printer friendly pageMS&E 264: Sustainable Product Development and Manufacturing
Strategies and techniques for development of sustainable products and manufacturing processes. Topics: strategic decisions in new product development when environmental and resource externalities are accounted for; effect of regulatory requirements on ability of a firm to achieve its business objectives; contributions of sustainable products/processes to the firm's competitive advantage and operational efficiency and to enabling entrepreneurial opportunities; industrial ecology and life cycle analysis techniques in integrating traditional product development requirements with those of the environment and society. Maybe repeatable for credit once.
Terms: Aut
| Units: 3-4
Instructors:
Rafinejad, D. (PI)
MS&E 268: Operations Strategy
The development and implementation of the operations functional strategy. The integration of operations strategy with business and corporate strategies of a manufacturing-based firm. Topics: types and characteristics of manufacturing technologies, quality management, capacity planning and facilities choice, organization and control of operations, and operations' role in corporate strategy. Prerequisites: 260 or 261, or equivalent experience.
Terms: Spr
| Units: 3
Instructors:
Kessinger, C. (PI)
MS&E 270: Strategy in Technology-Based Companies
For graduate students only. Introduction to the basic concepts of strategy, with emphasis on high technology firms. Topics: competitive positioning, resource-based perspectives, co-opetition and standards setting, and complexity/evolutionary perspectives. Limited enrollment.
Terms: Aut
| Units: 3-4
Instructors:
Eisenhardt, K. (PI)
MS&E 271: Global Entrepreneurial Marketing
Skills needed to market new technology-based products to customers around the world. Case method discussions. Cases include startups and global high tech firms. Course themes: marketing toolkit, targeting markets and customers, product marketing and management, partners and distribution, sales and negotiation, and outbound marketing. Team-based take-home final exam. Limited enrollment. Admission by application.
Terms: Win, Spr
| Units: 3-4
Instructors:
Kosnik, T. (PI)
;
Smith, L. (PI)
MS&E 273: Technology Venture Formation
Open to graduate students interested in technology driven start-ups. Provides the experience of an early-stage entrepreneur seeking initial investment, including: team building, opportunity assessment, customer development, go-to-market strategy, and IP. Teaching team includes serial entrepreneurs and venture capitalists. Student teams validate the business model using R&D plans and financial projections, and define milestones for raising and using venture capital. Final exam is an investment pitch delivered to a panel of top tier VC partners. In addition to lectures, teams interact with mentors and teaching team weekly. Enrollment by application:
http://www.stanford.edu/class/msande273. Recommended: 270, 271, or equivalent.
Terms: Aut
| Units: 3-4
MS&E 274: Dynamic Entrepreneurial Strategy
Primarily for graduate students. How entrepreneurial strategy focuses on creating structural change or responding to change induced externally. Grabber-holder dynamics as an analytical framework for developing entrepreneurial strategy to increase success in creating and shaping the diffusion of new technology or product innovation dynamics. Topics: First mover versus follower advantage in an emerging market; latecomer advantage and strategy in a mature market; strategy to break through stagnation; and strategy to turn danger into opportunity. Modeling, case studies, and term project.
Terms: Win
| Units: 3
Instructors:
Tse, E. (PI)
MS&E 276: Entrepreneurial Management and Finance
For graduate students only with a preference for engineering and science majors. Emphasis on managing the challenges high-growth ventures experience, especially those based on technology products and services. Students develop a set of skills and approaches to becoming effective entrepreneurial managers. Topics include business model management, deal structure and negotiation, raising capital and financial management, venture operations and organizational administration, managing the interplay between ownership and growth, and handling adversity as well as failure. Limited enrollment. Admission by application. Prerequisite: 140/240, or equivalent.
Terms: Spr
| Units: 3
Instructors:
Byers, T. (PI)
;
Loy, T. (PI)
MS&E 277: Creativity and Innovation
Experiential course explores factors that promote and inhibit creativity and innovation in individuals, teams, and organizations. Teaches creativity tools using workshops, case studies, field trips, expert guests, and team design challenges. Enrollment limited to 40. Admission by application. See
http://dschool.stanford.edu/classes.
Terms: Win, Spr
| Units: 3-4
Instructors:
Britos Cavagnaro, L. (PI)
;
Seelig, T. (PI)
MS&E 278: Patent Law and Strategy for Innovators and Entrepreneurs (ME 208)
Inventors and entrepreneurs have four concerns related to patent law: protecting their inventions in the very early stages of product development, determining the patentability of their invention, avoiding infringement of a competitor's patent, and leveraging their patent as a business asset. This course will address each of these concerns through the application of law cases and business cases to an invention of the Studentâ¿¿s choice. Although listed as a ME/MSE course, the course is not specific to any discipline or technology.
Terms: Aut
| Units: 2-3
Instructors:
Schox, J. (PI)
MS&E 279: The Founder's Dilemmas
Within high-potential ventures, the biggest source of failure is 'people problems': The tensions among the founders, or between the founders and the non-founders (e.g., hires and investors) who join them. Topics include choice of cofounders, splitting the roles and equity within the team, whether and how to involve investors, why and how founders are replaced, and exit dilemmas. We will examine the potential pitfalls introduced by the decisions to involve cofounders, hires, and investors. We will delve into the ways to anticipate and avoid those pitfalls, and use experiential exercises and role plays to develop your skills at dealing with those challenges. To understand the common founding decisions that heighten the chances of failure, we will also tap a large-scale dataset collected on 15,000 founders over the last 14 years. Participation in case discussions required. Limited enrollment. Admission by application.
Terms: Spr
| Units: 3
Instructors:
Wasserman, N. (PI)
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