Otolith Labs could use some revenue at this point, but it will need more time to secure FDA approval as a medical device. In its fourth year, Otolith Labs is still a year away from generating revenue. Once the company is FDA approved, it may be acquired. The device also has market potential in the consumer arena. Otolith Labs can move much more quickly with a consumer-oriented partner such as Sony or Oculus, who could integrate their technology into headphones or cars. Taking this path might lead CEO Owen and his team to license or even sell the technology to a consumer-oriented company.
UrbanStems is a young company very focused on growing their revenues and margins. Whether they are raising capital from investors or evaluating where to make their next significant investment, they face decisions about whether to invest in marketing (a perennial favorite, as it generates revenue directly) or in Information Technology (which may be less glamorous, but over time can lead to higher margins and lower labor costs on the supply chain side of the business).
What factors should UrbanStems consider regarding acceptance or rejection of new projects? Should they invest in marketing or technology?
Chris Lloyd, CAVA’s VP of Finance and Business Development, is faced with a challenge critical to CAVA Grill’s continued growth: delivery. For a quick service restaurant (QSR), the opportunity to capture more customers on a daily basis with delivery is significant, though feasibility and cost considerations for a low-margin offering can make implementation difficult. The two primary options Lloyd presents are in-house or partnership with a national delivery provider. These options become more meaningful when weighed against CAVA’s plans for growth. What delivery option presents the greatest opportunity for success on CAVA’s terms?
Driving every decision at the Electronic Gaming Federation (EGF) is the fact that the collegiate esports market is very underdeveloped. As EGF races to build the market upon which they stand, they run into the issue that their consumers, the administrators making purchasing decisions around membership to EGF’s leagues, may not have any understanding of esports, nor do they seem to have an awareness of its presence and force amongst students on campus. Speaking to the value esports can bring to a university requires tangible evidence of student interest, but time is of the essence as the market continues to grow. What can EGF do to facilitate larger engagement for a better appeal to administrators in order to establish a formal program with EGF’s help?