After two months’ financially draining and disappointing search for investors in New York, the founders of the Greek startup, Daily Secret, had to decide whether to go back home to resume slow and steady growth, or accept a VC’s offer and adjust their vision to meet market demands.
Are impact-driven, sustainable ventures fundamentally different from high-growth potential business ventures? How should the non-profit Dutch organization, Enviu, design and finance its growth strategy?
When the Dutch fairytale park, Efteling, made the transition from seasonal to full-year attraction, it also faced the question of whether it should continue developing in-house craftsmanship or outsource these important activities.
How to ensure that a non-profit organization’s dependency on funding does not get in the way of its mission? By examining the challenges the Rotterdam Zoo was facing when the municipal government drastically reduced its funding, the case addresses the general question many non-profit organizations are struggling with.
The Dutch telecommunications start-up Versatel took a rapid and high-risk growth strategy, in particular, financially, and was contemplating an IPO to gain further financing.
The case shows how two banks, the Dutch Postbank and ING Bank, merged into one bank by creating stakeholder understanding in order to expand in a highly competitive financial market.
This series of cases consists of three individual cases describing the internationalization strategy of Chinese private enterprises in Europe. China’s private enterprise sector is generally much more productive and profitable than its state-owned enterprise (SOE) sector. Having entered a new stage of outbound investment, an increased number of Chinese private firms have joined the “Going Global” cohort. These new investors represent many different industries from the SOE sector, usually characterized by innovation and dynamics. However, relative to the SOEs, these private sector investors were often confronted with a shortage of financial capital, capabilities, and human resources required for internationalization. These cases, therefore, display some of the characteristics of the latest Chinese investment phase in the Netherlands, such as their motivations for internationalization, global strategies, and challenges.
This series of cases consists of three individual cases describing the internationalization strategy of Chinese private enterprises in Europe. China’s private enterprise sector is generally much more productive and profitable than its state-owned enterprise (SOE) sector. Having entered a new stage of outbound investment, an increased number of Chinese private firms have joined the “Going Global” cohort. These new investors represent many different industries from the SOE sector, usually characterized by innovation and dynamics. However, relative to the SOEs, these private sector investors were often confronted with a shortage of financial capital, capabilities, and human resources required for internationalization. These cases, therefore, display some of the characteristics of the latest Chinese investment phase in the Netherlands, such as their motivations for internationalization, global strategies, and challenges.
