Steve Papa, CEO of Endeca Technologies, has under two term sheets, which decide the same amount of much-needed money for his young software company. A deal is done by insiders and is offered at a lower price. It is also a board that has worked very well and shares a common vision. It is also likely to include a very important potential customers. The second offer comes from a group with no history Papa. Although it carries a higher price, change the board structure … Read more »

Steve Papa, CEO of Endeca Technologies, has under two term sheets, which decide the same amount of much-needed money for his young software company. A deal is done by insiders and is offered at a lower price. It is also a board that has worked very well and shares a common vision. It is also likely to include a very important potential customers. The second offer comes from a group with no history Papa. Although it carries a higher price, change the board structure and also requires that the closure delayed a week from 7 September 2001 to 14 September. The company has cash only into October, so if anything goes wrong, Dad barely able to arrange alternative financing. Explains which option he should accept.
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from
G. Felda Hardymon,
Josh Lerner,
Ann Leamon
Source: Harvard Business School
22 pages.
Release date: 06 February, 2002. Prod #: 802141-PDF-ENG
Endeca Technologies (A) HBR case solution