The chief executive officer (CEO) of GENICON is at a crossroads.The private medical device manufacturing business he introduced over 15 years ago has several acquisition offers as the industry begins to consolidate ahead of changes to the U.S. healthcare system.
The business requires a capital to expand and CEO does not wish to take on more debt. Should the CEO start his next venture and sell the whole company? Or sell it and continue to help the acquirer grow the company? Or sell part of the company and lose control and some autonomy? The CEO understands he is in a fortunate position but he still has to make a determination and in short time period. Allen H. Kupetz is affiliated with Rollins College. Gary Haberland is affiliated with President and creator of GENICON.
PUBLICATION DATE: October 10, 2014 PRODUCT #: W14506-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
Related Case Solutions & Analyses:
Social Business at Novartis: Arogya Parivar
Porcinis Pronto Great Italian Cuisine without the wait
EnterAll InfoSec Solutions: Growing an Ethical Hacking Business
Edna McConnell Clark Foundation-Enabling a Performance Driven Philanthropic Capital Market
Ockham Technologies (A): Building the Team
France Telecom in 2010
MusicJuice.net: The Challenges of Starting Up a New Internet Venture
A Business Plan? Or a Journey to Plan B?
World Bank (A1): Rural Development (Revisited)
Microsoft in the People’s Republic of China: 1998 Update
