E-device: Choosing the right growth strategy (A)

The eDevice case is at the crossroads of two basic issues: 1) What options for growth are available to the entrepreneur? 2) How to make a new technology a commercial success and--more specifically--how, and under what conditions, can a company speed up the adoption of disruptive technology? eDevice was officially founded in October 1999. It was considered a pioneer in the Internet connection devices market. The company's software--SmartStack--allowed customers in business-to-business markets to monitor all sorts of appliances 24 hours a day, 7 days a week from any location using the Internet as a virtual connection tool. Case A describes the Internet connection devices market, eDevice's product, its customers and its growth until the end of 2001. In September 2001--two years and two rounds of financing after he founded the company--Marc Berrebi, eDevice's CEO, faced a choice of four strategic directions that would define his company's future and should allow it to go public by the end of 2004. Case A is supported by video A, in which Berrebi explains some of the barriers in selling new technology, using his first client as an example. In case B (video) Berrebi presents the strategic choices he made and the consequences they had in the period between September 2001 and May 2003. In case C (video) Berrebi describes the company's next challenge: how to accelerate demand in a reluctant market and in the current economic conditions.(IMD Catalogue No. 719; Runtime 17 minutes)

The eDevice case is at the crossroads of two basic issues: 1) What options for growth are available to the entrepreneur? 2) How to make a new technology a commercial success and--more specifically--how, and under what conditions, can a company speed up the adoption of disruptive technology? eDevice was officially founded in October 1999. It was considered a pioneer in the Internet connection devices market. The company's software--SmartStack--allowed customers in business-to-business markets to monitor all sorts of appliances 24 hours a day, 7 days a week from any location using the Internet as a virtual connection tool. Case A describes the Internet connection devices market, eDevice's product, its customers and its growth until the end of 2001. In September 2001--two years and two rounds of financing after he founded the company--Marc Berrebi, eDevice's CEO, faced a choice of four strategic directions that would define his company's future and should allow it to go public by the end of 2004. Case A is supported by video A, in which Berrebi explains some of the barriers in selling new technology, using his first client as an example. In case B (video) Berrebi presents the strategic choices he made and the consequences they had in the period between September 2001 and May 2003. In case C (video) Berrebi describes the company's next challenge: how to accelerate demand in a reluctant market and in the current economic conditions.(IMD Catalogue No. 720; Runtime 4 minutes)