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After a successful transition from a projects-based IT business services company to a platform-driven analytics company, Saama's core leadership team gathered in 2017 to brainstorm the next phase of its growth. The year before, the team had decided to narrow its target market to the life sciences vertical. Saama now had to decide how to execute on this focused strategy by choosing a growth pathway within the life sciences vertical. Saama's leadership team was considering three alternatives: acquiring new customer accounts, developing existing customer accounts, or developing new products by harnessing artificial intelligence (AI) and blockchain technologies. The team had to evaluate these growth pathways in terms of both short- and long-term revenue potential, as well as their potential for sustaining Saama's competitive advantage.

Cases are developed solely as the basis for class discussion and are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. This case was based largely on conversations with Suresh Katta, to whom the authors are grateful. For pedagogical purposes, the authors might have fictionalized individuals, conversations, strategies, assessments, or other details. To order copies or to request permission to reproduce materials, call 847.491.5400, or email cases@kellogg.northwestern.edu. No part of this publication may be reproduced, stored in a retrieval system, made available to any LLM (e.g., ChatGPT), used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Kellogg Case Publishing.
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