Delee founders aimed to change the way cancer radically was detected, monitored, and treated. They created CytoCatch™, a highly sensitive automated benchtop device for the rapid isolation and analysis of circulating tumor cells from blood samples to make this possible. Strategic alliances with Stanford University, Tecnologico de Monterrey, and UANL strengthened this innovative company’s purpose. Nevertheless, some questions arose when selecting a suitable business strategy to accomplish Delee’s vision. Liza Velarde, Delee’s CEO, was preparing the agenda for the company’s 2025 planning in November 2020. The journey has been challenging, and Liza Velarde faced critical decision-making milestones. What could be the most promising customer segment for her technology? What business model may work better for such a market? How can Delee reduce the time-to-market for their technology? Furthermore, how can Delee fund their development for the following years until FDA approves?
With the application of this case, the teacher aspires that students understand the following crucial insights: to understand the impact of a business model strategy, identify different possible business models, and explore options; in this sense, intellectual property can offer options to the strategy; to identify and analyze the gender gap in entrepreneurship and its strategic implications; and to identify the relevance of reducing the time to market for a technological product.
Gender inclusiveness in entrepreneurship.
Undergraduate and graduate-level.
Teaching notes are available for educators only.
CCS 3: Entrepreneurship.
