Augustine Heard Sr. founded Augustine Heard & Company, a commission house focused on trade between China and the United States, in 1840. He welcomed his four nephews into the family business as it expanded in the increasingly complex economic and political environment of 19th century China. By 1861, the business had been flourishing for many years, but the context for foreign trade in China was changing. The four nephews, all having been made partners in the business, faced a decision. Should (and could) they alter the business model that had served their uncle so well for two decades? How could they best take advantage of the changing environment in China? Most importantly, how could they navigate their relationships as both brothers and partners?

The world's largest peer-to-peer (P2P) lender annually disbursing over a million loans totaling $10 billion, China's CreditEase, must decide whether to IPO in the NYSE its online lending platform, Yirendai, before the year-end window closes in 2015. Yirendai sought to capture its customers and make virtually instantaneous credit decisions online. CreditEase's commercial success makes funding Yirendai's growth not an issue. P2P lending in China, after explosive growth followed by notorious frauds, is increasingly controversial. On the way to becoming a global example of financial inclusion, as a result of its original business model, CreditEase also pioneered and became a leader in the wealth management industry in China, serving the country's new mass affluent and high net worth families. With so many options, how should Ning Tang, founder and CEO, chart the future strategic direction of CreditEase?