Advantage Partners: Dia Kanri (B)

Paul A. Gompers; Nobuo  Sato; Akiko  Kanno

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Supplement | HBS Case Collection | October 2013

Advantage Partners: Dia Kanri (B)

by Paul A. Gompers, Nobuo Sato and Akiko Kanno

Abstract

This case presents the final decision and outcomes for the (A) case.

Keywords: private equity; LBO; roll-up; investment; condominium management; Leveraged Buyouts; Asia;

Language: English

Format: Print

12 pages

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Citation:

Gompers, Paul A., Nobuo Sato, and Akiko Kanno. "Advantage Partners: Dia Kanri (B)." Harvard Business School Supplement 214-017, October 2013.

About the Author

Paul A. Gompers

Eugene Holman Professor of Business Administration

Finance

Entrepreneurial Management

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Case | HBS Case Collection | June 2018 (Revised January 2020)

Sony

Stefan Thomke, Atsushi Osanai and Akiko Kanno

Sony used to be synonymous with "innovation" and "cool products." The case reveals how the company lost its edge and describes the leadership initiatives to restore its former glory. In 2012, Kazuo (Kaz) Hirai becomes CEO and successfully transforms Sony, including a relentless focus on differentiation through "wow" products instead of chasing scale. How should he organize and manage the company's response to digital opportunities, such as virtual reality, that could affect the company's entire value chain?

Keywords: customer experience; product differentiation; transformation; Transformation; Leadership Style; Technology Adoption; Leading Change; Electronics Industry; Media and Broadcasting Industry; Video Game Industry; Japan;

Citation:
Thomke, Stefan, Atsushi Osanai, and Akiko Kanno. "Sony." Harvard Business School Case 618-045, June 2018. (Revised January 2020.) View Details

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Article | Journal of Financial Economics | January 2020

How Do Venture Capitalists Make Decisions?

Paul A. Gompers, William Gornall, Steven N. Kaplan and Ilya A. Strebulaev

We survey 885 institutional venture capitalists (VCs) at 681 firms to learn how they make decisions across eight areas: deal sourcing, investment selection, valuation, deal structure, post-investment value-added, exits, internal firm organization, and relationships with limited partners. In selecting investments, VCs see the management team as more important than business-related characteristics such as product or technology. They also attribute more of the likelihood of ultimate investment success or failure to the team than to the business. While deal sourcing, deal selection, and post-investment value-added all contribute to value creation, the VCs rate deal selection as the most important of the three. We also explore (and find) differences in practices across industry, stage, geography, and past success. We compare our results to those for CFOs (Graham and Harvey 2001) and private equity investors (Gompers, Kaplan, and Mukharlyamov forthcoming).

Keywords: Venture Capital; Value Creation; Capital Structure; Entrepreneurship; Decision Making;

Citation:
Gompers, Paul A., William Gornall, Steven N. Kaplan, and Ilya A. Strebulaev. "How Do Venture Capitalists Make Decisions?" Journal of Financial Economics 135, no. 1 (January 2020): 169–190. View Details

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Course Overview Note | December 2019

Introduction to Entrepreneurial Finance - 2020

Paul A. Gompers

Citation:
Gompers, Paul A. "Introduction to Entrepreneurial Finance - 2020." Harvard Business School Course Overview Note 220-050, December 2019. View Details

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Advantage Partners: Dia Kanri (B)

Abstract

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