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Harvard Case - Sealed Air Corporation: Deciding the Fate of VTID (Abridged)

"Sealed Air Corporation: Deciding the Fate of VTID (Abridged)" Harvard business case study is written by Elie Ofek. It deals with the challenges in the field of Marketing. The case study is 20 page(s) long and it was first published on : Sep 5, 2018

At Fern Fort University, we recommend that Sealed Air Corporation pursue a strategic divestment of VTID. While VTID holds potential, its current position within Sealed Air's portfolio creates a strategic mismatch. Divesting VTID allows Sealed Air to focus on core competencies, streamline operations, and unlock value for shareholders. This recommendation is based on a comprehensive analysis of VTID's market position, Sealed Air's strategic goals, and the potential for VTID to achieve sustainable growth as an independent entity.

2. Background

Sealed Air Corporation, a global leader in protective and food packaging solutions, acquired VTID, a company specializing in innovative medical packaging solutions, in 2008. VTID's focus on sustainable, environmentally friendly medical packaging aligned with Sealed Air's commitment to sustainability. However, VTID's growth has been slower than anticipated, and its business model diverges significantly from Sealed Air's core competencies.

The case study focuses on the decision facing Sealed Air's management team: whether to invest further in VTID to revitalize its growth or divest the business to unlock value and focus on core operations.

3. Analysis of the Case Study

This analysis utilizes a framework combining strategic, financial, and marketing perspectives to assess VTID's potential and its fit within Sealed Air's portfolio.

Strategic Analysis:

  • Core Competencies: VTID's focus on medical packaging diverges from Sealed Air's core competencies in protective and food packaging. This mismatch hinders resource allocation and strategic alignment.
  • Growth Potential: While VTID operates in a growing market, its current position within Sealed Air limits its growth potential due to resource constraints and limited focus.
  • Market Dynamics: The medical packaging market is characterized by increasing regulations, sustainability concerns, and evolving consumer preferences. VTID's innovation and focus on sustainability offer a competitive advantage.

Financial Analysis:

  • Profitability: VTID's profitability has been inconsistent, with limited returns on investment. This suggests a need for significant operational improvements or a shift in strategy.
  • Valuation: Assessing VTID's fair market value is crucial for determining the potential returns from a divestment.
  • Capital Allocation: Investing further in VTID may divert resources from Sealed Air's core businesses, potentially hindering overall growth.

Marketing Analysis:

  • Brand Positioning: VTID's brand positioning within Sealed Air's portfolio is unclear, leading to limited market awareness and brand recognition.
  • Marketing Strategy: VTID's marketing strategy lacks focus and differentiation, hindering its ability to compete effectively in the medical packaging market.
  • Target Market: VTID's target market is fragmented and requires a tailored marketing approach to effectively reach key stakeholders.

SWOT Analysis:

  • Strengths: VTID possesses strong technological capabilities, a focus on sustainability, and a dedicated team with expertise in medical packaging.
  • Weaknesses: VTID faces challenges in profitability, market penetration, and brand awareness.
  • Opportunities: The growing medical packaging market presents opportunities for VTID to expand its product portfolio and reach new customers.
  • Threats: Competition from established players, regulatory changes, and economic fluctuations pose threats to VTID's growth.

4. Recommendations

Based on the analysis, we recommend that Sealed Air Corporation pursue a strategic divestment of VTID. This recommendation is based on the following considerations:

  • Unlocking Value: Divesting VTID allows Sealed Air to unlock value for shareholders by realizing the potential of this business unit as an independent entity.
  • Strategic Focus: Divesting VTID enables Sealed Air to focus on its core competencies in protective and food packaging, optimizing resource allocation and driving growth in its core businesses.
  • Growth Potential: VTID has the potential to achieve significant growth as an independent entity, free from the constraints of being a subsidiary within a larger corporation.

Implementation:

  1. Valuation and Due Diligence: Conduct a thorough valuation of VTID to determine its fair market value and identify potential buyers.
  2. Marketing and Branding: Develop a comprehensive marketing and branding strategy for VTID to establish a strong brand identity and attract potential buyers.
  3. Operational Improvements: Implement operational improvements to enhance VTID's profitability and attractiveness to potential buyers.
  4. Negotiation and Sale: Negotiate a favorable sale agreement with a suitable buyer that aligns with Sealed Air's strategic objectives.

5. Basis of Recommendations

This recommendation considers the following factors:

  • Core Competencies: Divesting VTID aligns with Sealed Air's strategic focus on its core competencies in protective and food packaging.
  • External Customers: VTID's potential for growth as an independent entity benefits both VTID's customers and Sealed Air's shareholders.
  • Competitors: Divesting VTID allows Sealed Air to focus on competing effectively in its core markets, while VTID can leverage its expertise to compete in the medical packaging market.
  • Attractiveness: The potential for VTID to achieve significant growth as an independent entity presents a compelling opportunity for both Sealed Air and potential buyers.
  • Assumptions: This recommendation assumes that a suitable buyer can be identified and that VTID's operations can be improved to enhance its profitability and market position.

6. Conclusion

Divesting VTID is a strategic decision that aligns with Sealed Air's core competencies, unlocks value for shareholders, and positions both Sealed Air and VTID for future growth. This recommendation addresses the strategic mismatch between VTID and Sealed Air, allowing both entities to focus on their respective strengths and achieve their full potential.

7. Discussion

Alternatives:

  • Continued Investment: Investing further in VTID to revitalize its growth carries significant risks, including potential resource depletion and limited returns on investment.
  • Strategic Partnership: Establishing a strategic partnership with another company in the medical packaging market could provide VTID with access to resources and expertise, but it may also limit VTID's independence and control.

Risks:

  • Finding a Suitable Buyer: Finding a buyer willing to pay a fair price for VTID may be challenging.
  • Operational Challenges: VTID's operations may require significant improvements to attract potential buyers and achieve sustainable growth.
  • Market Volatility: Economic and regulatory changes in the medical packaging market could impact VTID's value and growth prospects.

Key Assumptions:

  • The medical packaging market will continue to grow.
  • VTID's operations can be improved to enhance profitability.
  • A suitable buyer with the resources and expertise to support VTID's growth can be identified.

8. Next Steps

  1. Initiate Valuation Process: Engage with financial advisors to conduct a comprehensive valuation of VTID.
  2. Develop Marketing and Branding Strategy: Develop a marketing and branding strategy for VTID to attract potential buyers.
  3. Implement Operational Improvements: Identify and implement operational improvements to enhance VTID's profitability and attractiveness.
  4. Identify Potential Buyers: Initiate outreach to potential buyers and explore acquisition opportunities.
  5. Negotiate and Finalize Sale: Negotiate a favorable sale agreement with a suitable buyer and complete the transaction.

This timeline assumes that the necessary resources and expertise are available to support the divestment process. The timeline may need to be adjusted based on market conditions and the availability of resources.

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Case Description

In mid 2010 the Sealed Air Corporation has to decide on next steps for its novel video tracking technology (called VTID) after unsuccessful attempts to market it in three different industry settings. The company must determine whether its most recent target market, the quick-serve restaurant segment, is still worth pursuing or whether the company should look for a different application and market altogether. The company could also revisit the previous two applications, tracking and tracing processed meat and tracking employee safety practices. At the other extreme, after seven years of R&D and marketing efforts and millions of dollars in expenses, the company could cease attempts to commercialize VTID.

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