Should Uruguayan 3D printing firm Robtec revise its business model?
Twenty-one years after creating Robtec, having witnessed the emergence and growth of the 3D printing sector, the founders analyze and evaluate the need to change their business model. This case explores Robtec’s strengths and weaknesses, the alternatives for growth that would allow the company to achieve and retain a competitive advantage, and whether a sales-centric approach remains the most efficient and profitable option.
Case ID: 170201
This case is used in core curriculum