investment. There was risk sharing and pricing specific to that en-
gagement. The rubber compound was cocreated, and emerging in-
tellectual property was jointly owned. On the other extreme, some
products were sold in bulk and the specifications were standard.
The customer did not need hand-holding (technical support and
other services)—in fact, the customer resented it and the obliga-
tory expense associated with it. So in 2002, Dow Corning sepa-
rated the businesses into two models, each with its own distinct
brand (although Dow Corning Corporation owns both registered
trademarks): one representing customized solutions and products
(more than 7,000 SKUs) ...