Entrepreneurship

Case Solution for CardSmith
Complete Case details are given below :
Case Name :      CardSmith
Authors :           William Bygrave, Carl Hedberg
Source:              Babson College
Case ID:             BAB138
Discipline :        Entrepreneurship
Case Length :    18 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case follows a classic student venture from on-campus conception in 1994, to harvest during the late 90s Internet wave, to its rebirth as a virtual business model. The enterprise began as a paper-based debit card that enabled Dartmouth College students to purchase merchandise at participating local pizza shops, copy centers, coffeehouses and the like. By the time founder Taren Lent and his partner took their system online in 1996, the ‘Green Card’ had a broad campus following, significant vendor participation, and average monthly revenue of $160,000. The entrepreneurs funded their expansion with informal investments from family, friends, angels, and a bank loan. In 1999-near the peak of the Internet bubble-they were scooped up by Student Advantage, a ‘high-concept’ venture-backed dot-com that was spending millions to build online market share in the higher-education space. Taren, who was heading up the campus card division, was astounded at how little attention was being paid to pursuing viable revenue models. When Student Advantage ultimately (and somewhat predictably), ran out of money and was liquidated, the campus card segment was sold to Blackboard. Taren Lent, however, had other ideas. He and a new partner left to start a virtual card venture focused on the higher education market. That focus would soon be put to the test by compelling opportunities that are doable, but not within their narrow strategic focus; e.g. business campuses, theme parks, and government agencies like NASA.

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Case Solution for Bladelogic (A)
Complete Case details are given below :
Case Name :      Bladelogic (A)
Authors :           Jennifer Walske, Andrew Zacharakis, Carl Hedberg
Source:              Babson College
Case ID:             BAB153
Discipline :        Entrepreneurship
Case Length :    12 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Bladelogic, a high flier in the large and growing market of data center automation software, had reached a critical juncture. The company, which had already garnered two rounds of venture funding and closed deals with dozens of blue-chip firms, appeared to be headed in the right direction. Revenues, however, were becoming increasingly hard to forecast. As the CEO, Dev Ittycheria’s leadership position was entirely based on his ability to execute in a tough, high-stakes environment. Monthly board meetings were becoming increasingly tense; Bladelogic was becoming vulnerable to missing its revenue forecasts unless one or two “big” deals came through at the end of each quarter. With less than twelve months of cash left at the firm’s current burn rate, Dev knew that they were going to need another round of capital well ahead of schedule. Current investors were in no mood to put more money in at a higher valuation, so the company was facing the very real prospect of a down round . Dev knew they had to get additional capital fast…but how could he secure a new financing round without the participation of existing investors? At what price would the current investors participate?

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CASE SOLUTION FOR LightWorks Optics
Complete Case details are given below :
Case Name :      LightWorks Optics
Authors :           Anne T. Lawrence, Anthony I. Mathews, Erik Noyes
Source:              Babson College
Case ID:             BAB144
Discipline :        Entrepreneurship
Case Length :    17 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Could a small, employee-owned company meet its ambitious growth goals without compromising its high-involvement culture? LightWorks Optics, based in Orange County, California, made highly sophisticated optical components for defense aeronautics, space exploration, and commercial applications. Early in its history, LightWorks had set up an employee stock ownership plan, or ESOP, under which employees gradually built up equity in the closely held firm. In 2007, the three founders indicated that they hoped to sell their shares to the ESOP trust in a leveraged buyout in 2012. In order for that to happen, the company needed to improve its revenue and profitability significantly; that, in turn, would require that it bring in more contracts, especially ones requiring high-volume production. But, LightWorks had to pay attention to its core capabilities and what it could, and could not, do effectively. Moreover, the company prided itself on its culture of ownership-one in which all employees had a stake in the business and a voice in its decisions. Could the president, Dan Barber, and his top management team reach a consensus on how to expand production without losing the benefits of a culture of ownership?

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Case Solution for Feed Resource Recovery
Complete Case details are given below :
Case Name :      Feed Resource Recovery
Authors :           Andrew Zacharakis, Reuben Zacharakis-Jutz
Source:              Babson College
Case ID:             BAB156
Discipline :        Entrepreneurship
Case Length :    16 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Shane Eten is passionate about being an entrepreneur and finds an opportunity in managing food waste; a Clean Technology startup. Shane develops a plan for an anaerobic digester that will convert grocery store food waste into energy and organic fertilizer. The case explores Shane’s entrepreneurial journey, from working in a high tech startup, a low tech candle maker, an MBA student to gaining recognition in business plan competitions for the anaerobic digester. At the point in time of the case, Shane needs to raise some capital to develop a prototype and prove his concept. Shane struggles in identifying sources for the $250,000 he needs to launch his dream. Although Shane has garnered lots of interest from potential investors during his success in business plan competitions, his venture is too early and the capital needed is too small for venture capitalists. He could seek angel capital, but how can he identify these “hidden” angels? Friends and family are a possibility, but Shane isn’t sure that his contacts have enough capital available for him. Besides, he would like to preserve as much ownership as possible at this point in time, because he recognizes that he’ll need to raise more capital to build out the company if the prototype is successful. This is a good case to explore alternative sources of capital.

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Case Solution for Boston Innovation District Turns Two
Complete Case details are given below :
Case Name :      Boston Innovation District Turns Two
Authors :           Daniel J. Isenberg
Source:              Babson College
Case ID:             BAB200
Discipline :        Entrepreneurship
Case Length :    11 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
As Boston’s Mayor Thomas Menino had repeated many times before many audiences, between his widely noted 2010 address and May 2012, “There has never been a better time for innovation in urban settings than now and there should be no better place than in Boston.”

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Case Solution for Building a Women’s Hospital in Coimbatore, India
Complete Case details are given below :
Case Name :      Building a Women’s Hospital in Coimbatore, India
Authors :           Gaurab Bhardwaj
Source:              Babson College
Case ID:             BAB701
Discipline :        Entrepreneurship
Case Length :    35 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case relates an entrepreneurial effort by Dr. M. Govindarajan and her son Jay Govindarajan to build a high-quality hospital focused on women’s health in Coimbatore, a mid-sized city in India. Despite its recent economic growth, India remains a lower-middle-income country with a poor state of health care for a majority of its people. The entrepreneurs abandon their initial desire to target low-income women, as it proves to be economically unviable. Their focus shifts to higher-income women. With no success in raising funds, the family invests almost all its wealth in the new venture. A chance meeting leads Jay to open a fertility clinic in a neighboring city to generate revenue with plans to open more such clinics in other cities. Dr. Govindarajan expresses an interest in starting a blood bank and a specialized ambulance service. The case ends in June 2011 with the hospital opening delayed by several months. Meanwhile, a competitor has emerged with a name similar to theirs, having hired away some of their medical and paramedical professionals. In response, Jay considers acquiring an expensive machine based on a new technology to gain a competitive edge. Should he buy this machine? Given the larger contextual changes in the economy and the health-care sector, what other decisions should he make?

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Case Solution for MakerBot: Challenges in Building a New Industry
Complete Case details are given below :
Case Name :      MakerBot: Challenges in Building a New Industry
Authors :           Ruth Gilleran, Erik Noyes
Source:              Babson College
Case ID:             BAB706
Discipline :        Entrepreneurship
Case Length :    17 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Like Apple did, Makerbot Industries offered its first product in the form of a kit. Enthusiasts, who wanted to build their own 3D printer and enter the brave new world of personal manufacturing could create any object in their imagination-as long as it was no bigger than a coffee cup. The founders of Makerbot–Bre Pettis, Adam Mayer and Zach Smith–were each passionate about bringing affordable 3D printing to the masses. Moreover, they would not betray their commitment to open technology and open innovation. Above all else, they wanted to make their 3D printers understandable to and modifiable by users. They did this by keeping every aspect of their 3D printers’ hardware and software open and adaptable. Through the creation of Thingaverse.com (a universe of things), an expanding army of Makerbot enthusiasts could upload, share and modify a growing array of 3D objects, including toys, small inventions, medical devices and even architectural models. What advantages did Makerbot’s strategy of openness bestow? How was Makerbot positioned for future battles in the emerging personal manufacturing industry with Hewlett-Packard and others? Lastly, how did Makerbot turn a unique research endeavor into a powerful idea attracting venture funds from Jeff Bezos, The New York Times and venture capitalists?

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Case Solution for Can Growth Entrepreneurship Take Root in Denmark’s Central Region?
Complete Case details are given below :
Case Name :      Can Growth Entrepreneurship Take Root in Denmark’s Central Region?
Authors :           Daniel J. Isenberg
Source:              Babson College
Case ID:             BAB707
Discipline :        Entrepreneurship
Case Length :    17 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Bent Mikkelsen is executive director of economic development for Denmark’s second largest region, MidJutland (Central Denmark Region).. As the case opens, he is contemplating comments he has read suggesting that one of the main programs within his entrepreneurship responsibilities, the Growth House program, may not be working as well as he and others had hoped. This is the core program in his entrepreneurship development responsibilities, and a flagship program developed for the regions by the federal Danish Business Authority. The case describes Denmark’s entrepreneurship and innovation policies, as well as its accomplishments, at least in terms of achieving top rankings in entrepreneurship policies by the Organisation for Economic Co-operation and Development and the European Union. Whereas more high-growth venture activity has evolved in Copenhagen, no one in Denmark claims that this is sufficient, and serious doubt that this success can be replicated in the other four regions, including MidJutland. Should every region be a locus of high-growth entrepreneurship, when talented entrepreneurs are moving to Copenhagen for its concentration of resources? Despite the fact that historically, numerous global ventures have emerged from the Central Denmark region, it appears that these older-generation entrepreneurs are not very involved in stimulating entrepreneurship among the current generation. Mikkelsen must decide if and how to tap into the expertise of the successful global Danish firms in entrepreneurial development in the region, increase the rate and effectiveness of angel investing in new ventures, and position the Growth House program better so as to accelerate private sector investment. He also wonders if the existing social and economic development programs are actually deterring risk-taking, and whether it might be time for regional authorities to stop playing such an active role.

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