Lyric Dinner Theater (Video Supplement)

Jim  Sharpe

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Supplement | HBS Case Collection | August 2013

Lyric Dinner Theater (Video Supplement)

by Jim Sharpe

Keywords: turnarounds; operations; boards of directors; family business; Family-owned business; hiring; negotiation; Entrepreneurship; Family and Family Relationships; Family Business; Family Ownership; Entertainment; Negotiation; Entertainment and Recreation Industry; Saint Louis;

Language: English

Format: Video

410 length of video

Purchase

Citation:

Sharpe, Jim. "Lyric Dinner Theater (Video Supplement)." Harvard Business School Video Supplement 813-729, August 2013.

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Technical Note | HBS Case Collection | August 2012 (Revised October 2015)

A Note on Trust

The effective manager and leader understands and appreciates trust at both the personal and the organizational levels. Most managers focus more on being trusted than on trusting. The best way to be trusted is to be worthy of trust—to be trustworthy.

Keywords: turnarounds; trust; leadership skills; financial crisis; entrepreneurs; entrepreneurship; Trust; Management Style; Leadership Style;

Citation:
Sharpe, Jim, and Charles H. Green. "A Note on Trust." Harvard Business School Technical Note 813-058, August 2012. (Revised October 2015.) View Details

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Technical Note | HBS Case Collection | December 2012 (Revised January 2015)

Early Career LBOs Using the Search Fund Model

Howard Stevenson, Michael Roberts and Jim Sharpe

The funded search model is one alternative for individuals who, at some point in their career, want to run their own companies. This note looks at the funded search, as a means to entrepreneurship through acquisition and describes the path to buy and run a business using debt and equity as a means of financing the purchase. While applicable to an early career choice, many of the process steps are applicable to unfunded searches at later stages of a career.

Keywords: Search Funds; search; leveraged buyouts; entrepreneurial finance; investor behavior; career planning; entrepreneurial management; fundraising; negotiation; Entrepreneurship; Capital Structure; Borrowing and Debt; Personal Development and Career; Private Ownership; Acquisition; Finance; Leveraged Buyouts;

Citation:
Stevenson, Howard, Michael Roberts, and Jim Sharpe. "Early Career LBOs Using the Search Fund Model." Harvard Business School Technical Note 813-119, December 2012. (Revised January 2015.) View Details

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Case | HBS Case Collection | February 2013 (Revised September 2013)

Elasto Therm: The Next Step

Jim Sharpe and James Weber

Julia and Nate Burstein were living their dream running their own business and balancing the demands between their work and family obligations while creating a company that was responsive to their employees' and their customers' needs. The Bursteins had joined a large multinational manufacturing company after receiving their MBAs from HBS, but soon left to join Julia's family plastics business. After the business was sold, they struck out on their own to search for a similar business. They purchased Elasto Therm, with $8 million in revenue from manufactured rubber and urethane components, with their own cash, bank financing, and the seller, partly in the form of an employee stock ownership plan (ESOP). Initially, Nate ran the business and after a few years changed roles with Julia to stay at home with their young children for three years. The two were in charge as co-CEOs before Julia relinquished her responsibilities to be at home again. The couple significantly strengthened the organization's talent, focused on innovation, growth, and provided a learning environment for their employees. Through cost efficiencies and pricing strategies, Elasto Therm was able to achieve higher margins than their competitors and focused on low-volume, short-run orders as they continued to expand the business. The 2008 recession forced them to reexamine all aspects of the business, and it retained profitability after painful cutbacks in the organization. To continue their growth into the next decade, they are faced with the choice of acquiring other businesses or growing more organically by adding to their sales organization to achieve geographic expansion.

Keywords: entrepreneurial management; entrepreneurs; entrepreneurship; pricing; Pricing policies; Pricing strategy; pricing structure; sales force management; Acquisitions; work/family balance; work-life balance; Family-owned business; Entrepreneurship; Growth and Development Strategy; Expansion; Work-Life Balance; Manufacturing Industry; Rubber Industry; United States;

Citation:
Sharpe, Jim, and James Weber. "Elasto Therm: The Next Step." Harvard Business School Case 813-030, February 2013. (Revised September 2013.) View Details

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Faculty & Research

Lyric Dinner Theater (Video Supplement)

Citation:

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