More from the Author

• Case | HBS Case Collection | 2013

  Getit

  Ramana Nanda

  Sidharth Gupta, CEO of Getit Infomediary Ltd, had just received a term sheet from Helion Venture Partners (Helion), one of India's independent venture capital firms, offering to invest Rs 200 million in return for an equity stake in the company. His dream of transforming Getit from a regional print company into a digital company with broad geographical reach was within grasp. However, Gupta had to act fast; Helion's term sheet would expire in a fortnight if unexecuted. Bank finance and trade credit had tided Getit through tough times in the past, and Getit still had a Rs 250 million bank line to draw on. Should he take the venture capital investment? And if so, what implications would this have for his family business and for him personally?

  Keywords: venture capital; publishing; media and publishing; entrepreneurial finance; Venture Capital; Media; Entrepreneurship; India;

  Citation:

  Nanda, Ramana. "Getit." Harvard Business School Case 813-178, May 2013.

  CiteView Details

  Related

• Case | HBS Case Collection | 2013 (Revised from original 2012 version)

  TerraPower

  William A. Sahlman, Ramana Nanda, Joseph B. Lassiter III and James McQuade

  John Gilleland, CEO of TerraPower, returned to his office after a lengthy meeting with potential investors. It was October 2012, and TerraPower was in the process of raising a $200M Series C round to finance the ongoing development of its next-generation nuclear reactor. Though early in the fundraising process, Gilleland noted that this most recent conversation was similar to conversations with other interested cleantech growth equity investors. The conversations circled around a common theme: "This is the biggest idea that's ever been presented at our partners' meeting. We love what you're doing, but it's not right for us as an investment." Outside of raising money from typical growth equity and infrastructure funds, Gilleland could partner with a government and/or form a joint venture with an existing nuclear power player. Reliance Industries as an investor in TerraPower could provide an entry point into the fast growing Indian market. At the same time, Gilleland and Gates had talked with China National Nuclear Corp. about a possible cooperation with TerraPower. Whom should Gilleland call next?

  Keywords: nuclear power; entrepreneurial finance; venture capital; Financing and Loans; Energy Industry; United States; China; India;

  Citation:

  Sahlman, William A., Ramana Nanda, Joseph B. Lassiter III, and James McQuade. "TerraPower." Harvard Business School Case 813-108, April 2013. (Revised from original November 2012 version.)

  CiteView DetailsPurchase

  Related

• Case | HBS Case Collection | 2013 (Revised from original 2012 version)

  Entrepreneurial Finance in Finland?

  William R. Kerr, Ramana Nanda and Alexis Brownell

  This case describes a new venture attempting to bring early-stage entrepreneurial financing to Finland and other Nordic countries. Entrepreneurship is taking off in Finland, an area that historically has had little venture capital or high-growth start-up activity, but a gap remains for seed-stage financing. The founders are evaluating the best way to structure their private equity fund to reflect their own assets and abilities and the needs and resources of the entrepreneurial scene in the Nordics. The case evaluates whether to organize as an accelerator, a micro-VC fund, an incubator, a normal VC fund, or as a hybrid.

  Keywords: angels; angel investors; VC; micro-VC; accelerator; incubator; entrepreneurship; entrepreneurial finance; venture capital; Entrepreneurship; Venture Capital; Private Equity; Business Startups; Financial Services Industry; Finland; Scandinavia; Europe;

  Citation:

  Kerr, William R., Ramana Nanda, and Alexis Brownell. "Entrepreneurial Finance in Finland?" Harvard Business School Case 813-068, March 2013. (Revised from original September 2012 version.)

  CiteView DetailsPurchase

  Related