Eureka Case 30 min Undergrad

The Chasm

You are Rubén Cánovas-Belda, 44, CEO of Hidrosenda, a Murcia precision-irrigation company. Your sensors save growers a quarter of their water. Six years in, you have sold to every grower who likes new things — and to almost none of the ones who don't. Growth has stopped.

The situation

Hidrosenda sells precision irrigation: soil-moisture sensors, a smart valve controller, and an app that tells a grower exactly when and how much to water. In water-scarce Murcia it cuts water use 20–30% and lifts yield. The product works. The economics work. And in six years you have signed about 600 of the region's roughly 9,000 commercial growers.

Those 600 are not a random 600. They are the tech-curious ones — the big modern operations, the growers who go to the agtech fairs, the ones who enjoy making a new gadget work. You have won the people who adopt early. The thousands of mid-size family farms — the early majority — have not bought, and the sales pipeline has gone quiet. Your board wants a plan to reach them. They meet in three weeks.

Your job in this case: understand why diffusion has stalled, model what actually moves the early majority, and commit to the strategy that gets Hidrosenda across the gap. Every option sounds reasonable. Only one crosses.

The decision

How does Hidrosenda cross?

  • A · Compete on price
  • B · Prove it farm by farm
  • C · Sell the outcome

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