Resultados

Hillary Mallow, founder-CEO of ProLab, learns that her health-services company is two months shy of bankruptcy....

Hillary Mallow, founder-CEO of ProLab, learns that her health-services company is two months shy of bankruptcy. She needs to act - immediately - but isn't sure where to begin. Prolab's client list and geographic presence have grown steadily over the years, so the recent downturn is quite unexpected. Most worrisome, ProLab's executive team is in major trouble; contentiousness has developed between Hillary's husband, ProLab's CFO, and Hillary's business partner, ProLab's COO, which now threatens to envelop everyone else. With her company at stake and personal relationships on the line, Hillary must scramble to resolve the complicated mess that could mean the end of her company, or worse....

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18 Months in a Startup: Zaggora.com...

18 Months in a Startup: Zaggora.com...

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In April 2010, Salil Deshpande has recently resigned from Palo Alto, California-based Bay Partners (Bay)...

In April 2010, Salil Deshpande has recently resigned from Palo Alto, California-based Bay Partners (Bay) where he had been a general partner. Although Deshpande had built a successful track record at the venture firm, he resigned with two other Bay general partners as disagreement about internal economics and governance continued among the Bay's six-member management team. This triggered the "key man" clause in the limited partnership agreement of Bay's most recent fund, Bay XI. The case considers the options that Salil and the Bay XI limited partners face as the firm and fund's futures are thrown into doubt....

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New Enterprise Associates...

New Enterprise Associates...

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Course overview of The Entrepreneurial Manager....

Course overview of The Entrepreneurial Manager....

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El caso cuenta la historia del Grupo Luis de Lezama, desde la fundación de su primer restaurante, la...

El caso cuenta la historia del Grupo Luis de Lezama, desde la fundación de su primer restaurante, la Taberna del Alabardero, hasta la actualidad. También aborda los retos presentes, entre otros, la consolidación del negocio en un periodo crítico y la diversificación emprendida en otros ámbitos del quehacer humano....

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The technical note describes how professional investors make an initial assessment of a new business...

The technical note describes how professional investors make an initial assessment of a new business idea. It provides an important framework for both entrepreneurs and investors....

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After five years' hard work, the managers of a clipping agency (press and TV reports) are considering...

After five years' hard work, the managers of a clipping agency (press and TV reports) are considering a strategic alliance that could end in a merger....

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Julia and Nate Burstein were living their dream running their own business and balancing the demands...

Julia and Nate Burstein were living their dream running their own business and balancing the demands between their work and family obligations while creating a company that was responsive to their employees' and their customers' needs. The Bursteins had joined a large multinational manufacturing company after receiving their MBAs from HBS, but soon left to join Julia's family plastics business. After the business was sold, they struck out on their own to search for a similar business. They purchased Elasto Therm, with $8 million in revenue from manufactured rubber and urethane components, with their own cash, bank financing, and the seller, partly in the form of an employee stock ownership plan (ESOP). Initially, Nate ran the business and after a few years changed roles with Julia to stay at home with their young children for three years. The two were in charge as co-CEOs before Julia relinquished her responsibilities to be at home again. The couple significantly strengthened the organization's talent, focused on innovation, growth, and provided a learning environment for their employees. Through cost efficiencies and pricing strategies, Elasto Therm was able to achieve higher margins than their competitors and focused on low-volume, short-run orders as they continued to expand the business. The 2008 recession forced them to reexamine all aspects of the business, and it retained profitability after painful cutbacks in the organization. To continue their growth into the next decade, they are faced with the choice of acquiring other businesses or growing more organically by adding to their sales organization to achieve geographic expansion....

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On October 1, 1891, as Senator Leland Stanford cut the ribbon at the ceremony gifting 8,000-acres of...

On October 1, 1891, as Senator Leland Stanford cut the ribbon at the ceremony gifting 8,000-acres of his Palo Alto, California, stock farm to a new, 559-student university bearing his name and seeking to produce "useful" in addition to "cultured" graduates, the majority of onlookers were orange groves and wildflowers. There was, as Gertrude Stein would remark of nearby Bay Area city, Oakland, nearly 50 years later, almost "no there, there." That is, it was a place with little social depth, identity, or culture. But over time, the region became synonymous with a culture of entrepreneurialism and developed into the most significant innovation hotspot in the world. What factors, if any, made what was to become known as "Silicon Valley" unique? Will Silicon Valley remain a vibrant community of technological innovation and economic growth, or will it decline like other previously thriving U.S. regions?...

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In July 2012, the cofounders of CloudFlare, a Silicon Valley startup that protects websites and accelerates...

In July 2012, the cofounders of CloudFlare, a Silicon Valley startup that protects websites and accelerates their traffic, are considering the implications of five employees' resignations over the prior three months. Was this natural attrition for a high-tech venture with a staff of 35 experiencing explosive growth, or were the resignations symptomatic of bigger issues with CloudFlare's culture and management processes? After describing CloudFlare's early history, business model, organization structure, and human resources policies, the case presents first-person accounts from employees regarding their reasons for resigning, then asks whether Cloudflare's cofounders should take any corrective actions....

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In 1965 William Elfers left Georges Doriot's American Research and Development Corporation to found Greylock,...

In 1965 William Elfers left Georges Doriot's American Research and Development Corporation to found Greylock, his own venture capital firm. Over the ensuing three decades followed a series of eight Greylock partnerships, during which time Elfers never lost a general partner or saw a colleague leave to start his own venture capital firm. Furthermore, each of the investors in Greylock's first fund participated in all succeeding partnerships. Elfers was among the first to pioneer the limited partnership structure of the modern venture capital firm with Greylock being organized as a series of limited partnerships, each of which pooled the investment capital that its general partners and limited partners committed for finite lifetimes. Greylock was established against a long historical tradition of New England financial innovation going back to at least the nineteenth century. In essence Elfers helped to create a new organizational approach to venture capital through mechanisms that deeply reflected New England's financial investment culture....

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In November 2006, Chris Michel left Military.com, which he founded in 1999, to start Affinity Labs, a...

In November 2006, Chris Michel left Military.com, which he founded in 1999, to start Affinity Labs, a global network of online communities. That month, Michel raised a Series A round of venture funding and established a partnership with Monster, which he had sold Military.com to. Within its first year of operations, Affinity Labs launched eight vertical portals including PoliceLink, NursingLink, TechCommunity, and IndiaOn. While the company was well ahead of its original plan to release four portals in 2007, Michel still faced a number of challenges. He had learned a great deal from Military.com and Affinity Labs' first launches, but in the case of each new community was faced with how best to construct the vertical and attract a sufficiently large audience. While the model seemed highly scalable because each vertical used the same core technology, every sector had its unique features. In the fall of 2007, executives from Monster opened up a dialogue with Michel about selling the company or expanding their relationship. Michel wondered if the time was right to sell or if he should grow Affinity Labs further with the hope of creating a company that could command the high valuations seen recently by a number of social networking concerns...

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Cost of Capital Problems...

Cost of Capital Problems...

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Álvaro y Clemente, dos madrileños con alma emprendedora y mente creativa, crearon la marca de ropa...

Álvaro y Clemente, dos madrileños con alma emprendedora y mente creativa, crearon la marca de ropa El Ganso, con un toque juvenil, haciéndose un hueco en el mercado de la moda en España gracias a un nicho que nadie estaba cubriendo. En enero de 2006 llegaron a Madrid las zapatillas "Jeremy Stanford". Después de su éxito, abrieron su primera tienda en Madrid, y El Ganso "pegó el estirón". La última tienda abierta fue en 2012, en Carnaby Street, Londres. El marketing que utilizaba era poco convencional, ya que ni anunciaban su llegada a las ciudades, ni patrocinaban nada. Álvaro y Clemente pensaban que el mejor marketing era hacer las cosas bien. Ambos habían conseguido convertir su sueño en realidad, pero ahora El Ganso tenía ante sí unos retos importantes: ¿cómo seguir creciendo? ¿Interesaba incorporar a algún ejecutivo externo? ¿Con qué perfil y qué papel se le asignaría? ...

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