STRIVR (B): Moving into the Enterprise

Rajiv   Lal; Scott  Johnson

Supplement | HBS Case Collection | March 2018

STRIVR (B): Moving into the Enterprise

by Rajiv Lal and Scott Johnson

Abstract

STRIVR, a company focused on virtual reality training, has decided to shift focus from sports to enterprise customers. The change in strategy requires the CEO to solve a number of issues. The company initally offered training for hard skills, but clients have been requesting soft skills training. Should STRIVR pursue this new opportunity? How should STRIVR price its software for enterprise customers? Was it a good idea for STRIVR to build generic training products that could potentially scale quickly?

Keywords: strivr; Virtual reality; soft skills; hard skills; VR; Software; Market Entry and Exit; Business Strategy; Training; Sports; Technology Industry; Education Industry; United States;

Language: English

Format: Print

9 pages

Citation:

Lal, Rajiv, and Scott Johnson. "STRIVR (B): Moving into the Enterprise." Harvard Business School Supplement 518-091, March 2018.

In 2018, Ludovic Le Moan and Christophe Fourtet, co-founders of the French tech startup Sigfox, reflected on the evolution of their venture and the way forward. Founded in 2009, Sigfox was a company that provided a global connectivity network for devices connected to the internet. As the startup was scaling rapidly, the founders made the strategic decision to target fewer industry verticals and to focus on asset tracking as the common denominator of the business. With a committed target of reaching 1 billion devices connected to the Sigfox network by 2023, they wondered which consequential changes needed to be made in order to achieve success in the nascent IoT market. Which initiatives would help them bring the company to the next stage?

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STRIVR (B): Moving into the Enterprise

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