學門類別
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Renewable Energy Co.
內容大綱
After half a year researching technologies and examining the current and future environment for renewable energy in Ontario, Canada, two MBA graduates must decide which renewable energy field to enter — solar photovoltaic, wind, hydroelectric, geothermal, biogas, or ocean. Each choice represents great opportunities, and the entrepreneurs must ensure that they select the most suitable technology based on their experience and management skills, and on the market potential and risk.
學習目標
The case illustrates the venturing decisions, processes, and outcomes of two recent MBAs who design and launch a clean technology (cleantech) start-up venture. The case asks students to compare and contrast the clean technologies available, discuss their pros and cons, and articulate a compelling business proposition.<br><br>This case illustrates the tensions, trade-offs, and adaptation challenges involved in designing a clean technology venture in a changing regulatory, funding, and competitive context. The multiple decision points in the case have the students critically assess the prospects of clean technology ventures and the evolving interface between technology and strategy in Canada’s emerging clean energy sector. Beyond understanding the challenges faced by the venturing team, students are asked to engage with the controversies and priorities of Canada’s environmental policies in the energy sector, discuss competitive tension or symbiotic relationships between incumbents and disruptors, and actively align new venture design and strategy with a rapidly changing regulatory, technological, and competitive environment. The case discussion also opens up a broader platform for exploring the role of incumbents and disruptive business models in informing provincial and national responses to climate change, and, more generally, for considering the role of cleantech venturing and venture capital in fostering climate change readiness and greener energy solutions.