BioLite: The Little Stove that Could?

What is the best launch strategy for a new product concept with the potential to serve two distinct, well defined markets?
Michael A. Keehner  | Winter 2012
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The Sanford C. Bernstein & Co. Center for Leadership and Ethics Case Series

BioLite, a New York-based start-up, had pursued the development of two products: a CampStove for developed markets and a HomeStove for emerging markets. These products were unique in their ability to burn common wood sources in a cleaner, more energy efficient manner and perhaps their capability to create additional electrical energy that could be used to power an external device (e.g., a phone, LED lights) via a USB port. This case asks students to analyze detailed market data and pro forma financials in order to gain insight into the myriad of issues that must be considered when launching a new product—including product and market selection, corporate structure, ability to attract venture capital, and adherence to the mission of the company’s founders. Related video: Watch BioLite on CNBC's Mad Money.

Case ID: 120311

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