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.
Case
-
Reference no. 397-020-1
Published by: London Business School
Published in: 1997
Length: 13 pages
Data source: Field research

Abstract

This is the second of a four-case series (397-019-1 to 397-022-1). Peter Dawe, founder and joint managing director of the Unipalm Group, was feeling depressed. After months of intense preparation for the company''s flotation on the London Stock Exchange, he had just been informed that the sponsoring broker was unwilling to proceed with the flotation unless the company changed its management structure, which Peter had been unwilling to do. Peter wondered what other options he had and what the likely implications would be on the company''s growth. At the back of his mind, he wondered whether or not NASDAQ might be a better market for the company to float on, as investors were more familiar with high-tech companies.
Location:
Size:
Less than GBP25m turnover
Other setting(s):
1988-1996

About

Abstract

This is the second of a four-case series (397-019-1 to 397-022-1). Peter Dawe, founder and joint managing director of the Unipalm Group, was feeling depressed. After months of intense preparation for the company''s flotation on the London Stock Exchange, he had just been informed that the sponsoring broker was unwilling to proceed with the flotation unless the company changed its management structure, which Peter had been unwilling to do. Peter wondered what other options he had and what the likely implications would be on the company''s growth. At the back of his mind, he wondered whether or not NASDAQ might be a better market for the company to float on, as investors were more familiar with high-tech companies.

Settings

Location:
Size:
Less than GBP25m turnover
Other setting(s):
1988-1996

Related