Learning outcomes After completion of the case study, the students will be able to: Case overview/synopsis This case study examines the dilemma faced by Ashish Mehta, co-founder and director of technical strategy at Phot1 Energy Private Limited (Phot1E). Phot1E was a manufacturer of high-grade, efficient and sustainable battery packs. Mehta faced a critical dilemma two years after its inception. The company had made significant developments in creating cutting-edge battery technology but had struggled to gain traction in a competitive market. Despite their high-quality customisable battery packs holding immense potential, their small manufacturer (e-bicycle and e-rickshaw) considered these battery packs as expensive. In addition, the large-scale manufacturers (electric cars and scooters) preferred European suppliers for quality concerns. As an innovation-driven company, Phot1E’s founders were baffled between pursuing ambitious technological advancements and prioritising immediate business growth. This case explores how relevant theories and concepts in entrepreneurship and marketing strategies transform them into innovative-led companies. Complexity academic level This case can be taught to senior-level undergraduate (UG) and early and intermediate level postgraduate (PG) students in courses in entrepreneurship and marketing electives (such as product management, strategic marketing). The case presents the challenges of an innovation-driven battery manufacturing start-up where technological advancement, customer perception and scalability are key strategic drivers. The case enables students to explore vital frameworks such as “Crossing the Chasm,” servitisation and liability of newness. Subject code CSS 8: Marketing.
Khan et al. (Tue,) studied this question.
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