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Compact case
Case
-
Reference no. 393-038-1
Published by: EFER - European Foundation for Entrepreneurship Research
Published in: 1993
Length: 3 pages
Data source: Field research

Abstract

This is the second of a two part case series (393-037-1 and 393-038-1). AG Invest is one of a series of some 12 cases and 6 country notes on entrepreneurship in various parts of Eastern and Central Europe (393-034-1 through 393-058-5). The whole series was planned, financed and coordinated by the European Foundation for Entrepreneurship Research (EFER). Each of the cases, and indeed the country notes, was written by a local East/Central European researcher working in collaboration with an EFER team. AG Invest has developed considerably from its origins in construction planning - having in 1991 activities in building itself, computers, software, orange juice, used cars, distribution, and materials. The questions revolve around short-term opportunities versus long-term enterprise building. Management views on the next steps to take differ widely among the founders. The case allows discussion of one of the most common issues confronting new entrepreneurs in the East - diversification and ''overdiversification'', as well as on the organisational mechanisms to go forward.
Location:
Size:
Small
Other setting(s):
1991

About

Abstract

This is the second of a two part case series (393-037-1 and 393-038-1). AG Invest is one of a series of some 12 cases and 6 country notes on entrepreneurship in various parts of Eastern and Central Europe (393-034-1 through 393-058-5). The whole series was planned, financed and coordinated by the European Foundation for Entrepreneurship Research (EFER). Each of the cases, and indeed the country notes, was written by a local East/Central European researcher working in collaboration with an EFER team. AG Invest has developed considerably from its origins in construction planning - having in 1991 activities in building itself, computers, software, orange juice, used cars, distribution, and materials. The questions revolve around short-term opportunities versus long-term enterprise building. Management views on the next steps to take differ widely among the founders. The case allows discussion of one of the most common issues confronting new entrepreneurs in the East - diversification and ''overdiversification'', as well as on the organisational mechanisms to go forward.

Settings

Location:
Size:
Small
Other setting(s):
1991

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