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eEquity: Solutions for Cash Flow
In March 2016, eEquity, a small firm providing online training and software to corporate human resource professionals, faced a dilemma. A year after new ownership and management took over, the channel sales strategy that was expected to support the growth of the promising Software as a Service division failed, and cash was running out. Management had devised a new sales and marketing strategy that it believed would be successful, but lacked the funds to implement the strategy. This same management team identified four options to acquire the necessary funds, each of which had inherent strengths and weaknesses. The firm's success depended on making a good choice under conditions of incomplete information and a short time frame. -
eEquity: Solutions for Cash Flow
In March 2016, eEquity, a small firm providing online training and software to corporate human resource professionals, faced a dilemma. A year after new ownership and management took over, the channel sales strategy that was expected to support the growth of the promising Software as a Service division failed, and cash was running out. Management had devised a new sales and marketing strategy that it believed would be successful, but lacked the funds to implement the strategy. This same management team identified four options to acquire the necessary funds, each of which had inherent strengths and weaknesses. The firm’s success depended on making a good choice under conditions of incomplete information and a short time frame. -
Palmer Corporate Training and the Career Training Schools Projects (Spreadsheet)
Spreadsheet for product 9B02N024. -
Palmer Corporate Training and the Career Training Schools Projects
Palmer Corporate Training is a privately owned software training company. The company was developing two new projects that would dramatically change its business. With industry consolidation and entry of a new competitor, Palmer's core business was becoming a tougher challenge daily. The president of the company must decide if it has the financial and human resources to effectively maintain its core business while developing the two new projects, and how to minimize the risk of failure and increase the probability of success if Palmer proceeds with the new projects.