Entrepreneur Business Case Study


In the following experiment, you will solve two decision problems. These problems arise in the context of building a new company for an imaginary product. A detailed description of the product follows this introduction.

Although the product is imaginary, it is technically feasible and financially viable. The data for the problems have been obtained through realistic market research—the kind of market research used in developing a real world business plan. So far, the entrepreneurs who participated in this study found the project both interesting and feasible.

Before you start on the product description and the problems, I do need one act of creative imagination on your part. I request you to put yourself in the role of the lead entrepreneur in building this company—i.e., you have very little money of your own to start this company, and the experience you describe above.

Description of the product:

You have created a computer game of entrepreneurship. You believe you can combine this game with some educational material and profiles of successful entrepreneurs to make an excellent teaching tool for entrepreneurship. Your inspiration for the product came from several reports in the newspapers and magazines about increasing demand for entrepreneurship education; and the fact that a curriculum involving entrepreneurship even at the junior high or high school level induces students to learn not only business-related topics but math and science and communication skills, as well.

The game part of the product consists of a simulated environment for starting and running a company. There are separate sub-simulations of markets, competitors, regulators, macroeconomic factors and a random factor for "luck." The game has a sophisticated multi-media interface—for example, a 3D office where phones ring with messages from the market, a TV that will provide macroeconomic information when switched on, and simulated managerial staff with whom the player (CEO) can consult in making decisions. At the beginning of the game, the player can choose from a variety of businesses the type of business he/she wants to start (For example: manufacturing, personal services, software, etc.) and has to make decisions such as which market segment to sell to, how many people to hire, what type of financing to go for, etc. During the game, the player has to make production decisions, such as how much to produce, whether to build new warehouses or negotiate with trucking companies, etc.; marketing decisions, such as which channels of distribution to use, which media to advertise in, and so on; management decisions involving hiring, training, promoting, and firing of employees, and so on. There is an accounting subroutine that tracks and computes the implications of the various decisions for the bottom line. The simulation's responses to the player's decisions permit a range of possible final outcomes—from bankruptcy to a "hockey stick."

You have taken all possible precautions regarding intellectual property. The name of your company is Entrepreneurship, Inc. The name of the product is Venturing.

Problem 1: Identifying the market

Before we look at some market research data, please answer the following questions, one at a time:

1. Who could be your potential customers for this product?

2. Who could be your potential competitors for this product?

3. What information would you seek about potential customers and competitors—list questions you would want answered.

4. How will you find out this information—what kind of market research would you do?

5. What do you think are the growth possibilities for this company?

Problem 2: Defining the market

In this problem you have to make some marketing decisions.

Based on secondary market research (published sources, etc.), you estimate that there are three major segments who are interested in the product:

Segment Estimated total size

SegmentEstimated total size
Young adults between the ages of 15 and 2520 Million
Adults over 25 who are curious about entrepreneurship30 Million
200,000 institutions
The estimated dollar value of the instructional technology market is $1.7 billion. The estimated dollar value of the interactive simulation game market is $800 million. Both are expected to grow at a minimum rate of 20% p.a. for the next 5 years.

The following are the results of the primary (direct) market research that you have completed.

Survey #1: Internet users were allowed to download a scaled down version (Game stops after 15 minutes of playing) of the prototype and were asked to fill out a questionnaire.

You get 600 hits per day.
300 of them actually download the product.
You have 500 filled out questionnaires so far.

Willing to pay ($)Young Adults (%)Adults (%)Educators (%)

Survey #2: The prototype was demonstrated at two Barnes & Noble and three Borders Bookstores in Pittsburgh.

Willing to pay ($)Young Adults (%)Adults (%)Educators (%)

Survey #3: Focus Group of educators (high school and community college teachers and administrators)

The educators who participated in the focus group find the product exciting and useful—but want several additions and modifications made before they would be willing to pay a price of over $150 for it. As it is, they would be willing to pay $50-80 and would demand a discount on that for site licenses or bulk orders.

Both at the bookstore demo and the focus group, participants are very positive and enthusiastic about the product. They provide you good feedback on specific features and also extend suggestions for improvement. But the educators are particularly keen on going beyond the "game" aspect; they make it clear that much more development and support would be required in trying to market the product to them. They also indicate that there are non-profit foundations and other funding sources interested in entrepreneurship that might be willing to promote the product and fund its purchase by educational institutions.

Based on all your market research, you arrive at the following cost estimates for marketing your product.

Internet$20,000 upfront + $500 per month thereafter
Retailers$500,000 to 1 M upfront and support services and follow-up thereafter
Mail order catalogsRelatively cheap, but ads and demos could cost $50,000 upfront
Direct selling to schoolsInvolves recruiting and training sales representatives, except locally


None of the following four possible competitors combine a simulation game with substantial education materials. You are unique in this respect.

CompanyProductDescriptionPrice per unitSales ($)
MaxisSim CityUrban planning simulation29.9530 M
Microprose simulationCivilization 50.00Civilization building 20 M
Sierra On-LineCaesarCity building simulation59.9518 M
Future Endeavors
(New Co. < 1 yr. old)
ScholasticCD-ROMs of Scholasticn/a1 M

The game companies are making a net return of 25% on sales.

At this point, please take your time and make the following decisions: (Please continue thinking aloud as you arrive at your decisions.)

Which market segment/segments will you sell your product to?

How will you price your product?

How will you sell to your selected market segment/segments?

Learn more at effectuation.org.

A Sweet Breakfast Memory That Connects With the Wrong Market


Christopher Pouy founded Cow Wow Cereal Milk to bring a taste of his past to today’s children. But the milk is proving more popular with an older set.

November 13, 2014, Thursday

MORE ON CASE STUDIES AND: Cow Wow Cereal Milk , Advertising and Marketing , Pouy, Christopher , Small Business , Milk

A Small, Spicy Start-Up Prepares for the Demands of Eggnog Season


Addition, a two-person company that makes liquid spices for cocktails and beers, considers how to increase production from 750 bottles a month to 7,500.

October 2, 2014, Thursday

MORE ON CASE STUDIES AND: Small Business , Alcoholic Beverages , Start-ups , Shopping and Retail , Spices , Addition (Spice Co)

A Leader Struggles to Sell Software Meant to Aid Sales


The chief executive of Yesware has come up with three solutions to address weak software sales. Outside experts offer advice on which path to pursue.

August 21, 2014, Thursday

MORE ON CASE STUDIES AND: Small Business , Executives and Management (Theory) , Yesware Inc , Bellows, Matthew

Select Home Care Weighs New Wage and Labor Regulations


A California-based home care company is pondering three choices in meeting new state and federal work rules regarding its caregivers.

June 18, 2014, Wednesday

MORE ON CASE STUDIES AND: Labor and Jobs , Elder Care , Small Business , California , Select Home Care , Hull, Dylan

A Small Brand Tries to Escape the Confusing Shadow of a Big Brand


Hobby Lobby International has almost the same name as a far larger and socially polarizing company. Experts recommend rebranding.

May 8, 2014, Thursday

MORE ON CASE STUDIES AND: Small Business , Hobby Lobby Stores Inc , Cleveland, Mark A , Trademarks and Trade Names , Hobby Lobby International , Hobby Express

Seeking Even Faster Growth, an E-Commerce Company Stumbles


Jimmy Beans Wool, a successful, growing online yarn merchant, expanded and ran into trouble.

April 3, 2014, Thursday

MORE ON CASE STUDIES AND: Zander, Laura , E-Commerce , Jimmy Beans Wool , Zander, Doug , Wool and Woolen Goods , Small Business

A Business Owner Seeks an Alternative to Seven-Day Workweeks


Carlos Vega, a New Jersey pizzeria owner, faced a decision: Should he expand his small restaurant or concentrate on selling his popular red sauce?

January 2, 2014, Thursday

MORE ON CASE STUDIES AND: Small Business , Restaurants , Father and Son Pizzeria (Guttenberg, NJ)

A Business Owner Who Backed Off Tries to Step Back In


A cooking business is doing well under hired staff, but the owner wants to increase sales substantially over several years to attract potential buyers.

October 24, 2013, Thursday

MORE ON CASE STUDIES AND: Gignilliat, Bibby , Executives and Management (Theory) , Small Business , Cooking and Cookbooks

A Fast-Growing Tree Service Considers Selling Franchises


An owner wants to add more locations, but is not sure whether he wants to own the locations or franchise them.

September 12, 2013, Thursday

MORE ON CASE STUDIES AND: Skolnick, Josh , Entrepreneurship , Small Business , Franchises , Monster Tree Service

When Your First Company Is Working, but Another Is Beckoning


A young entrepreneur has created two companies, one established and stable, the other in development and a little flashier, and he is at a crossroad.

May 30, 2013, Thursday

MORE ON CASE STUDIES AND: Start-ups , Small Business , Entrepreneurship , Badshah, Aseem


Leave a Reply

Your email address will not be published. Required fields are marked *