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Class
3: Creativity
and Improvisation
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| The
goal of this class is to understand and exercise the role
of creativity in entrepreneurship for stimulating innovation.
An entrepreneur must be able to readily adapt to changing
conditions, forces and realities. Key improvisation skills
include flexibility, trust and teamwork. |
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Workshop
A: Accounting
for Entrepreneurs
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| A
key entrepreneurial skill is to be able to 'run the numbers'.
This workshop covers the basics of reading and determining
company performance from financial statements, and the difference
between accounting and market value. |
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Class
4: From
Idea to Opportunity I: Our First Case Study |
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This first case
study introduces us to the case method of learning. At the
heart of our discussion on Yahoo!, we will examine the difference
between an idea and opportunity. Using Sahlman's Concept of
Fit, we will analyze the situation and select from the founders'
seed financing options.
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| Class
5: From
Idea to Opportunity II |
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As a contrasting
example to Yahoo!, we examine the case of Advanced Inhalation
Research (AIR), a young biotech startup and the challenges
specific to life science entrepreneurs. We will learn that
the entrepreneur's vision and personal goals are important
considerations.
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| Class
6: Entrepreneurial Marketing |
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| Entrepreneurial marketing for high-technology ventures has its specific challenges. We will start with an introduction to the Geoffrey Moore's 'Technology Adoption Life Cycle' and discuss its implications on product positioning and differentiation, and marketing analysis and strategy. |
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| Class
7: Intellectual
Property |
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| New
economy business build and sustain their competitive advantage
with intangibles: patents, copyrights, trade secrets and trademarks.
An entrepreneur, such as Jeff Hawkins of Palm, must leverage
these assets in relationships with investors, parners and
competitors. |
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| Class
8: Negotiating
Startup Challenges |
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| A startup must
build and maintain an ecosystem of investors, partners, suppliers
and other stakeholders in order to get off its feet. With
little to negotiate critical relationships, startups must
be skillful and persistent and leverage their intellectual
property. We use WebTV as an example. |
