商品敘述：

Gloria Londono, the owner of a chain of innovative, holistic day care centers for the elderly in Spain, is offered 3 million euro by Victor Serna, a wealthy physician-investor. In exchange, Serna wants a 25% stake, a board seat, a vote on all strategic decisions, and the ability to liquidate his position in five years, either through a public offering or a sale. His terms are not negotiable; his objectives are not transparent. The money would enable Londono to open 10 additional wholly owned centers (all but one of the existing locations are franchises) and would increase her control over the brand. Should she accept Serna''s offer or stick to her currently successful strategy of going it alone? The authors of this fictional case study are Regina E. Herzlinger, of Harvard Business School, and Beatriz Munoz-Seca, of IESE Business School, University of Navarra. Expert commentaries are written by T. Forcht Dagi, of the Harvard-MIT Division of Health Sciences and Technology and HLM Venture Partners, and Merle D. Griff, CEO of SarahCare Adult Day Care Centers and Home Care. For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R1103Z. The complete case study and commentary is reprint R1103M.

涵蓋領域：

Entrepreneurship;Corporate governance

相關資料：

Spreadsheet Supplement, (HPT016), 10p, by Harvard Business Review;
Case Teaching Note, (HTN016), 11p, by Harvard Business Review

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