Integrative Case: The Start/up Challenges for SnowSports Interactive

Introduction
The Company
SSI was born officially in 2005 after an analysis of the global ski industry that identified gaps and new technologies in the market. SSI developed a tracking positioning software that was able to locate users within the resorts were the company was present. Their technological know/how and resources improved quickly.
Their products involved multiple technologies and they developed an integrated product that involved analysis software, GPS and WIFI tech. Their sales started growing continuously, their product provided a new user friendly experience.
As a start-up, growth is a big challenge as they had to be financed by family and friends, also by government funding the founders applied to over the years.
The Strategy
SSI created partnerships with ski resorts to secure sales and revenues. The global strategy was to create small branches with limited liability with SSI workers and locals in each resort, infrastructure needed would be either purchased or leased and SSI software license would be included for 3 years. Their strategy allowed resorts to increase safety, conviviality and improve the ski experience, still they needed to innovate constantly to maintain their competitive advantage.
The Potential
The success in the industry depended on several factors, the seasonality of the industry evidenced that the SSI product needed to adapt to several conditions in the markets.
The increase of ski and snow boarding lessons demand in the US between 2003 and 2004 and the popularity of extreme sports and Telemark Skiing showed a promising international market. Competition was tough but the small independent companies strength was their constant innovation.
SSI’s competitive advantage in Australia was the uniqueness of their product in applications and services. In