printer friendly pageMS&E 265: Introduction to Product Management
Product Managers define a product's functional requirements and lead cross functional teams responsible for development, launch, and ongoing improvement. Uses a learning-by-doing approach covering the following topics: changing role of a PM at different stages of the product life cycle; techniques to understand customer needs and validate demand; user experience design and testing; role of detailed product specifications; waterfall and agile methods of software development. Group projects involve the specification of a technology product though the skills taught are useful for a variety of product roles. No prior knowledge of design, engineering, or computer science required. Limited enrollment.
Terms: Win
| Units: 3
MS&E 267: Service Operations and the Design of Marketplaces
The service sector accounts for approximately 80% of GDP and employment in the US. It is therefore imperative to develop efficient and effective operations of services. The management of service operations can require quite different constraints and objectives than manufacturing operations. The course examines both traditional and new approaches for achieving operational competitiveness in service businesses including (online) marketplaces. Topics include the service concept and operations strategy, the design of effective service delivery systems, capacity management, queuing, quality, revenue management as well as concepts from the design of marketplaces such as matching, congestion and auctions.
Last offered: Winter 2021
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. Students must attendnand complete an application at the first class session.
Last offered: Autumn 2022
MS&E 271: Global Entrepreneurial Marketing
Introduces core marketing concepts to bring a new product or service to market and build for its success. Geared to both entrepreneurs and intrapreneurs alike who have a passion for innovation. Course themes include: Identifying markets and opportunities, defining the offering and customer experience, creating demand, generating revenue, and measuring success. The team-based final focuses on developing a go-to-market strategy based on concepts from the course. Learn about managing self, building culture and teams, strategically think about your contribution as entrepreneur or intrapreuneur to an organization, community or society at large. Highly experiential and project based. Limited enrollment.
Terms: Aut
| Units: 3-4
MS&E 272: Entrepreneurship without Borders
How and why does access to entrepreneurial opportunities vary by geographic borders, racial/gender borders, or other barriers created by where or who you are? What kinds of inequalities are created by limited access to capital or education and what role does entrepreneurship play in upward mobility in societies globally? What are the unique issues involved in creating a successful startup in Europe, Latin America, Africa, China or India? What is entrepreneurial leadership in a venture that spans country borders? Is Silicon Valley-style entrepreneurship possible in other places? How does an entrepreneur act differently when creating a company in a less-developed institutional environment? Learn through forming teams, a mentor-guided startup project focused on developing students' startups in international markets, case studies, research on the unequal access to wealth creation and innovation via entrepreneurship, while also networking with top entrepreneurs and venture capitalists who work across borders.
Terms: Spr
| Units: 3-4
MS&E 273: Venture Creation for the Real Economy (CEE 246)
CEE 246 is a unique course geared toward developing entrepreneurial businesses (both start-ups and internal ventures). This team, project-based class teaches students how to exploit emerging materials science, engineering and IT technologies to radically apply innovation to the real economy e.g., new products and services that produce real economic value for society as well as for the entrepreneurs. Areas of focus include: Sustainable Buildings and Infrastructure, Digital Cities and Communities, Clean Energy, Transportation and Logistics, Advanced Manufacturing, Digital Health Care, Web3.0, and Education. With one-on-one support from seasoned industry mentors and influential guest speakers, the course guides students through the three key elements of new venture creation: identifying opportunities, developing business plans, and determining funding sources. The class culminates with business presentations to industry experts, VCs and other investors. The goal is to equip students with the knowledge and network to create impactful business ideas, many of which have been launched from this class. To apply for this limited enrollment course, students must submit an application. Please visit the course website for additional information:
https://cee.stanford.edu/venture-creation
Terms: Win
| Units: 3-4
Instructors:
Levitt, R. (PI)
;
Lyons, M. (PI)
;
Mokrian, P. (PI)
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more instructors for MS&E 273 »
Instructors:
Levitt, R. (PI)
;
Lyons, M. (PI)
;
Mokrian, P. (PI)
;
Mulor, C. (TA)
;
Portocarrero Rodriguez, C. (TA)
;
Sansare, S. (TA)
MS&E 274: Dynamic Entrepreneurial Strategy
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: Spr
| Units: 3
MS&E 275: Secret Foundations of Scalable Startups
Explore the foundational, strategic, and experiential knowledge that entrepreneurs wish they had before building their company. Topics can be broken down into two core themes - how to build a scalable startup and how to be the founder of such a company. In discussion with venture capitalists, students learn how to build a company's foundation to position it for large scale growth. Then, in meeting and talking with expert founders, students understand the human impact of leading fast-paced, high-growth organizations. Primarily for graduate students. Limited enrollment.
Terms: Win
| Units: 3
Instructors:
Miura-Ko, R. (PI)
;
Fattah, N. (TA)
MS&E 276: Entrepreneurial Management and Finance
For graduate students only. Emphasis on managing high-growth, early-stage ventures, especially those with technology-intensive products and services. Students work in teams to develop skills and approaches necessary to becoming effective entrepreneurial leaders and managers. Key topics involve ethical decision-making when assessing risks, understanding business models, analyzing key operational metrics, modeling cash flow and capital requirements, evaluating sources of financing, structuring and negotiating investments, managing organizational culture and incentives, navigating the trade-offs between control versus growth objectives, and handling adversity and failure. Limited enrollment with admission by an application for all matriculated students (full-time, part-time, and remote) due March 15th:
https://forms.gle/Yfq1qbDpAUHC77Nu8. Admission results will be provided prior to start of quarter. Pre-requisite or Co-requisite: a college-level financial accounting course (e.g. MS&E 240) or equivalent.
Terms: Spr
| Units: 3
MS&E 277A: Entrepreneurial Leadership
This Winter and Spring course sequence is part of the STVP Accel Leadership Program and explores how to lead entrepreneurial ventures including establishing startup strategy, forming organizational culture and effective team structures, securing resources, and building operating models that scale. Teams formulate a case study with a current startup CEO/senior executive that tackles a real-world business problem for their high-growth venture, and present the case on the challenge and the potential paths to resolution. The selection process for the Accel Leadership Program runs during the Autumn fall quarter each year; applications are available at
https://stvp.stanford.edu/students.
Terms: Win
| Units: 2-3
Instructors:
Byers, T. (PI)
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