Surface Logix

Joseph B. Lassiter III; Michael J. Roberts; Kim  Slack

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Case | HBS Case Collection | August 2001 (Revised April 2005)

Surface Logix

by Joseph B. Lassiter III, Michael J. Roberts and Kim Slack

Abstract

Describes a start-up in the field of nano technology--very small physical structures measured in the billionths of a meter. The company, Surface Logix, has assembled a portfolio of intellectual property and completed some of the R&D work required to develop actual products. Now the company must decide what specific product applications to focus on and what resources are required for that effort.

Keywords: Business Startups; Research and Development; Marketing Strategy; Product Marketing; Product Development; Intellectual Property; Investment Portfolio;

Language: English

Format: Print

24 pages

Educators Purchase

Citation:

Lassiter, Joseph B., III, Michael J. Roberts, and Kim Slack. "Surface Logix." Harvard Business School Case 802-050, August 2001. (Revised April 2005.)

About the Author

Joseph B. Lassiter

Senior Fellow, Senator John Heinz Professor of Management Practice in Environmental Management, Retired

Entrepreneurial Management

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Supplement | HBS Case Collection | March 2018

1366 Technologies: Scaling the Venture (B)

Joseph B. Lassiter III and Ramana Nanda

Citation:
Lassiter, Joseph B., III, and Ramana Nanda. "1366 Technologies: Scaling the Venture (B)." Harvard Business School Supplement 818-116, March 2018. View Details

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Case | HBS Case Collection | November 2012 (Revised December 2017)

TerraPower

William A. Sahlman, Ramana Nanda, Joseph B. Lassiter III and James McQuade

John Gilleland, CEO of TerraPower, returned to his office after a lengthy meeting with potential investors. It was October 2012, and TerraPower was in the process of raising a $200M Series C round to finance the ongoing development of its next-generation nuclear reactor. Though early in the fundraising process, Gilleland noted that this most recent conversation was similar to conversations with other interested cleantech growth equity investors. The conversations circled around a common theme: "This is the biggest idea that's ever been presented at our partners' meeting. We love what you're doing, but it's not right for us as an investment." Outside of raising money from typical growth equity and infrastructure funds, Gilleland could partner with a government and/or form a joint venture with an existing nuclear power player. Reliance Industries as an investor in TerraPower could provide an entry point into the fast growing Indian market. At the same time, Gilleland and Gates had talked with China National Nuclear Corp. about a possible cooperation with TerraPower. Whom should Gilleland call next?

Keywords: nuclear power; entrepreneurial finance; venture capital; Financing and Loans; Venture Capital; Energy Industry; United States; China; India;

Citation:
Sahlman, William A., Ramana Nanda, Joseph B. Lassiter III, and James McQuade. "TerraPower." Harvard Business School Case 813-108, November 2012. (Revised December 2017.) View Details

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Case | HBS Case Collection | August 2015 (Revised August 2017)

Sam Martin & Cathy Slater

Shikhar Ghosh, Michael J. Roberts and Christopher Payton

Citation:
Ghosh, Shikhar, Michael J. Roberts, and Christopher Payton. "Sam Martin & Cathy Slater." Harvard Business School Case 816-029, August 2015. (Revised August 2017.) View Details

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Surface Logix

Abstract

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