EndoArt SA: Creating and funding a medical technology start-up (B)
The B-case in this two-part series provides a short follow-up to the A-case, and should be used in conjunction with it. The case illustrates the reflections on EndoArt’s cumbersome evolution over the past 8 years and relates the venture’s situation as of 2006. The venture’s investors are increasingly pressing for a return on their investments. Three options are laid out to proceed from this point: strategic partnership or trade sale, grow the firm aggressively and go for an IPO, or make EndoArt a privately-held stand-alone player. None of these options, however, would happen over night. Hence, management needs to identify and focus on the immediate issues to increase the value of the small company.
- First, the case provides an excellent vehicle to review the learning points from the A-case.
- Second, it invites the student to decide for and discuss the venture’s strategic direction toward an exit. This also requires the identification and analysis of EndoArt’s immediate challenges.
2004-2006
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
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in I by IMD 24 June 2024
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Case reference: IMD-7-2457 ©2024
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Case reference: IMD-7-2546 ©2024
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in MIT Sloan Management Review Summer 2024, vol. 65, no. 4
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