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Supplements the (A) case.

Describes a start-up company seeking to exploit population genetic data from long-lived, healthy people. The company must address legal, financial, ethical, and personal issues among its team to launch the company.

Discusses business development as it is practiced in many Internet companies. The focus is on companies in Silicon Valley.

Lucent Technologies' New Ventures Group has created innovative ways to commercialize Bell Labs research. The success of this approach now forces the group to evaluate whether to stay inside Bell Labs or become an external venture capitalist group.

Discusses U.S. and Japanese innovation systems. Illustrates these with comparative studies of computer and pharmaceutical industries. Probes effects of labor, capital, and customer market institutions on these sectors in the United States and Japan.

IBM must adapt its research process to the volatility of the Internet market. Issues include incentives, research charter, reward systems, and linkages to business units and customers.

Business incubators such as Hotbank, CMGI, and Idealab! are a booming industry. Offering office space, funding, and basic services to start-ups, these organizations have become the hottest way to nurture and grow fledgling businesses. But are incubators a fleeting phenomenon born of an overheated stock market, or are they an important and lasting way of creating value and wealth in the new economy? The authors argue that one type of incubator, called a networked incubator, represents a fundamentally new and enduring organizational model uniquely suited to growing businesses in the Internet economy. Its key distinguishing feature is its ability to give start-ups preferential access to a network of potential partners. Such incubators institutionalize their networking. That doesn't mean incubatees get preferential treatment; it means only that they have built-in access to partnerships that might not have existed without the incubator. Even with this advantage, however, networked incubators can easily follow the road to ruin. To avoid failure, they must create a portfolio of companies and advisers that their incubatees can leverage.

Discusses how Intel Corp. uses corporate venture capital to explore new technologies in new markets. Intel combines external investments with internal research and development.

Softbank Venture Capital (SBVC) has established a business incubator, Hotbank. Ellen Levy, a "Netbatsu Development Officer" with SBVC, is faced with a decision about which relationships among Hotbank/SBVC portfolio companies to facilitate.

Private venture capital casts a long shadow over corporate ventures, in part because they compete for the same entrepreneurial talent. Corporate venturing may improve its performance by emulating certain practices of private venture capital but will never achieve the structures that private venture capital can create. Instead, the design principles for corporate ventures should embrace potential structural advantages of corporate venturing and leverage those advantages. These potential advantages include: an indefinite time horizon, the ability to commit very large sums of capital, the ability to coordinate complementarities with non-tradable corporate assets, and the ability to retain greater group and organizational learning from failed venture experiences. Lucent's New Ventures Group adopts many useful practices of private venture capital, but retains some of the potential structural advantages of venturing within an established firm.

Intel has evolved a new approach to managing its industrial research, the distributed labs model. The benefits and limits of this model are explored.

Intel deployed a creative business model to commercialize its EUV technology in photolithography. This model assigned intellectual property and machine priority in an industry consortium.

Xerox has established a new spinoff that utilizes software technology developed at its PARC research facility. This spinoff, Inxight Software, is formulating its plans to commercialize PARC's technology via an OEM component business model.

Xerox has established a process to spin out technologies it develops that do not fit with its current business needs. To structure these "spinouts," a number of issues arise on how to treat people and intellectual property. PlaceWare is the first technology to go through this process.