History of the board game company’s early formation and growth, and culminates in two questions often entrepreneurs face: (a) what about the over-reliance that the company doing development on its founder / CEO, and (b) What are the possible exit options worth pursuing. Describes University Games’ creation of two friends after graduation, their internal and market-oriented growth pain, periods in which each of the two founders left the company, a repurchase of shares from a VC investor and culture … Read more »

History of the board game company’s early formation and growth, and culminates in two questions often entrepreneurs face: (a) what about the over-reliance that the company doing development on its founder / CEO, and (b) What are the possible exit options worth pursuing. Describes University Games’ creation of two friends after graduation, their internal and market-oriented growth pain, periods in which each of the two founders left the company, a repurchase of shares from a VC investor, and culminates in the formation of exit opportunities. Concludes by asking whether he CEO should a financial investor or strategic acquirer court or even the options of a public offering and a leveraged recapitalization of the company.
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from
Jim Ellis,
Patrick Arippol
Source: Stanford Graduate School of Business
23 pages.
Release date: 01 December, 2006. Prod #: E210-PDF-ENG
Growing up with University Games: 20 Years and Still Playing HBR case solution

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