HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeE-device: Choosing the right growth strategy (A)back to Strategy

Case Study

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

By Jacques Horovitz, Carole Low and Els Van Weering

24 pages

November 2003

Order this case study

Reference: IMD-3-1346

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.

Keywords

Software, Internet, Technology

Settings

1999-2003

Type

Field Research

Available Languages

English

Related material

Teaching note, Video

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

E-device: Choosing the right growth strategy (A)
E-device: Choosing the right growth strategy (B) (Video case)
E-device: Choosing the right growth strategy (C) (Video case)

This case study is part of a series

E-device: Choosing the right growth strategy (A)
E-device: Choosing the right growth strategy (B) (Video case)
E-device: Choosing the right growth strategy (C) (Video case)

E-device: Choosing the right growth strategy (B) (Video case)

By Jacques Horovitz and Els Van Weering
Case reference: IMD-3-1347 ©2003

Summary

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)

Reference IMD-3-1347

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

Related topics

Strategy

Browse all topics

Related content

Case Study

E-device: Choosing the right growth strategy (B) (Video case)

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 techn...

Strategy

By Jacques Horovitz and Els Van Weering

Case Study

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 techn...

Strategy

By Jacques Horovitz, Carole Low and Els Van Weering

Keep reading

Article

Where Mario Draghi’s €800bn industrial strategy for Europe falls short

The former Italian premier and ECB president’s call for massive EU investment is a wake-up call to Europe’s economic stagnation. But can the contin...

Embracing circularity - Long-term profitability

Julia Binder and Manuel Braun delve into why a circular approach to business can help build more resilience and boost profitability.

Strategy

By Julia Binder and Manuel Braun

in I by IMD

Article

Abstract thinking: how artworks can sharpen decision-making

Peter Lorange explains how artworks support his decision-making process and can also help new businesses thrive.

Decision Making Strategy

By Peter Lorange

in I by IMD

Article

How a new approach to demand planning can redefine success

Demand Planning Key Performance Indicators (KPIs) are frequently criticized for being too complex or irrelevant. However, an emerging approach is g...

Strategy

By Ralf W. Seifert, Richard Markoff and Matthew Spooner

in I by IMD

Article

Navigating global and local strategies: FUCHS’ journey in China and what other businesses can learn about their approach

FUCHS SE's journey in China shows how its FUCHS2025 strategy balances global ambitions with local agility, leveraging local expertise for global in...

Strategy

By Rouven Acquaviva

in I by IMD

Article

Long-term orientation, family-intensive governance arrangements, and firm performance: An institutional economics perspective

In this study, we examine the effect of cultural long-term orientation on the likelihood of adopting more family-intensive governance arrangements ...

Family Business Performance Management Strategy

By Michele Pinelli, Francesco Debellis and Alfredo De Massis

in Small Business Economics

August 2024, vol. 63, pp. 731-754, https://doi.org/10.1007/s11187-024-00877-4

Article

NIO Customer Experience - Resetting the standard

Never heard of NIO? Those who haven't are set to become few and far between, as the electric vehicle (EV) maker continues its fast and furious rise...

Innovation Leadership Strategy

By Stéphane J. G. Girod, Rui Meng and Hui Zhang

in I by IMD

26 July 2024

Case Study

Should Unilever pivot from being purpose-led?

The case study delves into strategic transformation and leadership transitions at Unilever since 2009. Unilever has been an industry leader of busi...

Strategy Marketing Purpose Sustainability Diversity and Equity and Inclusion

By Goutam Challagalla and Samaja Penumaka

Article

Strategic planning in volatility: The dance between agility and core strengths

Understanding your organizational capacity for agility and responding to events accordingly is the key to success in the new business environment, ...

How to navigate our future world order - Maha Hosain Aziz

In a post-pandemic era shaped by wars, climate change, and new technologies, Maha Hosain Aziz outlines the main risks and shock events that could d...

Long-term orientation, family-intensive governance arrangements, and firm performance: An institutional economics perspective

By Michele Pinelli Francesco Debellis and Alfredo De Massis
in Small Business Economics August 2024, vol. 63, pp. 731-754, https://doi.org/10.1007/s11187-024-00877-4

Summary

In this study, we examine the effect of cultural long-term orientation on the likelihood of adopting more family-intensive governance arrangements ...

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Family Business

Performance Management

Strategy

Browse all topics

NIO Customer Experience - Resetting the standard

By Stéphane J. G. Girod Rui Meng and Hui Zhang
in I by IMD 26 July 2024

Summary

Never heard of NIO? Those who haven't are set to become few and far between, as the electric vehicle (EV) maker continues its fast and furious rise...

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Innovation

Leadership

Strategy

Browse all topics

Should Unilever pivot from being purpose-led?

By Goutam Challagalla and Samaja Penumaka
Case reference: IMD-7-2578 ©2024

Summary

The case study delves into strategic transformation and leadership transitions at Unilever since 2009. Unilever has been an industry leader of business sustainability. Paul Polman was a pioneer who introduced the idea that, by addressing social and environmental problems, a company can unlock new growth opportunities. Polman launched a 10-year Sustainable Living Plan with three objectives: to enhance health and well-being, livelihoods and environmental sustainability. Alan Jope followed in Polman’s path and launched a novel plan for the new decade called The Unilever Compass, focused on sustainability. Unilever took a strategic turn during Jope’s tenure and asked the brands to use their products to solve social issues. He called this “purpose-led branding,” which confused investors. They believed social branding would take the company’s focus away from growth. Tensions were high at Unilever and resulted in a change in leadership. The company wants to focus on growth, which raises questions about the future of corporate sustainability at Unilever.

Reference IMD-7-2578

Organization Unilever

Industry Consumer Goods

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Marketing

Purpose

Sustainability

Diversity and Equity and Inclusion

Browse all topics