In the spring of 1999, Matrix Semiconductor was a young startup to the point that the founders considered a major technological breakthrough. For more than a year, the company has focused almost exclusively on the invention of the technology: 3/4 3-D semiconductor memory chips that offer acceptable performance at a lower price. As the company neared the end of its first prototype, the founders needed to create a more integrated business strategy of the organization. Dan Steere recently joined the matrix, and in his new role as Director of Marketing, was asked to help identify practical options 3-D product, choose what markets to target, and decide on the appropriate business model for the company (based on the input from the rest of the matrix team). Evaluates the alternatives available to the company, the importance of the study and make strategic decisions. Also highlights some of the success factors and pitfalls young companies need to decide how they are prepared to stop focusing solely on the definition of a business opportunity and begin to focus on the development of a new legal business. "Hide
by Robert A. Burgelman, Robert Siegel, Lyn Denend Source: Stanford Graduate School of Business 28 pages. Publication Date: July 20, 2004. Prod. #: SM126A-PDF-ENG
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