printer friendly pageSTRAMGT 110Q: Making Sense of Strategy
Get the strategy right, and the chance for success is great. Nowhere is this more evident than in today's world of major challenges. Strategy is at the heart of problem solving and achieving objectives, yet few people can define strategy, much less understand how to conceptualize, design, and execute effective strategies that yield the best outcomes.This course will meet once a week to focus on interesting and engaging case studies, each of which illustrates a key ingredient of strategy. Some are well-known historical events, while others are less obvious, but all have a strategic lesson to share. They are quite diverse, from the planning of a high-risk rescue in the Colorado Rockies, to a product crisis in a Fortune 50 company, to a little-known failed military mission of WWII, to a commercial airline disaster. The ability to think through challenging and varied scenarios is both instructive and mind-stretching. There will be some pre-reading on each case study and there may be a field trip for students to put their lessons into practice. The course is designed to be highly interactive; all to enable students to unravel the mystery and power of strategic thinking. Students will also have the opportunity to select and analyze a case reflecting interests of their own. This course can help students not only prepare for a career in a range of fields, but also as they meet the challenges of their current coursework. Problem-solving skills are central in every walk of life; this seminar can help students build a stronger foundation for sound decision-making.
Terms: Win
| Units: 3
Instructors:
Demarest, D. (PI)
STRAMGT 308: Entrepreneurship from the Perspective of Women
This seminar will showcase successful women entrepreneurs and their professional and personal journeys. We will study how they navigated finding an idea, forming and building a team, being an effective leader, raising money, overcoming setbacks, and assembling a board. We will explore some of the unique challenges women face when approaching entrepreneurship. Speakers will also include female venture capitalists and social entrepreneurs, and male entrepreneurs. The class will use cases, panel discussions, readings and videos and social time with the panelists.nnThis class is appropriate for women and men considering starting a high-impact venture as well as those who are just curious about entrepreneurship. This class will help you understand your own capabilities and interest in being an entrepreneur.
Terms: Win
| Units: 3
Instructors:
Mandelbaum, F. (PI)
STRAMGT 313: The New Business Ideas Workshop
This workshop provides students with a forum through which they can develop and receive feedback on a new venture idea. It covers: the process of finding new business ideas; how to research and vet a new idea; how to pivot an idea; how to build a business model around an idea; and how to ultimately pitch the idea to others. The workshop is targeted at students who do not have a new business idea or are in the very early stages of thinking about an idea. As part of the workshop, students will spend time helping classmates think through and improve their ideas. Students have the option to present their ideas at the end of the quarter to outside guests or submit a progress report.
Terms: Win
| Units: 4
Instructors:
Reiss, P. (PI)
STRAMGT 315: From Launch to Liquidity
This course considers the challenges faced by start-ups in achieving liquidity. We take the perspectives of organizational behavior, marketing, and finance, and examine forks in the road faced by firms that have already launched products. Marketing topics include how to market firms for sale and calculating the addressable market. Organizational topics include hiring and firing, and the role of founders after sales. Finance topics include how the choice between sale and IPO affects value realized, and private equity exits.
Terms: Win
| Units: 3
STRAMGT 321: Create a New Venture: From Idea to Launch I
This is an integrated lab course in Entrepreneurship designed to teach students the process of creating a new viable venture - from idea to launch. It is a dynamic and interactive course organized around projects undertaken by teams of 3 to 4 registered students from the MSx and MBA programs, together with other graduate students within Stanford who bring expertise of particular relevance to the idea being pursued. This course is designed not only for students with immediate entrepreneurial aspirations, but also for any student considering starting an entrepreneurial venture at some point in his or her career. The course is a two quarter class, with admission to the class by team and idea. In the winter quarter, teams will research, craft, and morph their idea into a viable business concept. In the spring quarter they will further refine their concept and develop a strategy and plan to attract financial, human and other resources. At the end of the spring quarter, teams will present their plan to a panel of experts and potential investors to simulate the funding process. The new course builds on a predecessor course S356 "Evaluating Entrepreneurial Opportunities" and encapsulates new and important research and findings as they relate to the process of new venture creation. The teaching method is primarily learning by doing (LBD) through a structured process and supported by relevant lectures. Learning is further enhanced through meetings with the instructor, coaching by experienced mentors and review by peers. Field research as well as prototype product development are integral to the course. Since admittance to S321/S322 is by team and the quality of their idea, team formation takes place during the autumn quarter. Informal student mixers and seminars will be held to facilitate team formation and idea generation. Each team of 3-4 students should preferably consist of 1 or more MSx students and graduate students from the MBA program or other Schools - Engineering, Medicine, Law, Science, Education - to bring diversity and depth to the team. The application-selection process is described on the S321/S322 website.
Terms: Win
| Units: 4
Instructors:
Rohan, D. (PI)
STRAMGT 351: Building and Managing Professional Sales Organizations
The focus of this class is on the challenges and key issues associated with the creation and management of a professional sales organization. Our emphasis is developing and managing the selling effort of business-to-business and business-to-consumer capital goods and services. There will be relatively little emphasis on sales technique (i.e., students should not expect a course on "How to be a Better Salesperson"). The course is organized to follow the development of the sales function from strategic inception through to execution and implementation: choosing a go-to-market model (e.g., direct sales, VARs, OEMs, hybrid models); building and structuring the sales organization (e.g., sales learning curve, organizational structure, allocating territories and quotas); and managing the sales force (e.g., hiring/firing, compensation, forecasting, culture). We will address these topics in the context of both early stage ventures and later stage enterprises.
Terms: Win, Spr
| Units: 4
STRAMGT 353: Entrepreneurship: Formation of New Ventures
This course is offered for students who at some time may want to undertake an entrepreneurial career by pursuing opportunities leading to partial or full ownership and control of a business. The course deals with case situations from the point of view of the entrepreneur/manager rather than the passive investor. Many cases involve visitors, since the premise is that opportunity and action have large idiosyncratic components. Students must assess opportunity and action in light of the perceived capabilities of the individuals and the nature of the environments they face. The course is integrative and will allow students to apply many facets of their business school education. Each section will have a specific focus, please select the instructor(s) with your interests: Leslie, Rachleff - High tech ventures; Ellis, Chambers, Childs - Diverse types of ventures; Foster - Diverse types of ventures; Siegel, Brady - High tech emphasis, but diverse types of ventures; Reiss, Chess - Very early stage ventures.
Terms: Aut, Win, Spr
| Units: 4
Instructors:
Ellis, J. (PI)
;
Foster, G. (PI)
;
Leslie, M. (PI)
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more instructors for STRAMGT 353 »
Instructors:
Ellis, J. (PI)
;
Foster, G. (PI)
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Leslie, M. (PI)
;
Reiss, P. (PI)
;
Siegel, R. (PI)
;
Brady, S. (SI)
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Chambers, J. (SI)
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Chess, R. (SI)
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Child, M. (SI)
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Rachleff, A. (SI)
STRAMGT 354: Entrepreneurship and Venture Capital
Many of America's most successful entrepreneurial companies have been substantially influenced by professionally managed venture capital. This relationship is examined from both the entrepreneur's and the venture capitalist's perspective. From the point of view of the entrepreneur, the course considers how significant business opportunities are identified, planned, and built into real companies; how resources are matched with opportunity; and how, within this framework, entrepreneurs seek capital and other assistance from venture capitalists or other sources. From the point of view of the venture capitalist, the course considers how potential entrepreneurial investments are evaluated, valued, structured, and enhanced; how different venture capital strategies are deployed; and how venture capitalists raise and manage their own funds. The course includes a term-long project where students work in teams (4-5 students per team) to write a business plan (or a business model canvas) for a venture of the team's choosing.
Terms: Win
| Units: 4
STRAMGT 366: The Startup Garage: Testing and Launch
Teams that concluded at the end of the fall quarter that their preliminary product or service and business model suggest a path to viability, continue with the winter quarter course. In this course, the teams develop more elaborate versions of their product/service and business model , perform a series of experiments to test the key hypotheses about their product and business model, and prepare and present an investor pitch for a seed round of financing to a panel of seasoned investors and entrepreneurs.n nThe key premise for the course is that a robust venture creation process involves development and validation of a series of hypotheses about a new product or service, its value proposition, and how the business will acquire customers, make money, scale up to achieve profitability, and raise funds to achieve the key milestones to profitability. In Startup Garage: Testing and Launch, teams will learn how to precisely formulate these hypotheses and early stage milestones, and how to test them using one or more of the following low-cost approaches: a) online experiments with minimally viable products; b) interviews with partners, advisors, investors, and business experts; c) analogies from existing businesses that were successful in proving hypotheses that are analogous to what the newstartup wants to prove.n nThe course focuses on further developing entrepreneurial skills using the same pedagogical approach used in S356: short lectures, extensive in-class exercises focused on each team's specific projects, and 'get out of the building' assignments. Teams will have the opportunity to:nn- Get out of the building and interact with users, advisors, investors and partners to develop a deep understanding of the challenges they face, to field test their proposed services, products, and business models, and to gather data.nn- Interpret the data and make important startup decisions in the context of their own project: pivot, persevere, or perishnn- Develop creative go-to-market strategies and test their effectivenessnn- Develop and deliver in front of real investors an investor pitch, elevator pitch and executive summarynn- Negotiate term sheets with venture investorsnn- Develop a hiring plan for their first year of operation and consider equity and other compensation plan
Terms: Win
| Units: 4
Instructors:
Zenios, S. (PI)
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Galen, D. (SI)
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Glickman, M. (SI)
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more instructors for STRAMGT 366 »
Instructors:
Zenios, S. (PI)
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Galen, D. (SI)
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Glickman, M. (SI)
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Gur, S. (SI)
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Siegelman, R. (SI)
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Wood, D. (SI)
STRAMGT 368: Strategic Management of Nonprofit Organizations and Social Ventures
This course seeks to provide a survey of the strategic, governance, and management issues facing a wide range of nonprofit organizations and their executive and board leaders, in the era of venture philanthropy and social entrepreneurship. The students will also be introduced to core managerial issues uniquely defined by this sector such as development/fundraising, investment management, performance management and nonprofit finance. The course also provides an overview of the sector, including its history and economics. Cases involve a range of nonprofits, from smaller, social entrepreneurial to larger, more traditional organizations, including education, social service, environment, health care, religion, NGO's and performing arts. In exploring these issues, this course reinforces the frameworks and concepts of strategic management introduced in the core first year courses. In addition to case discussions, the course employs role plays, study group exercises and many outsider speakers.
Terms: Win
| Units: 4
Instructors:
Meehan, B. (PI)
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