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InPart: Summary
Professor Joel Huber
Fuqua School of Business
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How InPart Secured Venture Capital Unambiguous value-added benefit Clear path to success Big payoff if successful Reduce risk
Best people VC’s co-opted as directors Flexibility--IPO or buyout
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What happened to InPart?
Played manufacturers against each other—33 parts suppliers sign on
200 design firms paid about $1000/seat to be part of the system
Used Parametric to sell system, and InPart to sell Parametric
1998 Parametric bought InPart for $45MM in stock
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What happened to Stacey Lawson?
She had a 10% stake in InPart 1998 VP of Parametric with focus on new
produts and strategy and their new Windchill product
2002 joins Seibel Systems as VP to build their Employee Resource Management system
Source: Google: Stacey Lawson + Date, company
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What happened to Cad Vendors? Leaders (2002)
IMB-Dassault-SAS --$1.6 B Electronic Data Systems--$1.5B Parametric-- $.8B…same level as 1998!
Focus Links to procurement, manufacturing, accounting
—Enterprise software
Source: WSJ 10/10/2002
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What happened to Parametric?
Source: Dow Jones Online
Stacey Lawson Leaves
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Parts suppliers migrated to electronic catalogs
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Lessons: Need to understand the motives of all parties Designers
Value per design depends on firm size Organizational resistance to the service
Product manufacturers Cost savings Market change
CAD vendors Motivated to internally replicate InPart’s business Opportunity for an exclusive alliance