Gloria Londono, the owner of a chain of innovative, holistic day care centers for the elderly in Spain, is offered 3 million euro by Victor Serna, a wealthy physician-investor. In exchange, Serna wants a 25% stake, a board seat, a vote on all strategic decisions, and the ability to liquidate his position in five years, either through a public offering or a sale. His terms are not negotiable; his objectives are not transparent. The money would enable Londono to open 10 additional wholly owned centers (all but one of the existing locations are franchises) and would increase her control over the brand. Should she accept Serna's offer or stick to her currently successful strategy of going it alone? The authors of this fictional case study are Regina E. Herzlinger, of Harvard Business School, and Beatriz Munoz-Seca, of IESE Business School, University of Navarra. Expert commentaries are written by T. Forcht Dagi, of the Harvard-MIT Division of Health Sciences and Technology and HLM Venture Partners, and Merle D. Griff, CEO of SarahCare Adult Day Care Centers and Home Care. This HBR Case Study includes both the case and the commentary. For teaching purposes, this reprint is also available in two other versions: case study-only, reprint R1103X, and commentary-only, reprint R1103Z.

【書誌情報】

ページ数：6ページ

サイズ：A4

商品番号：HBSP-R1103M

発行日：2011/3/1

登録日：2017/6/5