Thomas G. Tsao, founder and general partner of Gobi Partners, an early stage venture capital firm in China, have to decide how to manage the biggest investment of the firm following the departure of the CEO. That temporarily stepped in as CEO, but to replace the necessary technical and language skills difficult. In addition, the company faces significant challenges in winning business and restructure its operations. If Tom stay on as CEO? Revisit one of the candidates who withdrew? Try harder to sell the company? At what price? The case provides an opportunity to discuss the issue of the active management of investments in emerging markets from the point of view of many stakeholders. "Hide
by G. Felda Hardymon, Josh Lerner, Ann Leamon Source: Harvard Business School 25 pages. Publication Date: January 28, 2010. Prod. #: 810095-PDF-ENG
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