Funding is one of the most critical resources high potential technology startup (HPTS) ventures need to achieve success. Some startup founders lack access to capital, a critical resource for HPTS founders to create value for customers and capture value for their organizations. Capital constraints can hinder business performance, endanger growth and the ability to grow and scale into the global markets. This multiple case study explored the strategies HPTS firms used to access capital to grow and scale into global markets. Mishra's venture capital investment model and Blank's customer development model served as the conceptual framework for this study. Data were collected from semistructured face-to-face interviews, direct observations, member checking, and a reflective journal. Participants were selected using a purposive sampling of 5 founders from the Silicon Valley of California, who were involved in equity finance decisions in the last 5 years. Yin's 5-step data analysis plan was used in the final data analysis. Eight themes emerged from the study: capital constraint; identification of potential investors; collaboration, guidance, and support; investment potential; investment thesis; measurement of success; passion and preparedness; and prevention of stock dilution. The findings of this study have implications for positive social change. HPTS ventures can use the study findings to gain approval of investment proposals and increase ventures that create value for customers and for the organizations.

Despite defibrillation as the only effective treatment for sudden cardiac arrest (SCA), less than 15% of homes and public facilities have access to an automated external defibrillator (AED). In the United States, ineffective response to SCA cases occurring each year classifies it as a business problem for medical device manufacturing leaders, emergency responders, and bystanders. The purpose of this multicase study was to explore the marketing strategies AED manufacturing leaders use to expand their consumer customer base. Data were collected via in-depth interviews with a purposive sample of participants from 2 U.S. AED manufacturers on the east coast, 2 AED distributors, and 2 healthcare corporations in Texas, as well as a review of company materials. The framework for this study was product life cycle theory. Initial findings for expanding the U.S. AED market indicated that the market was not led by its manufacturers but by its distributors. This finding became an important theme noted from AED manufacturers in considering the consumer segment, an aftermarket from commercial marketing strategies. A common concern for the security of strategic marketing was evident across the AED manufacturer participants with reluctance to discuss business models and marketing plans. A congruent theme was the curtailment of open discussions regarding AED marketing strategies because of security and confidentiality risk. Also, limited number of approved AED manufacturers by the Federal Drug Administration minimizes AED access. Residual outcomes include improving the quality of life for the aging population while reducing the loss of the lives and costs of healthcare. Social implications include preventing sudden cardiac death by providing more accessibility of AEDs to baby boomers.