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In the summer of 2014, the founder and sole owner of F.P. Journe, a maker of luxury watches, sat in his Geneva headquarters and wondered about the future. Founded in 1999, the private company had 125 employees and a strictly limited production of 850 to 900 watches per year. It was a well-respected brand that was distributed globally through a network of company-owned boutiques and third-party jewellery stores. Its exclusively designed and individually manufactured products were prized by collectors and had won many awards and distinctions. However, the “haute horology” market had become increasingly competitive. Was producing 95 per cent of all watch components in-house a good idea? Should he scale up his business through mergers and acquisitions or by increasing the company’s online presence? Or should he rest on his laurels and preserve the status quo?

In the summer of 2014, the founder and sole owner of F.P. Journe, a maker of luxury watches, sat in his Geneva headquarters and wondered about the future. Founded in 1999, the private company had 125 employees and a strictly limited production of 850 to 900 watches per year. It was a well-respected brand that was distributed globally through a network of company-owned boutiques and third-party jewellery stores. Its exclusively designed and individually manufactured products were prized by collectors and had won many awards and distinctions. However, the "haute horology" market had become increasingly competitive. Was producing 95 per cent of all watch components in-house a good idea? Should he scale up his business through mergers and acquisitions or by increasing the company's online presence? Or should he rest on his laurels and preserve the status quo?

Financing New Ventures: An Entrepreneur's Guide to Business Angel Investment is a seven chapter book published in 2014 by the Business Expert Press and written by Geoffrey Gregson, Director of the Centre for Entrepreneurship Research at the University of Edinburgh Business School. In this book, the author provides practical guidance for growth-oriented business ventures looking to secure funding from external sources. He reviews the features of an investable business opportunity and advises the entrepreneur on how to present the opportunity to potential funders, as well as sharing insight into the investor's decision-making process. In addition to his focus on business angels (BA), Gregson offers insights into the work of venture capitalists (VC) to provide a comprehensive view of financing new ventures. The author includes definitions of key terms, real world examples, notes on current research, and commentary from practitioners. The book includes five appendices. Appendix A provides insight for Chapter Two by reviewing the requirements for becoming a business angel with a summary of the United Kingdom's "Enterprise Investment Scheme." The author includes investor regulations in both the United Kingdom and the United States. Appendix B provides an outline of the key sections of a traditional business plan, which is first mentioned in Chapter Three. Appendix C outlines three documents that are essential parts of the business plan financials. The author describes each document and explains the underlying goal of each one. Also referenced in Chapter Three, Appendix D outlines the investment screening criteria used by the largest BA group in the United States, the Tech Coast Angels. Appendix E provides a sample outline of a Preferred Investment Term Sheet, which is discussed in Chapter Four.

Financing New Ventures: An Entrepreneur's Guide to Business Angel Investment is a seven chapter book published in 2014 by the Business Expert Press and written by Geoffrey Gregson, Director of the Centre for Entrepreneurship Research at the University of Edinburgh Business School. In this book, the author provides practical guidance for growth-oriented business ventures looking to secure funding from external sources. He reviews the features of an investable business opportunity and advises the entrepreneur on how to present the opportunity to potential funders, as well as sharing insight into the investor's decision-making process. In addition to his focus on business angels (BA), Gregson offers insights into the work of venture capitalists (VC) to provide a comprehensive view of financing new ventures. The author includes definitions of key terms, real world examples, notes on current research, and commentary from practitioners. Chapter 1, Introduction (10 pages), begins with a discussion of new ventures and sources of funding. The author explains his focus on growth-oriented ventures and why business angels are the major source of funding for these types of opportunities. He reviews key considerations for business angel financing and provides an overview of concepts and chapters in the book.

Financing New Ventures: An Entrepreneur's Guide to Business Angel Investment is a seven chapter book published in 2014 by the Business Expert Press and written by Geoffrey Gregson, Director of the Centre for Entrepreneurship Research at the University of Edinburgh Business School. In this book, the author provides practical guidance for growth-oriented business ventures looking to secure funding from external sources. He reviews the features of an investable business opportunity and advises the entrepreneur on how to present the opportunity to potential funders, as well as sharing insight into the investor's decision-making process. In addition to his focus on business angels (BA), Gregson offers insights into the work of venture capitalists (VC) to provide a comprehensive view of financing new ventures. The author includes definitions of key terms, real world examples, notes on current research, and commentary from practitioners. In Chapter 2, Entrepreneurial Venturing and Financing (48 pages), the author outlines key concepts in new ventures and private equity investment. He explains a model of six main entrepreneurial venturing activities: opportunity identification, securing resources, team building, venture formation, refining product/service for market, and financial feasibility. He presents a detailed discussion of the three types of entrepreneurial finance: personal sources, public sources, and private equity. He explores both VC and BA financing in detail with real world examples and insight and provides a comparative assessment. He considers factors that influence financing and explains why the why the popular approach to staging funding, called a 'funding escalator,' doesn't always work in practice. The chapter includes key considerations when considering raising PE investment.

Financing New Ventures: An Entrepreneur's Guide to Business Angel Investment is a seven chapter book published in 2014 by the Business Expert Press and written by Geoffrey Gregson, Director of the Centre for Entrepreneurship Research at the University of Edinburgh Business School. In this book, the author provides practical guidance for growth-oriented business ventures looking to secure funding from external sources. He reviews the features of an investable business opportunity and advises the entrepreneur on how to present the opportunity to potential funders, as well as sharing insight into the investor's decision-making process. In addition to his focus on business angels (BA), Gregson offers insights into the work of venture capitalists (VC) to provide a comprehensive view of financing new ventures. The author includes definitions of key terms, real world examples, notes on current research, and commentary from practitioners. Chapter 3, What Makes a Compelling Business Angel Investment Opportunity? (44 pages), reviews the factors that make market opportunities and business models successful. The author describes three categories of entrepreneurial markets: understood, new, and service-based markets. He explores each market type using real world examples and explains five different types of innovation in new markets, as well as differences in service-based markets. He highlights the importance of an effective, or investable, business model and reviews the nine elements of the business model "canvas," including the value proposition and analysis of competitive advantage. He addresses the need for a business plan and responds to common challenges in the creation of a viable business plan. He identifies four areas of uncertainty for entrepreneurs to consider and suggests detailed guidelines for creating a plan. He ends the chapter with a discussion of common pitfalls, including market issues and financial forecasts.

Financing New Ventures: An Entrepreneur's Guide to Business Angel Investment is a seven chapter book published in 2014 by the Business Expert Press and written by Geoffrey Gregson, Director of the Centre for Entrepreneurship Research at the University of Edinburgh Business School. In this book, the author provides practical guidance for growth-oriented business ventures looking to secure funding from external sources. He reviews the features of an investable business opportunity and advises the entrepreneur on how to present the opportunity to potential funders, as well as sharing insight into the investor's decision-making process. In addition to his focus on business angels (BA), Gregson offers insights into the work of venture capitalists (VC) to provide a comprehensive view of financing new ventures. The author includes definitions of key terms, real world examples, notes on current research, and commentary from practitioners. Chapter 4, Understanding the Business Angel Investment Process (36 pages), outlines five stages of financing a business opportunity: origination, screening, evaluation, structure, and agreement. The author describes the process and presents real world insight into each stage. He offers practical advice for how an entrepreneur should approach potential investors and reviews nine organizational themes for presenting the business case. He examines common considerations for investor decision-making at different stages of a deal and for different kinds of investors. He outlines the elements of a deal structure and gives guidance on creating a term sheet as well as insight into due diligence and valuation methods, such as: discounted cash flow; the comparables method; the VC method; the asset-based method; and, rule of thumb.

Financing New Ventures: An Entrepreneur's Guide to Business Angel Investment is a seven chapter book published in 2014 by the Business Expert Press and written by Geoffrey Gregson, Director of the Centre for Entrepreneurship Research at the University of Edinburgh Business School. In this book, the author provides practical guidance for growth-oriented business ventures looking to secure funding from external sources. He reviews the features of an investable business opportunity and advises the entrepreneur on how to present the opportunity to potential funders, as well as sharing insight into the investor's decision-making process. In addition to his focus on business angels (BA), Gregson offers insights into the work of venture capitalists (VC) to provide a comprehensive view of financing new ventures. The author includes definitions of key terms, real world examples, notes on current research, and commentary from practitioners. Chapter 5, Deal Negotiation and the Deal Agreement (33 pages), focuses on the negotiation process that leads to the final stage of investment, a formal agreement. The author considers the impact of valuation on negotiation and explains options for setting deal pricing and equity percentages. He outlines the typical elements of an investment agreement, including the subscription agreement, board structure, investor preferences, and executive service agreements. He examines funding stages for both BA and VC-funded deals. He also provides practical guidance to the entrepreneur when involving legal counsel.

Financing New Ventures: An Entrepreneur's Guide to Business Angel Investment is a seven chapter book published in 2014 by the Business Expert Press and written by Geoffrey Gregson, Director of the Centre for Entrepreneurship Research at the University of Edinburgh Business School. In this book, the author provides practical guidance for growth-oriented business ventures looking to secure funding from external sources. He reviews the features of an investable business opportunity and advises the entrepreneur on how to present the opportunity to potential funders, as well as sharing insight into the investor's decision-making process. In addition to his focus on business angels (BA), Gregson offers insights into the work of venture capitalists (VC) to provide a comprehensive view of financing new ventures. The author includes definitions of key terms, real world examples, notes on current research, and commentary from practitioners. In Chapter 6, Investment Management, Staged Financing, and Exits (33 pages), the author considers the post investment stage of a deal through the life of the business venture. He explores the relationship between the entrepreneur and the investor, as well as common practice in investment management via both BAs and VCs. He looks at different methods for structuring financing. He considers benefits and drawbacks of investor exit strategies including financial sale, strategic sale, and IPO and offers real-world insight and examples.

Financing New Ventures: An Entrepreneur's Guide to Business Angel Investment is a seven chapter book published in 2014 by the Business Expert Press and written by Geoffrey Gregson, Director of the Centre for Entrepreneurship Research at the University of Edinburgh Business School. In this book, the author provides practical guidance for growth-oriented business ventures looking to secure funding from external sources. He reviews the features of an investable business opportunity and advises the entrepreneur on how to present the opportunity to potential funders, as well as sharing insight into the investor's decision-making process. In addition to his focus on business angels (BA), Gregson offers insights into the work of venture capitalists (VC) to provide a comprehensive view of financing new ventures. The author includes definitions of key terms, real world examples, notes on current research, and commentary from practitioners. Chapter 7, Summary and Future Trends (17 pages) reviews the benefits of and requirements for pursuing BA financing. The author also summarizes the characteristics of an investable business. He considers the lean start-up business model and presents lessons learned from market experience, including the dot.com boom. He offers insight into emerging market and investment trends such as early exits, super angels, and crowdfunding.

An ethical hacker had recently started his entrepreneurial venture, EnterAll InfoSec Solutions. A technologist who believed that “ethical hacking” had huge market potential, he and his partner were searching for a business model that would address the information security needs of corporate clients, public sector undertakings (PSUs) and government institutions. Ethical hacking was a specialized and relatively nascent field, and the entrepreneur foresaw many challenges in convincing customers to use the services of his start-up company. The immediate concerns were how to expand the business, identify an optimal business model, explore sources of funding and create a strong team.

Mahindra and Mahindra Financial Services Limited is a non-banking finance company in India whose product portfolio includes vehicle loans, used vehicle financing, housing finance, personal loans, fixed deposits, mutual fund distribution, insurance broking, gold loans and loans for construction equipment. Catering to the rural poor across India, the company has close to 6,600 employees, mostly hired locally to serve local needs. Because it focuses on future cash flow projections and not on past credit history, and takes into consideration the integrity and character of the customer — primarily farmers, small traders and vehicle operators but also some small and medium enterprises — as well as the projected business plan, it is a good fit for poor rural Indian consumers. It bridges the gap between moneylenders, who charge exorbitant interest, and public sector banks that require collateral. In 2013, the manager of the Bijnor branch is approached by the owner of a transport firm who requests a loan to buy two more trucks to expand her business of moving goods for small pharmaceutical companies. Given that the prospective borrower has been rejected by a competing bank, should the loan to her be sanctioned?

With the 2010 FIFA World Cup fast approaching, Johannesburg, South Africa, needs a much-improved public transport system. A bus rapid transit (BRT) system is proposed and the key challenge involves getting buy-in from the minibus-taxi industry, which serves current commuters with 22,000 minibus-taxis, but which sometimes threatens violence to ensure there is little change in its way of operating. The leader of the main Johannesburg taxi association embarks on a process of personal growth to find the courage and capacity to lead the taxi industry away from resistance and into a business partnership with the city. He and his small team undertake a personally risky journey to implement BRT through the Rea Vaya project, thus changing the landscape of Johannesburg and bringing safe transport to hundreds of thousands of residents. But only days after the launch of the BRT system, two people in a BRT bus are shot by a gunman. With the 2010 FIFA World Cup less than a year away, is it worth commuters and Rea Vaya workers being shot and potentially killed? Could anything have been done differently to avoid this? Should the whole project be put on hold? If they stop one more time, it might never get off the ground again.

At the end of 2011, Fernando Lelo de Larrea (MBA 2004) and Federico Antoni (MBA 2004) decided to resign from their CEO positions in their respective mid-sized companies and start fundraising for their first early stage investment fund: Seed Innovation Trust 1. Given their lack of track record in venture capital, they decided to create a micro fund, the smallest, yet most institutional, venture capital fund possible consistent with their investment thesis. Founded in 2012, ALLVP raised the first institutional seed capital fund in Mexico to invest in innovative service-oriented, new companies. The investment thesis focused on service industries such as healthcare, financial services, and consumer internet that were experiencing high growth due to demographic and macro-economic trends, favorable non-market forces, the growing middle class and the availability of new technologies. Given the underdeveloped entrepreneurial ecosystem in Mexico, the founders established, along with the fund management vehicles, a Seed Accelerator Program, called Venture Institute that would feed the fund with high quality startups. This dual model proved key to creating a high value first portfolio and positioning ALLVP in the Mexican entrepreneurial ecosystem. Two years and twelve portfolio companies later, ALLVP raised a second, $40 million dollar (USD) fund focused on Series A and B rounds in Latin America. Given ALLVP's success, a new proactive public policy from Mexico's new government was launched and helped the seed capital industry grow from ALLVP as the first and only institutional fund in 2012 to more than a dozen funds in 2014.

The Caribbean Information and Credit Rating Services (CariCRIS) cases depict the strategic dynamics of setting up a first-of-its-kind international venture by an Indian credit rating agency in an emerging market. The cases trace the institutional and market development challenges in the evolution of this international joint venture (IJV) in a multi-country setting in the Caribbean and the strategic dilemmas faced by the expatriate chief executive officer (CEO) in setting up the new venture by leveraging home-country experience. Case (A) focuses on the unfolding events and the business environment that define the strategic context for the IJV’s formation and up to a point in time when the management is poised to make critical market entry-related decisions. Also see case (B) 9B14M084.

This is a supplement to case (A) 9B14M082.<br><br>The CariCRIS cases depict the strategic dynamics and market entry challenges of setting up a first-of-its-kind venture by an Indian credit rating agency in a multi-country setting in the Caribbean. While Case (A) focuses on pre-market launch strategic dilemmas, Case (B) traces the continuing obstacles to the firm’s market development subsequent to its launch and the critical issues that confront the management team at a juncture when a change of leadership is imminent. The cases also seek to highlight legitimacy issues that could confront a start-up with dominant emerging-market credentials in entering another emerging, but geographically and culturally distant market.

The managing director, founder and promoter of Manjushree Technopak Limited, based in Bangalore, India, had exploited various market opportunities to establish his third venture, which over 20 years had become the largest manufacturer of polyethylene terephthalate bottles and preforms in Southeast Asia. His brother and sons had also joined the company, which was listed on the Bombay Stock Exchange, and were now co-directors under his leadership. By 2013, the company was ready to expand to meet the growing demand for plastic containers in the food, beverage, health care and pharmaceutical industries and to counter its competition. It needed to convey a clear vision to all its stakeholders. Growth also meant the need for clarity in leadership roles and a sound internal governance structure. The managing director had three choices: 1) continue the status quo with himself as head of the company; 2) step aside and allow his professionally qualified sons to step up to the company leadership; or, 3) hire a professional from the corporate world as a new chief executive officer.

Kellogg’s is exploring the possibility of launching gluten-free Corn Flakes in India. The company must examine the gluten-free market in India and explore strategies for entering this market. Kellogg’s must assess its competitors in India’s growing breakfast cereal market, where a growing economy and increasing health awareness is pushing Indian consumers to look for healthier options. Questions remain whether Kellogg’s should enter the promising gluten-free segment to take advantage of this potential opportunity in India, consumers’ evolving preferences and the current industry trends.

In 2014, Khuram Mir, CEO of HN Agri Serve, an innovative apple orchard company in the Kashmir region of Northern India, wonders about the best growth strategy for his company.

Tom Henderson, engineering manager and 10-year veteran of ABCO, leads the 25-member Omega product development team. While presenting his team's performance data at a monthly briefing meeting, Henderson is subjected to the verbal jabs of Bill Fenner, ABCO's VP of Distributed Services. As the meeting progresses, Fenner becomes increasingly aggressive, causing Henderson to falter in front of his colleagues and senior executives. After learning that their boss has been "shredded" by Fenner, the Omega team reduces its exceptional performance. Part B (in the Teaching Note) reveals Henderson's next actions. Part C (also in the Teaching Note) concludes with longer-term consequences for Henderson and ABCO.