Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Subject category: Entrepreneurship
Published by: Stanford Business School
Originally published in: 2013
Version: 21 May 2013
Length: 20 pages
Data source: Field research

Abstract

This case is taught in a course called Formation of New Ventures and is intended to help students evaluate the pros and cons of a buyout from a strategic acquirer. Students are asked to first critically examine the working dynamic and governance structure between Rigo, Lepinard, and other leaders in the company. Then they are asked to evaluate the attractiveness of a buyout offer at a time when the company is fruitfully growing. Students are ultimately asked to spend considerable time weighing the pros and cons of doing a deal with Starbucks as a large strategic buyer.
Other setting(s):
2013

About

Abstract

This case is taught in a course called Formation of New Ventures and is intended to help students evaluate the pros and cons of a buyout from a strategic acquirer. Students are asked to first critically examine the working dynamic and governance structure between Rigo, Lepinard, and other leaders in the company. Then they are asked to evaluate the attractiveness of a buyout offer at a time when the company is fruitfully growing. Students are ultimately asked to spend considerable time weighing the pros and cons of doing a deal with Starbucks as a large strategic buyer.

Settings

Other setting(s):
2013

Related