The inventor and founder of DEKA research was deciding whether to commercialize his latest invention, the Segway Human Transporter, a self-balancing, battery-operated scooter. The transporter was envisioned as an alternative mode of personal transportation in traffic-clogged urban environments. It also had potential application in developing countries with a limited transportation infrastructure. With the versatility to carry riders on sidewalks, rough ground, icy surfaces and inside buildings, the market potential seemed unlimited. Yet, the Segway Human Transporter represented an unconventional transportation choice for potential users. Would there be a market for it, or would it be seen as nothing more than a cool invention? Should the inventor proceed with commercialization, and if so, how?
BLES Biochemicals Inc., a research and development company, specializes in natural surfactants. After many years of trying, the president has finally obtained approval for the company's only product, BLES, which is used to help premature babies suffering from respiratory distress syndrome--without it, they could die. The company was able to sell the product in advance of receiving approval but with the news of receiving the go ahead, the president had to decide his next move. The obvious step was to pursue international expansion: The worldwide market potential for BLES was incredible. However, there were trade-offs associated with each of the markets under consideration. Moreover, the inherent risks associated with growth gave him cause for concern. He was anxious to develop a growth strategy that explicitly considered the interests of the company, prospective patients, his family, his partners, and his employees.