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1 - 9 of 9 results for: STRAMGT ; Currently searching spring courses. You can expand your search to include all quarters

STRAMGT 322: Create a New Venture: From Idea to Launch II

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 Sloan 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 course is taught by a serial entrepreneur and former CEO who also led and taught the predecessor course S356 "Evaluating Entrepreneurial Opportunities". The new course builds on this experience 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 must consist of at least 2 enrolled Sloan students and preferably 1-2 enrolled graduate students from the MBA program or other Schools to bring diversity and depth to the team. The application-selection process is described on the S321/S322 website.
Terms: Spr | Units: 4
Instructors: Rohan, D. (PI)

STRAMGT 350: Global Value Chain Strategies

This course addresses how the increasingly large number of firms that use or provide outsourcing and "offshoring" can create a sustainable competitive advantage. Students who complete the course will have a framework and a set of concepts that can be used to position a firm for strategic advantage in these supply networks. Positioning in and strategic analysis of product markets is covered in a variety of courses and books. A distinguishing feature of this course is that it addresses positioning and strategic analysis for firms operating as part of a network of providers, sellers and buyers... the factor markets. The course takes a general management perspective and provides examples through cases and discussions with visitors. The major theme of the course is that these firms must carefully consider how they position themselves in both the product and factor markets.
Terms: Spr | Units: 4
Instructors: Marks, M. (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, Siegelman - High tech ventures; Ellis, Chambers, Childs - Diverse types of ventures; Ellis, Foster - Diverse types of ventures; Siegel, Brady - High tech emphasis, but diverse types of ventures; Siegelman, Hattendorf - Social ventures; Reiss, Chess - Very early stage ventures.
Terms: Aut, Win, Spr | Units: 4

STRAMGT 355: Managing Growing Enterprises

This course is offered for students who, in the near term, aspire to the management and full or partial ownership of a new or newly-acquired business. The seminar, which is limited to 40 students, has a strong implementation focus, and deals in some depth with certain selected, generic entrepreneurial issues, viewed from the perspective of the owner/manager. Broad utilization is made of case materials, background readings, visiting experts, and role playing. Throughout the course, emphasis is placed on the application of analytical tools to administrative practice.
Terms: Aut, Spr | Units: 4

STRAMGT 535: Entrepreneurial Approaches to Education Reform

This course will investigate the ways in which entrepreneurs have and could transform K-12 public schooling in the United States, a $650 billion dollar industry that has a direct and long-term effect on nation¿s economy, democracy and culture. We will explore how human capital solutions, new schools, and technology products can all dramatically improve student learning and solve pain points. We will study a variety of ways to evaluate the efficacy, scalability, and financial sustainability of entrepreneurial enterprises serving students, families, educators and administrators in public education. The course will feature for-profit, not-for-profit, as well as double-bottom-line organizations. This course is suitable for students aspiring to be entrepreneurs, leaders in entrepreneurial organizations, leaders in educational organizations, donors or investors. Gloria Lee is a serial education entrepreneur who co-founded Aspire Public Schools, Teaching Channel, and Yu Ming Charter School. She is currently Chief Operating Officer at NewSchools Venture Fund. This course was designed to be taken in tandem with STRAMGT 537: Leading Change in Public Education and the courses will be highly complementary in approach.
Terms: Spr | Units: 2
Instructors: Lee, G. (PI)

STRAMGT 537: Leading Change in Public Education

American public education is at a crossroads. Does our education system have what it takes to produce graduates who are prepared for college, career, and citizenship in our pluralistic, digital world? As in all large-scale enterprises undergoing rapid, transformative change, leadership matters greatly. This course focuses on what it takes - from a strategic and extremely practical perspective - to lead change in public education at the systems level. We will meet some of the most exciting educational leaders in public education today and dissect their leadership styles, strategies, innovations, and solutions. We will look for lessons from traditional U.S. districts, charter management organizations, and international perspectives to determine what it takes to be an effective, strategic leader in education reform. Students will debate the strategies and efficacy of how different leaders approached systems-level change and will form their own hypotheses of what is needed to help transform the American public education system for the next generation. The course will end with a look at education fellowship programs and other ways for Stanford graduates to take on meaningful leadership roles in K-12 education reform. nnDan Katzir worked for Bain & Company, Teach for America, and Sylvan Learning Systems before joining The Broad Foundation as its founding managing director. He is an experienced case study teacher and the co-editor of a book of 12 case studies on school district reform: "The Redesign of Urban School Systems" (Harvard University Press, 2013).nnThis course was designed to be taken in tandem with STRAMGT 535: Entrepreneurial Approaches to Education Reform and the courses will be highly complementary in approach.
Terms: Spr | Units: 2
Instructors: Katzir, D. (PI)

STRAMGT 543: Entrepreneurial Acquisition

For aspiring entrepreneurs who don't have a burning idea or desire to start a company from scratch, acquiring a small business can provide a direct route to running and growing a business. This class will explore entrepreneurial acquisition (EA), including the Search Fund model. Key topics to be addressed:nn- Raising the money to acquire a company and building an investor groupnn- Conducting a search for a company to buy: analyzing industries, finding resources, creating deal flow and managing relationshipsnn- Evaluating acquisition opportunities, including financial analysisnn- Performing due diligencenn- Legal considerationsnn- Structuring and closing the dealnn- Assuming leadership from the sellernn- Early stages of operating and building the businessnn- Economics to the entrepreneur and investorsnn- Partnering or doing it alone
Terms: Aut, Spr | Units: 2

STRAMGT 583: The Challenges in/with China

This course is designed to provide students with a solid grasp of the socio-economic, business and political situation in China (with its challenges for China, the rest of the world and the planet). It will identify the multicausality conducive to the achievements and the performance of China (a "Chinese Renaissance") while assessing some of the important issues faced by China today. The dysfunctions brought by success will be discussed with their implications for foreign partners operating in China. Learning will be drawn from recent examples of corporate behavior in China and from Chinese strategies outside China. From the course and with a prospective perspective - we will explore alternative strategic approaches and responsible management practices likely to make less difficult the maintenance of a sustainable, mutually rewarding interdependence between China and the rest of the world. The course will rely upon different pedagogical methods and use a number of recent cases and research results. This course will be taught by Henri-Claude de BETTIGNIES, The Aviva Chair of Leadership and Responsibility, Emeritus Professor of Asian Business at INSEAD. He is also Distinguished Professor of Globally Responsible Leadership, Emeritus, at the China Europe International Business School (CEIBS), in Shanghai, where he has spent the last 5 years. Previously, he was for 16 years (1988-2004) Visiting Professor at the GSB, Stanford University.
Terms: Spr | Units: 2
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