In early 2009 Andrew Sears, Executive Director of TechMission, a Christian social service nonprofit, faced a challenge known to many not-for-profit organizations, how to develop a sustainable organization, especially in an economic climate where charitable giving had declined. With limited resources and an expanding portfolio of programs, he had to balance three competing factors within TechMission: staying true to its Christian principles, sustaining its credibility in urban communities, and using technology as the driver for promoting social justice. Different initiatives presented different paths for potential growth. As well as determining the correct path, Sears knew that any path would require obtaining additional funding, potentially from secular organizations. The challenge was securing this funding in a tightening market and then allocating it to the initiatives that had the most potential. Additionally, it would be necessary to assure that all initiatives had the right programs, people and funding to move forward.
A biotech company receives umbilical cells for processing. A number of operational improvements are being considered in order to maintain the company's position and reputation in the market. Information on expected delivery dates is known. However, there is a great uncertainty around these dates. The company needs to take account of this variability when arranging for staffing. A supporting data set is available, product 7B09E010 for the (A) case, as well as the supplemental B case, product 9B09E011.
A biotech company receives umbilical cells for processing. A number of operational improvements are being considered in order to maintain the company's position and reputation in the market. Information on expected delivery dates is known. However, there is a great uncertainty around these dates. The company needs to take account of this variability when arranging for staffing.
A biotech company receives umbilical cells for processing. A number of operational improvements are being considered in order to maintain the company's position and reputation in the market. Information on expected delivery dates is known. However, there is a great uncertainty around these dates. The company needs to take account of this variability when arranging for staffing. A supporting data set is available, product 709E10 for the (A) case, as well as the supplemental B case, product 909E11.
Syntonix Pharmaceuticals, a Boston biopharmaceutical startup company, was seeking additional financing for growth. The company had developed and patented an improved delivery platform for long-acting biopharmaceuticals and then utilized that technology to develop new therapies to treat chronic diseases. The Transceptor® technology utilized a unique biological pathway to allow efficient delivery of SynFusion™ drug therapies. Several companies licensed the technologies in joint development deals to address several different conditions: Hemophilia B, autoimmune disorders, and infertility, as well as for use in enhanced peptide inhalation. The company had used up Angel money and Rounds A and B of venture capital financing and was looking for an additional $80 - $100 million for growth. In September 2006, Syntonix was in negotiations with a VC syndicate to gain a 'C' Round of funding. One member of the proposed syndicate, Biogen Idec, indicated interest in buying Syntonix outright. The founders needed to make a decision about the offer.