Pertinence (A): a software start-up at a crossroads
Author: Santos, Filipe M. INSEAD Area: Entrepreneurship and Family EnterprisePublisher: Fontainebleau : INSEAD, 2006.Language: EnglishDescription: 11 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: This case traces the development of a French enterprise software venture and the transition from its founder to a professional CEO brought in by the venture capitalists. The company was about to miss its sales targets in 2003 by 70% and was running short of money. The new CEO was given three months to motivate the key people in the team and propose a strategic plan that would inspire the shareholders to offer a new round of financing.Pedagogical Objectives: The case can be used to discuss leadership issues in young ventures. It also allows for a discussion of effective sales and marketing functions for a new product. Finally, it leads to a discussion of different business models (consulting, enterprise software, mass-market software, and RandD teams) and the organizational arrangements that support them.| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Asia Campus Archives | Consultation only | BC007498 | ||||
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Europe Campus INSEAD Publications Display | Consultation only | BC007497 |
Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>
The case can be used to discuss leadership issues in young ventures. It also allows for a discussion of effective sales and marketing functions for a new product. Finally, it leads to a discussion of different business models (consulting, enterprise software, mass-market software, and RandD teams) and the organizational arrangements that support them.
This case traces the development of a French enterprise software venture and the transition from its founder to a professional CEO brought in by the venture capitalists. The company was about to miss its sales targets in 2003 by 70% and was running short of money. The new CEO was given three months to motivate the key people in the team and propose a strategic plan that would inspire the shareholders to offer a new round of financing.
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