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  1. How could PeriRaden’s founder and CEO export a local culture of employee ownership to China?

 
2.  What  factors  affect  Roy  Weber’s  decision  to offer  the Chinese  team  similar  company ownership as the Silicon Valley team?
 
3.  Does an ownership culture necessarily require stock ownership by employees?
 
4.  What questions should Roy ask, and also of whom, to better evaluate this opportunity?
 
5.  How should Roy prepare his American team, who’ve worked diligently to build PeriRaden to this point?
 
6.   Were there any concerns in expanding an employee ownership culture, emblematic of Silicon Valley startups, overseas to China?
 
7.   Lastly, how might Roy’s decisions look in five years or more?
 
 

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