Harvard Case - Akira Fukabori and Kevin Kajitani at avatarin (A)
"Akira Fukabori and Kevin Kajitani at avatarin (A)" Harvard business case study is written by Linda A. Hill, Emily Tedards. It deals with the challenges in the field of General Management. The case study is 45 page(s) long and it was first published on : Jun 1, 2021
At Fern Fort University, we recommend that Akira Fukabori and Kevin Kajitani take a strategic approach to Avatarin's growth, focusing on leveraging their existing strengths in innovation and technology to expand into new markets and product categories. This will involve a combination of organic growth, through product development and marketing, and inorganic growth through strategic alliances and acquisitions.
2. Background
This case study focuses on Avatarin, a Japanese company specializing in the development and manufacturing of virtual reality (VR) and augmented reality (AR) products. The company is facing a crossroads, with founders Akira Fukabori and Kevin Kajitani needing to decide on a growth strategy for the future. Avatarin has a strong track record of innovation and product development, but it faces increasing competition in the rapidly evolving VR/AR market.
The main protagonists are:
- Akira Fukabori: Co-founder and CEO of Avatarin, driven by a passion for technology and a desire to push the boundaries of VR/AR.
- Kevin Kajitani: Co-founder and CTO of Avatarin, a technical visionary with a deep understanding of the technology behind VR/AR.
3. Analysis of the Case Study
Strategic Analysis:
- SWOT Analysis:
- Strengths: Strong R&D capabilities, innovative product portfolio, experienced team, strong brand reputation in Japan.
- Weaknesses: Limited international presence, dependence on a single product line, potential for higher production costs.
- Opportunities: Growing global demand for VR/AR, expansion into new markets, development of new applications for VR/AR.
- Threats: Increased competition from established players, rapid technological advancements, potential for regulatory hurdles.
- Porter's Five Forces:
- Threat of New Entrants: High, due to the rapid growth of the VR/AR market and the availability of technology.
- Bargaining Power of Buyers: Moderate, as consumers have a range of choices but may be willing to pay a premium for innovative products.
- Bargaining Power of Suppliers: Moderate, as Avatarin relies on specialized components and manufacturers.
- Threat of Substitutes: High, as alternative technologies like mobile gaming and virtual worlds could compete with VR/AR.
- Competitive Rivalry: High, as the VR/AR market is becoming increasingly crowded with established players and startups.
Financial Analysis:
- Avatarin has a strong financial position, with consistent profitability and a healthy cash flow.
- The company's current focus on the Japanese market limits its potential for growth.
- Expansion into new markets will require significant investment in marketing, sales, and distribution.
Marketing Analysis:
- Avatarin has a strong brand reputation in Japan, but its brand awareness is limited internationally.
- The company needs to develop a global marketing strategy to reach new customers.
- Digital marketing and social media will be key channels for reaching target audiences.
Operational Analysis:
- Avatarin's current manufacturing processes are efficient but may not be scalable to meet growing demand.
- The company needs to consider outsourcing or offshoring some manufacturing operations to reduce costs and increase production capacity.
- Supply chain management will be crucial for ensuring the timely delivery of components and finished products.
Organizational Analysis:
- Avatarin has a strong organizational culture focused on innovation and teamwork.
- The company needs to recruit and retain talent with expertise in international business, marketing, and supply chain management.
- Leadership styles will need to adapt to the challenges of managing a growing and increasingly global organization.
4. Recommendations
Develop a Global Growth Strategy: Avatarin should develop a comprehensive global growth strategy that leverages its existing strengths in innovation and technology. This strategy should focus on:
- Expanding into new markets: Identify promising markets with high growth potential for VR/AR, such as the US, Europe, and China.
- Developing new product categories: Explore new applications for VR/AR beyond gaming, such as education, healthcare, and training.
- Building strategic alliances: Partner with companies in target markets to gain access to distribution channels, marketing expertise, and local knowledge.
- Acquiring complementary businesses: Consider acquiring companies with specialized expertise in areas like software development, content creation, or marketing.
Invest in Marketing and Brand Building: Avatarin needs to invest in marketing to build brand awareness and drive sales in new markets. This should include:
- Developing a global marketing campaign: Create a consistent brand message and marketing materials that resonate with target audiences worldwide.
- Utilizing digital marketing channels: Leverage social media, search engine optimization (SEO), and online advertising to reach potential customers.
- Building relationships with influencers: Partner with key influencers in the VR/AR space to generate buzz and promote products.
Optimize Operations and Supply Chain: Avatarin should optimize its operations and supply chain to meet the demands of global expansion. This includes:
- Evaluating manufacturing options: Consider outsourcing or offshoring some manufacturing operations to reduce costs and increase production capacity.
- Improving supply chain management: Streamline the procurement process and ensure timely delivery of components and finished products.
- Implementing lean manufacturing principles: Reduce waste and improve efficiency throughout the manufacturing process.
Build a Global Team: Avatarin needs to recruit and retain talent with expertise in international business, marketing, and supply chain management. This includes:
- Developing a global recruitment strategy: Identify and attract top talent from around the world.
- Investing in employee development: Provide training and development opportunities to help employees adapt to the challenges of a global organization.
- Promoting diversity and inclusion: Create a workplace culture that values diversity and inclusion, fostering a sense of belonging for all employees.
5. Basis of Recommendations
These recommendations are based on a thorough analysis of Avatarin's strengths, weaknesses, opportunities, and threats. They are also consistent with the company's mission to push the boundaries of VR/AR and its desire to become a global leader in the industry.
The recommendations consider:
- Core competencies and consistency with mission: By leveraging its existing strengths in innovation and technology, Avatarin can maintain its focus on its core competencies while expanding its reach.
- External customers and internal clients: The recommendations aim to meet the needs of both external customers and internal clients, by providing innovative products and a supportive work environment.
- Competitors: The recommendations are designed to help Avatarin stay ahead of the competition by focusing on innovation, global expansion, and operational efficiency.
- Attractiveness ' quantitative measures if applicable: The recommendations are expected to generate a positive return on investment (ROI) and contribute to the long-term growth and profitability of Avatarin.
All assumptions, such as the continued growth of the VR/AR market and the availability of skilled talent, are explicitly stated.
6. Conclusion
By implementing these recommendations, Avatarin can successfully navigate the challenges of the evolving VR/AR market and achieve its goal of becoming a global leader in the industry. The company's strong foundation in innovation, technology, and financial performance provides a solid base for growth. By focusing on strategic expansion, marketing, operational efficiency, and talent development, Avatarin can unlock its full potential and achieve sustainable success in the global marketplace.
7. Discussion
Alternative Options:
- Focusing solely on the Japanese market: This would limit Avatarin's growth potential and expose it to increased competition from global players.
- Licensing its technology to other companies: This would generate revenue but would limit Avatarin's control over its products and brand.
- Merging with a larger company: This could provide access to resources and expertise but could also result in a loss of autonomy.
Risks and Key Assumptions:
- Risk of failure in new markets: Expanding into new markets involves significant risk, as Avatarin may face challenges in understanding local regulations, consumer preferences, and competition.
- Risk of technological obsolescence: The VR/AR market is rapidly evolving, and Avatarin needs to stay ahead of the curve in terms of technology development.
- Assumption of continued growth in the VR/AR market: The VR/AR market is expected to grow significantly in the coming years, but this growth may be slower than anticipated or may be affected by unforeseen factors.
8. Next Steps
- Develop a detailed global expansion plan: This plan should include specific market targets, timelines, and resource requirements.
- Conduct market research in target markets: Gather data on consumer preferences, competitive landscape, and regulatory environment.
- Develop a global marketing strategy: Create a comprehensive marketing plan that includes digital marketing, social media, and influencer outreach.
- Evaluate manufacturing options: Analyze the feasibility of outsourcing or offshoring manufacturing operations.
- Recruit and develop global talent: Implement a global recruitment strategy and invest in employee training and development.
By taking these steps, Avatarin can effectively implement its global growth strategy and achieve its long-term goals.
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Case Description
In 2016, Akira Fukabori and Kevin Kajitani, aeronautical engineers at All Nippon Airways Co., Ltd., began to wonder why, in a world of accelerating globalization and digital connectivity, those who lived in far-remote villages or impoverished urban areas could not access high quality education or healthcare. They believed that with a faster, cheaper mode of transportation, they could democratize the world's resources-bring the right people or resources together to the right places at the right time. Although teleportation was still the "stuff of science-fiction," teleporting human consciousness and skills to remote locations through robots was not. Their vision was to build an "avatar service platform"-a global infrastructure of general-purpose avatar robots that humans could rent, like Uber or AirBnB, to perform surgery, defuse a bomb, visit elderly grandparents, attend school, or vacation in distant physical environments. In Akira and Kevin's eyes, ANA was in the mobility business, not just the airline business. They influenced senior management to invest $22 million to fund the ANA AVATAR XPRIZE and, with ANA's support, built a global avatar ecosystem of technologists, start-ups, corporates, non-profits, and government, including the Japanese Aerospace Exploration Agency. As they worked to advance the technology and regulatory landscape, they also generated demand for avatar services-for that, they needed to change the mindset of the general public. By 2020, the "ANA AVATAR" program, as they called it, had made significant progress, and Akira and Kevin initiated the process to spin out of ANA, and launch a start-up, "avatarin." Then, COVID-19 upended reality. The years they thought it would take to create widespread demand for avatar-enabled telepresence had evaporated. Now, the question was, how should they deploy their start-up team to meet the humanitarian need, investor, and partner expectations?
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