個案資料

Impulsesoft Private Ltd (IS) was a Bangalore-based information technology that was engaged in developing Bluetooth (BT) middleware. The founders had wanted to build a software product out of India that targeted a global market. This desire was verbalized as an idea “to build a Sony or HP (Hewlett-Packard) out of India” and “build a world-class products company.” In its infancy, IS undertook different kinds of development projects for third parties and considered several other options until it discovered BT middleware as an area of focus. The company eventually became profitable, with 52 employees by 2005 and a branch office in Silicon Valley. Impulsesoft’s BT software was in 50 per cent of all BT stereo headphones being shipped at the time. The market for BT-embedded accessories grew rapidly, but chip manufacturers began to incorporate BT features in their chips and gave away the technology for free, and the long-term outlook for IS deteriorated. There were also doubts about the scalability of a technology licensing business model. At this juncture, the president and CEO of Impulsesoft received a proposal from the CEO of TEN Technology, a customer of IS and a $20 million company, suggesting a merger of the two companies. The CEO of Impulsesoft needed to make a decision.

This case is intended for use in a course on entrepreneurship for MBA students; however, it can also be used in strategy and business policy courses at the MBA and executive education levels. An ideal target group would be executives from the information technology and information science sectors. The case is also useful for students who are planning a career in private equity, venture capital, or investment banking. The case will help students:<ul><li>Apply the concept of the entrepreneurial S-curve in analyzing the managerial process in Impulsesoft.</li><li>Apply effectuation theory; apply the prescriptions from the Pashin 3D pillar framework of enterprise evolution; and understand the limitations of the technology licensing model.</li><li>Understand transition in a growing enterprise, strategy-making in a busy, technology-saturated world, and the dynamics of decision making in an entrepreneurial team.</li><li>Create a situation-specific strategy that builds on the various transition models while recognizing the limitations of each.</ul></li>

• High Technology
• Technology Convergence
• Bluetooth
• Technology Licensing
• Silicon Valley
• India
• Ivey/ISB