Subject category:
Strategy and General Management
Published by:
London Business School
Version: 2000
Abstract
As a newly appointed Chrysalis investment executive, Carl Munro was facing an unfamiliar task: to screen business proposals for entry into its pre-seed and seed capital programme. Eliminating the non-starters had been more or less straightforward; now he had to evaluate the remaining seven proposals and select the two which had the most potential to succeed. Carl was at once nervous and excited. On the one hand, he needed to prove that he could do the job; on the other, there was the potential to share in the eventual financial success of the projects, via the firms carried interest in the funds under management. This case has been adapted and updated by John Bates in 2000.
About
Abstract
As a newly appointed Chrysalis investment executive, Carl Munro was facing an unfamiliar task: to screen business proposals for entry into its pre-seed and seed capital programme. Eliminating the non-starters had been more or less straightforward; now he had to evaluate the remaining seven proposals and select the two which had the most potential to succeed. Carl was at once nervous and excited. On the one hand, he needed to prove that he could do the job; on the other, there was the potential to share in the eventual financial success of the projects, via the firms carried interest in the funds under management. This case has been adapted and updated by John Bates in 2000.