In 2009, Amyris Biotechnologies was building a plant in Brazil that synthetic biology to convert into both renewable fuels and renewable chemicals sugarcane. The Amyris’ marketing team examined the commercial interests of both types of products, while the research and development team and the operations group built processes that could accommodate both. CEO John Melo hoped to have commercial product available in 2011, but he recognized that pursuing both chemica … Read more »

In 2009, Amyris Biotechnologies was building a plant in Brazil that synthetic biology to convert into both renewable fuels and renewable chemicals sugarcane. The Amyris’ marketing team examined the commercial interests of both types of products, while the research and development team and the operations group built processes that could accommodate both. CEO John Melo hoped to have commercial product available in 2011, but he recognized that the persecution has both chemicals and fuels even more complexity to a company that was already executed several development steps in parallel. The case deals with the various strategic and operational decisions facing Melo, as he planned, the company best marketing strategy.
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from
Gary P. Pisano,
Alison Berkley Wagon field
Source: Harvard Business School
23 pages.
Publication Date: Feb 25, 2010. Prod #: 610031-PDF-ENG
Amyris Biotechnologies: Biofuel commercialization HBR case solution

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