Sealed Air Corporation: Deciding the Fate of VTID

Elie  Ofek

Case | HBS Case Collection | August 2011 (Revised July 2012)

Sealed Air Corporation: Deciding the Fate of VTID

Abstract

In mid 2010 the Sealed Air Corporation has to decide on next steps for its novel video tracking technology (called VTID) after unsuccessful attempts to market it in three different industry settings. The company must determine whether its most recent target market, the quick-serve restaurant segment, is still worth pursuing or whether the company should look for a different application and market altogether. The company could also revisit the previous two applications, tracking and tracing processed meat and tracking employee safety practices. At the other extreme, after seven years of R&D and marketing efforts and millions of dollars in expenses, the company could cease attempts to commercialize VTID.

Keywords: Budgets and Budgeting; Customer Focus and Relationships; Decision Choices and Conditions; Technological Innovation; Marketing Strategy; Problems and Challenges; Commercialization; Service Industry;

Format: Print

25 pages

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Citation:

Ofek, Elie. "Sealed Air Corporation: Deciding the Fate of VTID." Harvard Business School Case 512-029, August 2011. (Revised July 2012.)

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Sealed Air Corporation: Deciding the Fate of VTID

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Sealed Air Corporation: Deciding the Fate of VTID

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