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11 - 20 of 66 results for: STRAMGT

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.
Last offered: Winter 2016

STRAMGT 316: Fundamentals of Effective Selling

The primary objective of this course is to introduce students to the fundamentals of how to sell and to what selling is truly about. The course is appropriate for anyone who wants to understand and show proficiency with the skills required by different selling situations (e.g., direct sales of products and services, selling oneself in an interview, raising money for a new venture, running a company as CEO, etc.). The course looks at the entire selling process of lead generation, prospecting, qualification, discovery, understanding value, customizing presentations, objection handling, negotiation and closing. This is not a typical GSB case-study-based course. Students who have taken the class describe it as a hands-on, practical, skills-based class. Students will work by themselves and together in groups to complete individual and team-based exercises designed to introduce them to and give them practice with selling fundamentals in each stage of the selling process. Students will be practicing and utilizing newly learned skills in real life each week; the focus will be on doing stuff (e.g., using curiosity in a situation outside the classroom) rather than thinking about and talking about stuff. Students will then come together in class with the instructors to share and process the learning from these exercises.nn
Last offered: Autumn 2015

STRAMGT 319: Equity by Design: Building Diverse and Inclusive Organizations

This course equips you to create and build equitable organizations. We will discuss the power of inclusion as it relates to the employee and customer experience. We will study effective strategies for building diverse and inclusive companies, and will address the barriers that can often exist. We'll look at approaches to organizational design that limit unconscious bias and produce more objective decisions across the employee experience - from engaging and hiring candidates to retaining employees and helping them thrive. Finally, we'll dive into how to create inclusive cultures and a sense of belonging. Experts in diversity and inclusion, and executives at companies that have successfully incorporated inclusion programs, will join us for the class discussions.
Terms: Spr | 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: 3
Instructors: Rohan, D. (PI)

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 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: Spr | Units: 3
Instructors: Rohan, D. (PI)

STRAMGT 323: Organizational Psychology of Design Thinking

We'd like to introduce you to Samantha Palmer, a recent Stanford graduate who took several classes at the d.school. Each class further confirmed the importance of the design thinking process, methodology, and community. By the end of her Stanford career she truly believed that design thinking had the potential to change her life.n nAs graduation approached, Samantha found a position at a large tech company in Silicon Valley and was excited to bring the design thinking methodologies with her. A few weeks into her new job, she asked her team if they wanted to talk to some users before launching into their next big project. She was met with a room of blank stares and apprehensive questions. n nHow might we give Samantha the skills she needs to change the mindset of her colleagues, spark design thinking at her company, and get her first design-driven project off the ground? n nWhen you take a class at the d.school, you walk away confident in your creative skills and fluent in the design process. However, when recent graduates (re)enter the workforce, they quickly become discouraged by the stagnancy of company cultures. They see the need to trigger and sustain change, but don¿t have the understanding of organizational psychology to do so. Organizational Psychology of Design Thinking asks you to take on Samantha¿s challenges. n nOver the course of the semester, students will engage in 2 large-scale projects:n- Project 1 (Empathy - Synthesis) - Working with partner companies, students will apply organizational psychology and design frameworks to better understand company culture.n- Project 2 (Ideation - Testing) - Using their work from Project 1, students will prototype and test organizational changes in real company settings.nn**Please note** Our class will take an experimental approach Organizational Psychology of Design Thinking. The majority of classes will be conducted in the field allowing students to take a hands-on approach to design thinking. Please be aware and build travel time into your class schedule.
Last offered: Spring 2016

STRAMGT 325: Starting and Growing a Social Venture

This course is for students who may want to undertake an entrepreneurial career by starting and/or managing a social venture. It covers traditional topics in starting and growing a venture - venture creation, resource acquisition, managing growth and harvest/exit - in the context of social enterprises. It is our view that, in most ways, social ventures should be treated and managed like for-profit ventures, and this course reflects this perspective. That said, there are some important differences which are critical to understand to effectively start and manage a social enterprise. We will highlight these throughout our sessions, so while many of the lessons learned are generalizable to all ventures, we don't advise you to take this class unless you really want to learn about social ventures. All the cases and class discussions will be exclusively about enterprises and organizations in the social venture space.nnThe class deals primarily with situations from the point of view of the entrepreneur/manager, and in a couple of cases, from the perspective of the investor. Students will have a chance to assess opportunity and action in the context of actual social ventures, often in situations that are current. The course is integrative and will allow students to apply many facets of their business school education. We will have a mixture of case discussions, student-led in-class exercises, panel discussions, and guest speakers.
Terms: Win | Units: 4

STRAMGT 328: Startup Garage: Social Ventures Funding Readiness

Social Ventures Funding Readiness is designed as a follow on to the two quarters of the Startup Garage or Entrepreneurial Design for Extreme Affordability experiential learning courses or for Venture Studio residents and is specifically designed for students working on social businesses (nonprofit or for-profit or tbd). Designed for students who already have a solid understanding of the social or environmental need they are trying to address, this course will focus on the business planning needed to launch their venture. In weekly sessions throughout the quarter, teams will work through topics unique to social ventures (e.g. mission, theory of change, impact measurement) as well as topics common to any venture, e.g. product/service market fit, business/economic model, financial planning, early stage financing, logistics, sales/distribution, and board/talent development. Each team will receive significant one-on-one coaching from the instructors, as well as opportunities to share their work with peers and learn from/present to guest speakers. Teams will emerge with a solid business and impact model, ready to raise their first round of seed funding. This course will prepare students for the Stanford Social Innovation Fellowship, Echoing Green, and other similar post-graduate funding opportunities. The course will assume a level of familiarity with key social impact frameworks, so students are encouraged to take another social innovation course or to have prior experience working with mission and theory of change.
Terms: Spr | Units: 3

STRAMGT 330: Entrepreneurship and Venture Capital: Partnership for Growth

This 3 unit course is a case study based course designed for those students interested in entrepreneurship and/or investing. The partnership (and interaction) between the entrepreneur and the investor is a very important dimension in the growth of many start-ups. This course examines the entrepreneur and investor relationship from both the entrepreneur's and the investor's perspectives.n nFrom the point of view of the entrepreneur -- we look at how an entrepreneur can select the most suitable investor and match the investor to the growth trajectory of their company. Students will learn how and when to approach investors as well as the positioning of their company to the investment firms' portfolio strategy. Each year we have a range in students' entrepreneurial experience and their enthusiasm. Many students begin the course with a business idea (an original idea for this course or a business idea used in another GSB course). Other students will use a "borrowed" business idea from a recent start up to test the waters of the entrepreneurial experience. The course gives all levels of entrepreneurs the opportunity to understand the current investing environment in class and in the field. Students have enjoyed connecting with members of the entrepreneur & VC community as they interact with the guest speakers and complete the course projects.n nFrom the point of view of the investor -- we look at the rapid evolution of the investor sector; in particular, why entrepreneurs have many more investor alternatives today compared to several years ago. It is important for entrepreneurs (and future investors) to understand investors' motivation and process. We will explain how investors are differentiating their firm in an "entrepreneur's market", look for their next opportunity, their investment selection process and how investors plan to work with the entrepreneur after the investment. nnThe course is geared for multiple audiences: the student who is considering an entrepreneurship or investment career path, the student who "experimenting" with entrepreneurship for the first time or the entrepreneur who is seriously exploring a start-up idea (and perhaps has already formed a team). Each student audience will benefit from the candid guest speakers discussion as to what happens behind the scenes (e.g. in the investors' partners meeting) and at the negotiating table between the entrepreneur and investor.nnThe course is case study based with engaging class discussions led by your two teachers who collectively have over 70 years of experience as venture capitalists. The course includes frequent guest speakers (both entrepreneurs and investors) who will give alternate and candid off the record details about their experiences. nnClass participation is integral to a successful exchange of ideas; therefore, we encourage class participation and it will count as 50% of your total grade. The other 50% of the grade is based on individual papers, a short presentation to the class, and your individual contribution to a presentation project to an investor panel. Notably, this year's course allows students to choose their role as the entrepreneur, investor or angel adviser for the final presentation to the VC panel (in contrast to previous years' requirement, this year students will be graded for their individual contribution rather than as a team for the final group project).
Terms: Win | Units: 3

STRAMGT 335: Entrepreneurial Approaches to Education Reform

In this course, students will investigate opportunities and challenges of entrepreneurial ventures trying to make a positive impact in public education. The course requires a basic level of understanding of the U.S. K-12 public school system. The first session will analyze the structure of the public education as an industry, with a special emphasis on understanding the achievement gap. Subsequent sessions will explore challenges in increasing efficacy, ensuring financial sustainability, and scaling for entrepreneurs who have sought to change student outcomes, solve pain points, and innovate. The course will feature a variety of ventures (including schools, education technology, training, and supplemental services) and organizational models (for-profit, not-for-profit, and benefit corporation). This course is suitable for students aspiring to be entrepreneurs, leaders in entrepreneurial organizations, leaders in educational organizations, Board members, donors or investors. (Note: this is not a "how-to" course on starting an entrepreneurial venture.)
Terms: Win | Units: 3
Instructors: Lee, G. (PI)
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