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Compact case
Case
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Reference no. 809-023-1
Subject category: Entrepreneurship
Published by: London Business School
Published in: 2009
Length: 5 pages
Data source: Field research

Abstract

Vani Kola, a successful serial entrepreneur once named as one of the ten top entrepreneurs in Silicon Valley, had built and successfully exited two venture capital backed companies there during the technology boom of the 1990s and early 2000s. Subsequently, Kola returned to her native India to start a venture capital business and spent more than a year successfully raising US$200 million in capital to invest in the burgeoning growth that modern India promised. Along the way, she identified several promising deals that might make attractive investments for her first fund. Now, in front of her on her desk in Bangalore, were the business plans of four potential investments that the new venture capital firm she had founded, Indo US Ventures, could back. Kola knew that, if she wanted to be in venture capital for the long-term, and thereby continue to contribute her entrepreneurial skills to India''s growth and prosperity, her initial investments would have to be good ones. The only way she would get to raise a second fund sometime in the future was if her initial investments panned out. The four businesses whose plans sat solemnly on her desk - ContentSense, Cellsol, Gleduport, and Travel-King - operated in different industries and were at different stages of their product and business development. Kola was not deterred by the always daunting challenges entailed in building new businesses. But deciding which firms to invest in was an altogether new challenge. By the end of the afternoon, she had told her partners, she would decide which of the companies merited further due diligence, and which, if any, should be dropped from further consideration.
Location:
Industry:
Size:
Small
Other setting(s):
2009

About

Abstract

Vani Kola, a successful serial entrepreneur once named as one of the ten top entrepreneurs in Silicon Valley, had built and successfully exited two venture capital backed companies there during the technology boom of the 1990s and early 2000s. Subsequently, Kola returned to her native India to start a venture capital business and spent more than a year successfully raising US$200 million in capital to invest in the burgeoning growth that modern India promised. Along the way, she identified several promising deals that might make attractive investments for her first fund. Now, in front of her on her desk in Bangalore, were the business plans of four potential investments that the new venture capital firm she had founded, Indo US Ventures, could back. Kola knew that, if she wanted to be in venture capital for the long-term, and thereby continue to contribute her entrepreneurial skills to India''s growth and prosperity, her initial investments would have to be good ones. The only way she would get to raise a second fund sometime in the future was if her initial investments panned out. The four businesses whose plans sat solemnly on her desk - ContentSense, Cellsol, Gleduport, and Travel-King - operated in different industries and were at different stages of their product and business development. Kola was not deterred by the always daunting challenges entailed in building new businesses. But deciding which firms to invest in was an altogether new challenge. By the end of the afternoon, she had told her partners, she would decide which of the companies merited further due diligence, and which, if any, should be dropped from further consideration.

Settings

Location:
Industry:
Size:
Small
Other setting(s):
2009

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