Case Scenario $3$: Bunnywac.

Bunnywac is a global producer and seller of batteries for consumer electronics, and competes primarily by providing battery products equal in performance at a lower price. The worldwide battery industry suffers from issues of overcapacity and commoditization, brand segmentation and proliferation, the growing strength of global retailers, and the low$-$cost threat of new entrants from Asia. Bunnywac has grown quickly into one of the leading players in the battery industry primary through horizontal acquisitions, and is now counted among the top four companies in North and Latin America. Its presence in Europe and Latin America is negligible. A key factor in Bunnywac's rapid growth is its technology outsourcing arrangement with Mats. Mats is one of Japan's largest technology holding companies and Bunnywac's core battery technology is licensed from Mats. Bunnywac's license with Mats expires soon and it is concerned that Mats will not renew it$,$ or will renew it only for a substantial price premium. Consequently, Bunnywac's CEO is exploring the possibility of developing its core technology in$-$house.

$($Refer to Case Scenario $3).$ Facing the risk that its technology supplier, Mats, will not renew its licensing arrangement, Bunnywac's CEO is exploring the possibility of developing its core battery technology in$-$house. If the license is not renewed, it is likely that the technology will be developed at Bunnywac via the autonomous strategic behavior approach.