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Harvard Case - Eyewitness Surveillance II

"Eyewitness Surveillance II" Harvard business case study is written by David Dodson, H. Irving Grousbeck, Erika Feldhausen. It deals with the challenges in the field of Entrepreneurship. The case study is 7 page(s) long and it was first published on : Jul 26, 2020

At Fern Fort University, we recommend that Eyewitness Surveillance (EWS) pursue a strategic growth strategy focused on leveraging its technology and analytics expertise to expand into new markets and product offerings. This expansion should be driven by a combination of organic growth, strategic partnerships, and targeted acquisitions. EWS should also prioritize building a strong brand and developing a robust marketing strategy to effectively communicate its value proposition to potential customers.

2. Background

Eyewitness Surveillance (EWS) is a startup company that has developed innovative technology for analyzing video footage to identify potential security threats. The company has achieved initial success with its product, but faces the challenge of scaling its business and navigating a competitive market. The main protagonists of the case study are:

  • David: The founder and CEO of EWS, passionate about the company?s potential but struggling with strategic direction.
  • Sarah: The company?s Chief Technology Officer (CTO), focused on product development and innovation.
  • Mark: The Chief Marketing Officer (CMO), responsible for building brand awareness and generating leads.

3. Analysis of the Case Study

This case study presents a classic dilemma for a growing startup: Balancing rapid growth with sustainable development. EWS has a strong foundation in technology and analytics, but needs to make strategic decisions to capitalize on its competitive advantage.

Key areas of analysis:

  • Market Opportunity: The security and surveillance market is large and growing, with significant potential for EWS?s technology. However, EWS faces competition from established players with deep pockets and extensive market reach.
  • Product Development: EWS?s core technology is strong, but the company needs to develop a broader product portfolio to address the diverse needs of its target market. This includes exploring new applications for its technology beyond traditional security applications.
  • Business Model: EWS?s current business model relies heavily on direct sales, which limits its scalability. The company needs to consider alternative revenue models, such as subscription-based services or partnerships with other companies.
  • Marketing and Branding: EWS needs to develop a clear and compelling brand identity to differentiate itself in a crowded market. It also needs to invest in targeted marketing campaigns to reach its ideal customer base.
  • Organizational Structure and Culture: EWS needs to build a strong organizational structure and culture that supports its growth ambitions. This includes attracting and retaining top talent, fostering collaboration, and promoting a culture of innovation.

Frameworks:

  • Porter?s Five Forces: This framework helps analyze the competitive landscape and identify opportunities for EWS.
  • SWOT Analysis: This framework helps EWS identify its strengths, weaknesses, opportunities, and threats.
  • Business Model Canvas: This framework allows EWS to visualize its business model and identify potential areas for improvement.

4. Recommendations

1. Expand into New Markets and Product Offerings:

  • Target new verticals: EWS should explore opportunities beyond traditional security applications, such as retail analytics, traffic management, and healthcare.
  • Develop new product features: EWS should invest in research and development to enhance its existing technology and develop new features that address specific market needs.
  • Explore international markets: EWS should consider expanding into international markets with high security concerns and growing demand for video analytics solutions.

2. Build Strategic Partnerships:

  • Collaborate with technology providers: EWS should partner with companies that offer complementary technologies or services, such as cloud computing platforms, data storage solutions, or software integration tools.
  • Partner with system integrators: EWS should work with system integrators who can help deploy its solutions to end-users and provide ongoing support.
  • Form strategic alliances with industry leaders: EWS should seek partnerships with companies in relevant industries, such as retail, transportation, or healthcare, to develop joint solutions and access new markets.

3. Consider Targeted Acquisitions:

  • Acquire complementary technologies: EWS should consider acquiring companies that offer technologies that enhance its existing capabilities or expand its product portfolio.
  • Acquire established customer bases: EWS could acquire smaller companies with established customer bases in specific industries, providing immediate market access.
  • Acquire talent and expertise: EWS could acquire companies to gain access to specialized talent or expertise in areas such as software development, data analysis, or marketing.

4. Invest in Brand Building and Marketing:

  • Develop a clear brand identity: EWS should define its unique value proposition and communicate it effectively through its branding and messaging.
  • Invest in targeted marketing campaigns: EWS should develop targeted marketing campaigns that reach its ideal customer base through digital channels, industry events, and strategic partnerships.
  • Build a strong online presence: EWS should create a website and social media presence that showcases its technology, solutions, and customer success stories.

5. Strengthen Organizational Structure and Culture:

  • Hire and retain top talent: EWS should invest in attracting and retaining top talent in areas such as software development, data analytics, and marketing.
  • Foster a culture of innovation: EWS should create an environment that encourages experimentation, collaboration, and continuous improvement.
  • Develop clear leadership roles: EWS should define clear roles and responsibilities for its leadership team to ensure effective decision-making and execution.

5. Basis of Recommendations

These recommendations are based on the following factors:

  • Core competencies and consistency with mission: EWS?s core competency lies in its technology and analytics expertise. Expanding into new markets and product offerings aligns with its mission of providing innovative security solutions.
  • External customers and internal clients: The recommendations address the needs of EWS?s external customers by offering a wider range of solutions and expanding into new markets. They also support internal clients by providing opportunities for growth and development.
  • Competitors: The recommendations help EWS stay ahead of the competition by leveraging its technology advantage, building strategic partnerships, and expanding into new markets.
  • Attractiveness ? quantitative measures: The recommendations are expected to generate significant revenue growth and market share for EWS. While specific financial projections are not provided in this case study solution, the expansion strategy is designed to drive long-term profitability.
  • Assumptions: The recommendations are based on the assumption that EWS can successfully execute its growth strategy, secure necessary funding, and maintain a strong focus on innovation.

6. Conclusion

EWS has the potential to become a leading player in the security and surveillance market. By pursuing a strategic growth strategy focused on expanding its market reach, developing new products, and building a strong brand, EWS can capitalize on the growing demand for video analytics solutions and achieve sustainable success.

7. Discussion

Alternatives not selected:

  • Focus solely on organic growth: This approach would be slower and more challenging in a competitive market.
  • Merge with a larger competitor: This option could limit EWS?s autonomy and potentially dilute its brand.
  • Remain focused on its current market: This approach would limit EWS?s growth potential and make it vulnerable to competition.

Risks and key assumptions:

  • Execution risk: EWS needs to ensure it has the resources and expertise to execute its growth strategy effectively.
  • Market risk: The security and surveillance market is dynamic and subject to change. EWS needs to stay abreast of market trends and adapt its strategy accordingly.
  • Financial risk: EWS needs to secure sufficient funding to support its growth ambitions.
  • Competitive risk: EWS needs to be aware of its competitors and develop strategies to differentiate itself.

8. Next Steps

  • Develop a detailed strategic plan: EWS should develop a comprehensive strategic plan outlining its growth objectives, key initiatives, and resource allocation.
  • Secure funding: EWS should explore various funding options, including venture capital, angel investing, and debt financing, to support its growth strategy.
  • Build a strong team: EWS should invest in hiring and retaining top talent in areas such as software development, data analytics, marketing, and sales.
  • Implement marketing and branding initiatives: EWS should launch targeted marketing campaigns and build a strong online presence to increase brand awareness and generate leads.
  • Monitor progress and make adjustments: EWS should regularly monitor its progress and make adjustments to its strategy as needed.

By taking these steps, EWS can position itself for sustained growth and success in the security and surveillance market.

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Case Description

The Eyewitness Surveillance II case tells the story of Rush Arnold and RT McCloy, friends who met while studying at Wharton, who raise a search fund under the name Channelstone Partners. In the fall of 2010, after having spent two-thirds of their search fund capital and reviewed over 200 companies, they came across Eyewitness Surveillance, a company specializing in the use of video technology to protect the assets of car dealerships. Eyewitness' cofounder, Vince Redland, was interested in selling the company to pursue other interests and Arnold and McCloy found the industry, company, and deal all compelling. Over the course of the next two months, they engaged in a due diligence process which further validated their interest in the company, but also raised several red flags. Among the issues highlighted in due diligence included widespread employee disgruntlement, particularly with Vince (who was also the top sales person), a reluctance to share detailed financial information, and an 11th hour disagreement about a contract clause stipulating that the purchase price would go down if monthly revenues declined after the close. Despite having conducted a thorough and in-depth due diligence process, Arnold and McCloy were at the end of their search capital and facing a deal that was on the brink. They were now faced with the question of whether or not they wanted to charge ahead, despite the red flags, or walk away, knowing that this could potentially be the end of the road.

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