Going Public: IPO Capital and Execution Strategy

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Table of Contents

Gene One 3
Gene One 5
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References

After careful analysis of what has been achieved within the current infrastructure of Gene One, the founding members of Gene One and the current board members are in agreement with the idea that Gene One is prepared and capable of becoming a public entity. Gene one has revolutionized the manner in which farmers preserve tomatoes and potatoes. Gene One is currently conducting research that will rapidly expand the crops that can benefit from Gene One’s gene technology that prevents crops from becoming diseased and is hopeful that their research will speed up the growth rate of multiple crops. The success that Gene One has had in eight short years has presented a quandary concerning the strategic path of Gene One’s future. Should Gene One execute a strategy of constancy and continuity? Will this type of strategy keep Gene One’s competitors from gaining ground on Gene One’s share of the market place over the next several years? After careful consideration of these perplexing questions, the leadership of Gene One has decided on an alternate strategy, as Gene One has not achieved all that they have by continuity alone. Gene One has taken risks that were founded on sound strategy and faith that intelligent men and women with innovative ideas and unsurpassed drive and passion cannot be stopped. These types of people are winners and they accomplish their goals. These factors set the stage for constantly evolving ideas that have provided multiple benefits that have been accomplished in record time. Seldom has this type of success been achieved in the biotech industry which is considered a risky business in some cases. That said, the Gene One leadership has decided that Gene One must be given an opportunity to experience its maximum growth potential before some piggy back organization with lucrative investors siphon off strategic market areas previously held by Gene One.

Gene One 3

As with any strategy, there are risks involved. However, due to Gene One’s financial stability, strong leadership and growth potential, these risks are just obstacles that can be turned into positive opportunities. Please note the following:

Economic Packages (founders of Gene One, board members and essential personnel)

While IPO capital is of extreme importance concerning Gene One’s preparations to go public, this topic can not be considered if it does not include job security and economic packages that reward the founders, board members and essential personnel at Gene One for their contributions that have led to the meteoric rise of Gene One over an eight-year timeframe. This is not a difficult problem to solve due to the strategy that will restructure and diversify Gene One while maintaining its technological and competitive edge over the competition.

IPO Capital

The following is a brief bio of Charles Jones, Gene One’s marketing officer:

“Two years after Gene One’s start-up, Don Ruiz, Chief Executive Officer for Gene One, recruited 35-year-old Charles because of his reputation for “smart” risk taking and his biotechnology connections. Don saw him as the perfect person to develop and implement Gene One marketing strategy. Self-confident and moral, Charles easily garners trust for himself and the company.”

Ruiz, Gene One Company Overview Report

The Gene One leadership feels that while Charles is limited in his abilities to personally design and implement a marketing infrastructure, his overall talents and track record suggests that with proper training he could be successful in this type of endeavor, as it would be critical to Gene

One’s intentions to implement innovative, cost efficient initiatives. The leadership of Gene One has believes that Charles would benefit from assistance and training from an outsourced consulting firm that would train him to design and implement a marketing infrastructure that meets the future needs of Gene One. This type of initiative would be cost efficient while providing Charles with the skills to provide holistic diversifications that are strategic in nature when needed. This would streamline budgetary spending as well.

The leadership at Gene One has an annual growth target of 40 percent. The Gene One leadership believes the following areas will allow Gene One to realize that growth target:

Target Headquarters

The Gene One leadership has decided that Lynchburg, Virginia would be the perfect headquarters for Gene One’s public entity endeavors. This provides Gene One with a headquarters that is much cheaper than the current headquarters through a reduced leasing cost while providing Gene One with a strategic conduit to the southern states. This will expedite a cost efficient expansion throughout the south which will streamline the operational budget at Gene One. This will provide Gene One with IPO capital for new development, advertising, and the previously mentioned market restructuring initiatives.

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Southern Based Modular Strategy

By implementing a strategy that maximizes the cheap leasing benefits of modular expansion throughout the south, Gene One will streamline its operational budget of the past three years in addition to hiring employees at a fraction of the cost of the operational budget that would be allotted in several states that are not within the southern region of America. This strategy will keep the leadership team at Gene One in touch with their core clients and supporters and will positively impact the economy in the southern states they expand to by employing thousands of new applicants.

Training and Doctrine Development

This area will need someone who is intelligent, experienced and capable of plotting the course for Gene One’s future employees. Greg Thoman, Chief Human Resources Officer has fourteen years of human resources experience. Greg has gone through thousands of applications and has decided who gets employed at Gene One for the past six years. Greg knows what type of person is capable of flourishing in a Gene One system that provides critical and innovative solutions to previously unsolved dilemmas in the biotech industry.

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Correlative Analysis

The cumulative effect of these innovative moves will streamline cost, expand the client base and expand Gene One’s market share. The savings to the operational budget alone will facilitate an environment where Gene One can safely go public within their target date of 36 months from now.

IPO Execution Strategy

The outsourced consultants that will be working with Charles in designing and implementing a marketing infrastructure should see that initiative come to fruition within 18 months. That would give Gene One 12 months of operational experience with the new marketing infrastructure before going public.

Gene One has had unparalleled success in the biotech industry. Innovative strategies and ever evolving research initiatives have propelled Gene One into a lucrative business that was not an easy sell when Gene One was founded eight years ago. The leadership of Gene One has opted to explore the positive suggestions of their profit margins concerning growth potential in order to protect themselves from being victimized by their success, as success always breeds duplication that can threaten a company’s market share variables. The future looks bright for Gene One as they explore the cost cutting strategy of a modular expansion through the south. Gene One also has an innovative strategy that is geared towards streamlining their budget while simultaneously diversifying their operations. The Gene One leadership believes that the cumulative effect of these moves will translate into an annual growth rate of 40 percent if they are implemented within three years time.

References

Ghemawat, Pankaj, (2004), “The Harvard Business Review”, Harvard Business Online. Web.
Minford, John., (2002),”The Art of War”, New York: Penguin Group
Renaissance Capital., (2006), “IPO”, (Online)
Share Builder Corporation., (2006), “Share Builder”, (Online)
Yahoo Finance., (2006), “Reuters”, (Online) Web.

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