Asad Jamal, a Pakistani-born entrepreneur and founder of ePlanet Ventures, a technology-based fund, wondered whether his firm should be one of the first entrants in the largely untapped market of Pakistan. The country’s political, economic, and social situation posed a number of opportunities and risks that Jamal had to weigh very carefully.
Authors: Aaron Rackoff, Kevin Anthony, Roger Erdong Chen and Wai Yan Wong
In 2008, startup PPS.tv, a China-based, peer-to-peer online video provider, was under pressure to deliver profits and a larger user base. With several growth strategies to choose from, PPS.tv needed to make a decision—one that would appeal to potential investors.
Resolute Marine Energy: Power in Waves
Resolute Marine Energy (RME) founder and CEO Bill Staby and COO Olivier Ceberio believed their company’s wave energy desalination system could provide safe and affordable drinking water to water-stressed communities. They set their sights on launching RME’s Wave2O system in Ugu, South Africa, population 700,000, where wave energy was abundant. Keeping in mind the many commercial failures of wave energy companies that came before them, what Staby and Ceberio were less certain of in the spring of 2012 was which of three strategic approaches to take as they worked to commercialize RME’s unique technology.
Robin Chase, Zipcar and an Inconvenient Discovery
In October 2000, with just a couple of weeks until the three-month-old car sharing startup closed on its first round of funding, Zipcar co-founder Robin Chase made an alarming discovery: the amount of revenue that Zipcars had generated for the month of September was half of what she estimated. After spending the previous 10 months networking, building a team, overseeing technology development, seeking funding, and otherwise navigating the confusing maze of twists and turns that entrepreneurs face in launching new ventures this was one set-back she was not expecting. The question facing Chase was what could and should she do to set the company on a profitable course, and fast, while safeguarding the company’s developing relationship with its 430 members.
Srinivasan Services Trust: Combating Poverty with Entrepreneurship
Authors: Racheal Rutendo Chimbghandah, Shirley Xue Li, Marie No and Jennifer Louise Tutak
Since 1996, Srinivasan Services Trust (SST) had successfully improved the lives of thousands of rural Indians by helping establish village enterprises. In late 2009, SST Chairman Ashoke Joshi was trying to decide what role the trust should play in helping beneficiaries scale up their enterprises and increase their profits.
CleanStart: Simulating a Clean Energy Startup
, David Miller and Joe Hsueh
In this live, web-based simulation, participants play the role of the founder of a new startup company in the exciting and competitive clean tech sector. Can you develop your technology into a successful company? Each quarter you must set prices, decide how many engineers and sales people to hire, and set compensation, including salary, stock, options and profit sharing. Will you pitch your firm to venture capitalists or bootstrap and remain 100% employee owned? Will you win customers and become cash flow positive before you run out of funds? Will you succeed and take your firm public?
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