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Chris Hackett and Val Rayzman have spent six months after graduating from business school exploring the possibility of building a chain of upscale drycleaners. This fragmented industry looked ripe for an innovative new entrant. Chris and Val have researched the industry thoroughly, selected a metropolitan area in which to start, searched for acquisition candidates, and considered the prospect of de novo start-up. They have uncovered only one feasible acquisition candidate. With time and money running out, they feel pressured to decide whether to go through with the acquisition, to start their own store, or to abandon the project. This case is designed to focus on the strategic aspects of entrepreneurial management. May be used to emphasize the importance of understanding industry economics and competitive dynamics. May also be used to examine acquisition as an alternative to start-up.

Masayoshi Son, the founder, president, and CEO of SOFTBANK is a good example of a new Japanese-style entrepreneurship that is emerging. Originally a software distribution business, today SOFTBANK has six divisions in different businesses, all related to the personal computer. SOFTBANK also has five wholly owned subsidiaries and participates in five joint ventures.

Supplements Momenta Corp. (B).

Momenta is a one-year-old corporation that has sought to build a distinct culture and identity through a structured process and organized rituals. The company is seeking to be a major player in the highly competitive pen-based computer market and has attracted significant funding and top-quality talent. The case describes the emergence of the corporate culture from the point of view of several key managers. Teaching Objective: To discuss the process and content of corporate culture in a start-up in a rapidly growing and competitive market. Also to discuss the CEO's role in managing highly qualified and talented subordinates. May be used with Momenta Corp. (A).

Paul Olsen, a doctoral management student, is considering forming a limited partnership to open a restaurant in a renovated downtown mall in Pittsburgh. He must assess the opportunity, find investors for the anticipated $250,000 start-up costs, and create a workable business plan for the restaurant. He has no prior industry experience.

Updates Paul Olsen (A).

Momenta is a one-month-old high-tech company founded by Kamran Elahian who has already helped found two other successful firms. Having faced problems of teamwork and communication before, Kamran is determined to establish the right corporate culture early on. Teaching Objective: To discuss when and how corporate cultures might be established in a rapidly growing industry. May be used with Momenta Corp. (B).

Don Cornwell and his partner Stuart Beck formed Granite Broadcasting Corp. (GBC) to acquire under-performing TV stations. Cornwell is now in his fourth acquisition. This case focuses on the management challenges and strategies he uses to turn around his stations, specifically the third acquisition.

Designed to help nonprofit entrepreneurs design fund-raising strategies that are appropriate for their specific organizations. Discusses the major fund-raising alternatives, including foundations, corporations, government sources, wealthy individuals, and the public, and provides references for further research.

Less than three years ago, Steve Mariotti created NFTE, a nonprofit organization for teaching entrepreneurship to disadvantaged youths. The organization has gained national recognition, and offers a variety of programs on a budget of nearly half a million dollars. It is still run out of Mariotti's apartment. Mariotti is beginning to feel the stress of rapid growth and is concerned that further expansion will require significant organizational change. Students are presented with the challenge of advising Mariotti on this change process. The case is about the challenge of taking an organization beyond the founder-dependent, informal start-up stage of development.

Provides anyone considering starting a nonprofit organization with a basic understanding of the nature of nonprofit status, tax and regulatory issues for nonprofits, and the distinctive management challenges associated with a nonprofit start-up.

The manager and owner of The Pool Doctor, is in the process of formulating a marketing strategy for the coming year. Many strategic issues remain unresolved, such as how to advertise, whether he needs to change suppliers, and deciding upon a basic product mix to achieve maximum profits and long-term success.

Prince Edward Island Preserve Co. is a producer and marketer of specialty food products. The company president is contemplating future expansion. Two cities were of particular interest: Toronto and Tokyo. At issue was whether consumers in both markets should be pursued, and if so, how. The choices available for achieving further growth included mail order, distributors, and company controlled stores. The case helps students watch existing resources and capabilities with potential growth opportunities.

Addresses the interrelated challenges of marketing and finance faced by a small, struggling packaged foods company.

Describes a set of decisions confronting Robin Wolaner, who is negotiating with representatives of Time Inc. about investing in a project to launch a new magazine called Parenting. The negotiations have reached an impasse. Among the issues to be considered are the following: 1) How do you assess the opportunity that Wolaner has identified? 2) How much money does Wolaner need? From whom should the capital be raised? 3) Is the proposed deal with Time Inc. reasonable? From whose perspective? What changes, if any, should be made to the deal? 4) What should Wolaner do?

Helps the potential franchisee analyze the issues to be faced when considering opening or buying a franchise. What are the opportunities--what makes franchising attractive? How does someone look for and then evaluate a franchise?

Outlines the issues and alternatives faced by start-up businesses in attracting bank credit. The topics covered are how to lay the groundwork for establishing a banking relationship, selecting a bank, preparing an application, and negotiating a loan.

Traces the development of a Swedish furniture retailer under the leadership of an innovative and unconventional entrepreneur whose approaches redefine the nature and structure of the industry. Traces IKEA's growth from a tiny mail order business to the world's largest furniture dealership. Describes the innovative strategic and organizational changes Kamprad made to achieve success. In particular, focuses on his unique vision and values and the way they have become institutionalized as IKEA's binding corporate culture. The trigger issue revolves around whether this vital "corporate glue" can survive massive expansion into the United States and the Eastern Bloc and Kamprad's replacement as CEO by a "professional manager."

This is the first case of six cases which will assess the feasibility of starting a brew pub while reviewing various managerial accounting and business decision-making tools. See Kellers' Freehouse (B), Kellers' Freehouse (C), Kellers' Freehouse (D), Kellers' Freehouse (E), Kellers' Freehouse (F)

The fourth case of the Kellers' Freehouse series provides a review of cash flow analysis.This session addresses the importance of cash management and the mechanics of developing a cash budget. In addition, a plan will be developed to finance the new business. See Kellers' Freehouse (A), Kellers' Freehouse (B), Kellers' Freehouse (C), Kellers' Freehouse (E), Kellers' Freehouse (F)