Product details

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Compact case
Published by: International Institute for Management Development (IMD)
Originally published in: 2006
Version: 08.11.2006

Abstract

This is part of a case series. The (B) case in this two-part series provides a short follow-up to the (A) case, and should be used in conjunction with it. The case illustrates the reflections on EndoArt's cumbersome evolution over the past 8 years and relates the venture's situation as of 2006. The venture's investors are increasingly pressing for a return on their investments. Three options are laid out to proceed from this point: strategic partnership or trade sale, grow the firm aggressively and go for an IPO (initial public offering), or make EndoArt a privately-held stand-alone player. None of these options, however, would happen overnight. Hence, management needs to identify and focus on the immediate issues to increase the value of the small company.
Industry:
Size:
10-20 employees
Other setting(s):
2004-2006

About

Abstract

This is part of a case series. The (B) case in this two-part series provides a short follow-up to the (A) case, and should be used in conjunction with it. The case illustrates the reflections on EndoArt's cumbersome evolution over the past 8 years and relates the venture's situation as of 2006. The venture's investors are increasingly pressing for a return on their investments. Three options are laid out to proceed from this point: strategic partnership or trade sale, grow the firm aggressively and go for an IPO (initial public offering), or make EndoArt a privately-held stand-alone player. None of these options, however, would happen overnight. Hence, management needs to identify and focus on the immediate issues to increase the value of the small company.

Settings

Industry:
Size:
10-20 employees
Other setting(s):
2004-2006

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