Abstract
This case concerns a U.S. start–up's efforts to license and launch a Japanese puzzle known as KenKen. The case provides a historical review of the puzzle's conceptual emergence and subsequent commercialization, allowing students to explore the general challenges associated with launching an innovative, new product into a dynamic market of uncertain size and structure. The case facilitates discussion of qualitative (i.e., business model selection) and quantitative (i.e., market size and profit estimation) issues.
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