Publications
Publications
- January 2005 (Revised November 2005)
- HBS Case Collection
Gobi Partners: October 2004
By: G. Felda Hardymon and Ann Leamon
Abstract
The general partners of Gobi Partners, a venture fund located in Shanghai, are trying to decide the best way to raise money for their first fund. Their strategy of investing in early-stage digital media companies in China was well-received by strategic investors--IBM and NTT DoCoMo are cornerstone investors in the fund--but classic institutional investors are wary of such a targeted approach, despite the team's successful track record with different private equity groups. Over a year after their first closing at $30 million, the limited partners are urging Gobi to raise the balance of its $100 million fund. But how, without either abandoning the strategy that has won them a measure of success in such a short time or bringing on more strategic investors with goals that might conflict with those currently in the fund?
Keywords
Decision Choices and Conditions; Venture Capital; Private Equity; Investment; Goals and Objectives; Emerging Markets; Problems and Challenges; Conflict Management; Shanghai
Citation
Hardymon, G. Felda, and Ann Leamon. "Gobi Partners: October 2004." Harvard Business School Case 805-090, January 2005. (Revised November 2005.)