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E Ink is a high-technology start-up attempting to revolutionize print communication through electronic ink displays. The founders and top managers of this two-year-old firm are striving to translate a technological breakthrough into a working prototype, move from prototype to full-scale manufacturing, and maintain market excitement about the company. At the same time, they are dealing with a fundamental organizational concern: How to retain E Ink's creativity, drive, and sense of fun while focusing the company on growth and the demands of a first-product introduction.

Stock Research Group (SRG) is an information broker. SRG's primary business is serving as a collection point for information useful to investors seeking to invest in small-cap mining companies. SRG, in effect, pulls potential investors to its site, then channels them to the specific sites of companies in which the investors may have an investment interest. SRG's revenue comes from the mining companies, who generally pay on an impression basis (i.e. pay for eyeballs delivered to their web pages). The resource companies are willing to pay for this, since on their own they are much less likely to attract much investor traffic. SRG is also in the business of developing web pages for these small-cap resource firms, since generally the companies do not have in-house expertise to create and maintain their web presence. SRG thus represents a new kind of business - the specialized infomediary, or information broker. SRG is doing quite well financially, something that cannot be said of many web-based companies. SRG's main challenges involve managing growth, deciding on appropriate future directions, and determining how best to lever the virtual community they have created.

Tom Barnes, executive director of Asiasports Ltd., was evaluating several options for growth for the sports management company. Asiasports principal sports properties were the South China Ice Hockey League and the World Ice Hockey 5's tournament, both based in Hong Kong. Among the alternatives available: Barnes could develop hockey in other countries in Southeast Asia; he could acquire new sports properties; or he could expand into in-line hockey promotion in Hong Kong.

Grant Lewis, a Chartered Accountant (CA) and senior manager at a Big Six professional services firm, was investigating the feasibility of establishing a CA firm with two former colleagues. Mr. Lewis recognized the need for external financing during the start-up phase of the business. In preparation for a meeting with his bank manager, Mr. Lewis has been asked to prepare a projected monthly cash flow statement as well as a balance sheet and income statement for the first year of operations. The primary objective of the case is to get students to develop these financial statements and appreciate the links and differences between a cash flow and an income statement. The case also allows students to examine the bank lending process, discuss the merits and drawbacks of starting a small business, and become familiar with some of the basic components and sources of relevant market information for a new venture.

Defines management development objectives for family members employed in their family business. Outlines a process of putting these individuals on a career path to provide them with needed developmental experiences while respecting the broader needs of the organization.

Reviews the history of Mike Corbin's entrepreneurial career and describes in detail the successful organization he has created. Explores his management philosophy and leadership. Explores the usefulness of continuing family involvement in this business.

Advises students on how to prepare and discuss a family business case.

A group of Trojan Technologies Inc. employees grappled with the issue of how to structure the business to effectively interact with their customers and manage the company's dramatic growth. The London, Ontario manufacturer of ultraviolet water disinfecting systems believed that strong customer service was key to its recent and projected growth, and had come to the realization that changes would have to be made to continue to achieve both simultaneously. The group hoped to develop a structure to address these issues. The executive vice-president was to lead the development and implementation of the new structure. The transition to the new structure was to coincide with the new fiscal year.

Stock Research Group (SRG) is an information broker. SRG's primary business is serving as a collection point for information useful to investors seeking to invest in small-cap mining companies. SRG, in effect, pulls potential investors to its site, then channels them to the specific sites of companies in which the investors may have an investment interest. SRG's revenue comes from the mining companies, who generally pay on an impression basis (for "eyeballs" delivered to their web pages). The resource companies are willing to pay for this, since on their own they are much less likely to attract much investor traffic. SRG is also in the business of developing web pages for these small-cap resource firms, since generally the companies do not have in-house expertise to create and maintain their web presence. SRG thus represents a new kind of business--the specialized infomediary, or information broker. SRG is doing quite well financially, something that cannot be said of many web-based companies. SRG's main challenges involve managing growth, deciding on appropriate future directions, and determining how best to lever the "virtual community" they have created.

Tom Barnes, executive director of Asiasports Ltd., was evaluating several options for growth for the sports management company. Asiasports' principal sports properties were the South China Ice Hockey League and the World Ice Hockey 5's tournament, both based in Hong Kong. Among the alternatives available: Barnes could develop hockey in other countries in Southeast Asia, he could acquire new sports properties, or he could expand into in-line hockey promotion in Hong Kong.

An assistant account manager is evaluating a loan request from a small trucking company that is planning to expand its fleet in order to bid for a large trucking contract. The decision is centered on the firm's past performance and growth record. Particular attention is paid to the firm's chances of winning the trucking contract and its ability to service the increased debt. New highway safety regulations for trucking companies also play a role in the case.

CardioThoracic Systems, a company that has developed a new system for performing heart surgery on a beating heart, is facing marketing challenges. Discusses the numerous reasons for the system's low penetration (including existing techniques, surgeon resistance, and a challenging reimbursement environment) and asks for recommendations in developing a new sales and marketing strategy.

Sirona, the dental systems business of Siemans AG is being sold through an auction. In September 1997, buyout firm Schroder Ventures has to decide whether to make a binding offer for the business. Schroder has done extensive due diligence with support from a team of consultants. There seems to be some unrealized growth potential as well as room for cost reduction at Sirona. But there is also considerable uncertainty around cost reduction and growth scenarios. Furthermore, there seem to be problems at Sirona subsidiaries abroad. Finally, the financing will depend on the feasibility of a high-yield offering, a first of its kind in Germany.

Cameron Sawyer, CEO of Sawyer & Co., seeks financing for a shopping center he is developing in Moscow. The case describes the opportunities and challenges of doing development in Russia.

This case presents a look at the early start-up phase and development of Advanced Inhalation Research (AIR), a company engaged in the development of a new drug-delivery technology. Focuses on the risks, the steps taken to manage it, and the manner in which the company was financed. Presents an offer to acquire the business, leading to the question of how to value such an early-stage company.

Offers an overview of Veritas Software's history, beginning with the initial company, Tolerant Systems. Discusses the troubles Tolerant ran into and introduces the changes the company went through when it became a restart led by Mark Leslie. It touches on hiring and training a new sales force, striking new OEM partnerships, revisiting key partnerships and contracts, including a large one with AT&T, and accomplishing its goals on a shoestring budget.

Canada-based Oxford Learning Centres (OLC) entered into a licensing agreement with U.S.-based Childtime Learning Centers (Childtime) where Childtime would operate OLC supplemental education programs in their facilities. In less than six months, Childtime decided to make an offer to purchase OLC. OLC's CEO must decide how to approach the impending negotiations. The case describes the North American supplement education industry, valuation considerations and private firm purchase negotiations. Detailed comparables are provided for such firms as Sylvan Learning Systems and Corporate Family Solutions. The case provides an opportunity to apply a number of valuation techniques including discounted cash flow, and multiples based on comparable firms and transactions.

In August 1998, the partners of Columbia Capital in Arlington, Va. made a decision about whether or not to raise an outside fund for venture capital investing. Columbia had begun in 1988 as a boutique investment bank focused on the telecommunications industry, but had over its history become progressively more involved in making direct private equity investments; from 1994-98, the firm made over $100 million in such investments. Unlike traditional venture capital firms, however, Columbia made these investments entirely with its partners' own personal money.

Describes an interesting plastics technology and an entrepreneur's attempts to build a business around it. Highlights issues around managing technical and market risk. Teaching purpose: Highlights difficult decisions around building a business off of an unproven platform technology.

A successful entrepreneur is considering his need for growth financing and his desire to achieve some personal liquidity. He has arguably the most successful sportfishing boat made, but sees the need both to grow further and to reduce his personal exposure to a cyclical business.