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The company failed to realize that even though their camera and kits were not meeting the demands of the mainstream market, as do all disruptive technologies, the company would eventually develop the capabilities of the current market's product and imbed them into their innovative product and take over the mainstream market by surprise. The company's eagerness to move up caused them to cut down resources that could have been used to develop more capabilities; which were instead used to development of security and surveillance cameras.
Due to the many needs that the company's technology can fulfill, and because of competitors, SMaL Camera Technologies needs to make a decision regarding their future. The options are to "develop their current technology, pursue the camera and surveillance market, try and tackle the automobile market, enter the phone market, or do something completely different" (Christensen, 360). If the company had to make a quick decision the best choice would be the phone industry. The quality standards of camera phones are much lower than the consumer camera market, and the cell phone industry is growing and technologically advancing. Phones are smaller and would be a great match for their product. Although that is a suggestion, the company needs to make the best decision which needs more deliberation.
In order to make the best decision the company needs to perform an assessment on its capabilities and analyze what is required to succeed in each market. Clearly the company cannot chose to take on more than one of these options because they only have a small amount of employees, resources, and capital. This company has not developed a clear strategy and therefore they find it difficult to make a strategic decision, let along any decision. With no clear path to follow the company cannot move forward. SMaL Camera Technologies needs to assess its employees, resources, technological capabilities, and market opportunities.
The company has an idea of its current state but they do not know where to go from there. The main problem with moving forward is the same problem the company has faced...
The company wants to find a market with "high volumes and return with low engineering development" (Christensen, 363). This type of plan requires time because the product will be at a lower cost than competitors which requires higher sales. In order to make this clear to the entire company SMaL Camera Technologies needs to hire employees with business backgrounds to clarify the current position of the company and develop a plan to move forward. This choice proved to be beneficial to another startup company called Pixim. Instead of trying to quickly penetrate a market Pixim "focused on improving its technology, hired a management team, and gained $40 million from leading venture capital companies" (Christensen, 358). The difference between Pixim and SMaL is that Pixim decided to better their product to later take over a market rather than force a product to anyone that would buy it. The company has a lot of engineers, but lacks the managerial skills to develop strategic decisions that can lead a company to success. Many startup companies only see the product and expect it to sell itself. SMaL needs decision makers that can identify how to sell the product and leverage the current capabilities of the company.
Overall SMaL Camera Technologies needs to figure out what they want based on what they have available. The top people of the company need to understand that their current product will not be able to produce massive capital until it has established itself in a good market. This process will take time and won't happen overnight like advisors of the company expect. SMaL Camera Technologies has a lot of potential but is limited to what it can do because it is still a small company. When investors and advisors understand this, then the company will be able to make the right decisions based on the capabilities of the company.
Works Cited
Burgelman, Robert, Clayton Christensen, and Steven Wheelwright. "Making SmaL Big: SmaL
Camera Technologies." Strategic Management of Technology and Innovation. 5th Ed.
New York, NY: McGraw-Hill, 2009.
Works Cited
Burgelman, Robert, Clayton Christensen, and Steven Wheelwright. "Making SmaL Big: SmaL
Camera Technologies." Strategic Management of Technology and Innovation. 5th Ed.
New York, NY: McGraw-Hill, 2009.
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