In late 1998, 38-year-old He Boquan, CEO of Guangdong Nowada Group, producer of health drink, you must decide how to finance the growth of their company and the ambition to become the number one domestic producer of China health drinks by 2002. Consultants study shows that foreign competition in China was likely to accelerate over the next three years, and that, without improved management skills and additional capital, Nowada risked going on, the leader of marginalization. A consulting firm to determine why potential investors (including private sector arm of the European conglomerate family, direct international investment company, and food and beverage multinational). In late 1998, several rounds of talks gave he and his team have three options. "Go it alone" to take most of the investment by multinational, take 25% of the capital injection from the risk of repayment option, or "Hide
by Ray A. Goldberg, Carin-Isabel Knoop, Anthony St. George Source: Harvard Business School 14 pages. Publication Date: December 28, 1998. Prod. #: 599064-PDF-ENG
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