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TaKaDu Case Solution & Answer

In December 2012, Amir Peleg, Founder and CEO of TaKaDu, reflected on how to position the new company for next year and beyond. The small Israeli start-up has developed an innovative software that uses proprietary algorithms and statistical analysis to detect problems such as leaks, explosions and defective equipment in the infrastructure of a water company. Those caused water loss and energy of many of the problems of public services led to the disruption of service to consumers, and worsens as the existing infrastructure of age. Since its founding in 2009, TaKaDu attracted new clients around the world. However, as Peleg and his management team will discuss how to allocate funds for next year, it was decided to focus on R & D to improve and add to existing software TaKaDu and become the leader of technology transparent or continue their current offer and focus on getting new customers in the market as fast as possible before the competition has intensified. Some in the business called TaKaDu devote more resources to make the system easy to implement, as the deployment of TaKaDu service with a new client could take up to two months. Peleg also asked whether the company should continue to monitor sales opportunities worldwide, or focus on a geographic market (and if so, in what area should I choose?) A water company Australia has made a public announcement, which was accepting bids to implement? Implement a monitoring network of smart water and Peleg wanted to discuss whether and how aggressively TaKaDu must bid on the contract with his management team. TaKaDu already a customer of Australia, was to focus on the area of?
by
Elie Ofek,
Matthew Preble
Source: Harvard Business School
26 pages.
Release: July 24, 2013. Prod #: 514011-PDF-ENG
Case Solution TaKaDu

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