The case illustrates the deepening solutions, processes, and results of two recent MBA graduates to develop and run in clean technology (cleantech), launching the company. The case asks students to compare and contrast the available clean technologies, discuss their pros and cons, and to make an attractive offer business.
case illustrates the tensions, compromises and adaptation problems associated with the design of clean technology companies in the changing regulatory, financial, and competitive context (Ontario, Canada, 2006-present). Several points decision in the case is, students critically and consistently assess the prospects of clean technology companies and developing interaction between technology and strategy in the new clean energy in Canada. For the understanding of the specific challenges faced by venturing team, students are asked to deal with the contradictions and Canadian environmental policy priorities in the energy sector, will discuss the competitive tension or symbiotic relationship between officials and destroyers, and actively align the new design strategy of the enterprise and quickly morphing regulatory, technological and competitive environment. The case discussion also opens a broader platform for the study of the role of officials and destructive business models in informing the provincial and national response to climate change, and, in general, the role of clean technology venture and venture capital in the development of climate change and willingness to green energy decisions. "Hide
by Adam Reed, Oana Branzei, Stewart Thornhill Source: Richard Ivey School of Business Foundation 16 pages. Publication Date: November 26, 2010. Prod. #: 909M43-PDF-ENG
