ISSUES IN CONTINUED TECHNOLOGY INVESTMENTS BEFORE SELLING A FIRM

This essay describes the issues involved when attempting to sell a firm engaged in rapid product prototyping. The issue facing the board of directors is how to present the company to potential buyers in the best possible light. The paper concludes that the best approach is to manage product innovations effectively so that potential buyers perceive the firm as an investment that will yield positive future returns. The article is divided into eight sections. The first section discusses the situation, including rapid prototyping, profit maximization, maintaining optimal profits, investing in new technology, and market value. The second section defines the problem, clarifying its meaning and scope. The third section examines the causes of the problem. The fourth section highlights the corporate systems affected by the problem, including structural subsystems, psychological or cultural subsystems, technical subsystems, managerial subsystems, and corporate goals and values. The fifth section provides several alternative solutions. The sixth subsection states that the likely best solution is to manage innovation effectively during the corporate sale period and why this solution was chosen. The seventh section highlights the ramifications or consequences that may result from making this section, as well as the lessons learned. The final section concludes that there is no royal road when selling a rapid product prototyping firm; there are only good roads and better roads.