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課程來源:MIT
     
15.389 2002秋季課程:全球企業家精神實習(Global Entrepreneurship Lab, Fall 2002)
翻譯:林隆全
編輯:李詩健


Abstract image of hot air ballon with globe.
簡圖:外觀為地球的熱氣球(圖片來源:Locke、Johnson,、Murray以及Pentland教授)
Abstract image of hot air ballon with globe. (Courtesy of Professor Locke, Johnson, Murray, and Pentland.)

課程重點

這門課的特色為學生團隊在公司實習的案例摘要。這些案例包括對每家公司的一系列建議以及從經驗中所學到的教訓之反省。

這門課的設計為跨學期,而且在上學期與下學期之間有為期三到四週的實習。

This course features case abstracts from student team internships with companies. The cases include a set of recommendations for each company and reflections on lessons learned from the experience.

The course is structured to run across multiple terms, with the internship lasting three to four weeks between the lecture portions of the course.

課程描述

一種新型態的創業家精神正在發展,今天有越來越多的新創公司從全球的角度尋找創意、資金、人與市場,而不只是聚焦在一個國家。這個現象在拉丁美洲、西歐及亞洲的新公司特別顯著,很多美國的新公司也是如此。

全球企業家精神實習(G-Lab)有四個目標:

使學生熟悉全球新創公司所面臨的問題與挑戰。

提供學生在「全球型」新創公司工作的經驗,這些公司是在美國外面或美國本土成立,並且在公司發展初期就試圖邁向世界。

使學生得以和全世界的創業家及創投業者建立人脈,我們非常希望這些人脈能為您帶來在廣闊的產業和國家之就業機會。我們也希望您的經驗將幫助您決定是否、何時及如何成為全球創業家。

為全球新創公司提供忠告。我們希望麻省理工學院史隆管理學院能成為全球新創公司尋求忠告與幫助的首選。這是您、麻省理工學院創業家精神中心以及所有未來麻省理工學院學生之重要目標。


A new form of entrepreneurship is developing. Instead of focusing just on one country, today’s innovative startups are increasingly looking globally for ideas, funding, people and markets. This is particularly true for new companies in Latin America, Western Europe and Asia. It is also true for many new companies in the United States.

G-Lab has four goals:

To familiarize students with the issues and challenges facing global startups.

To provide students with the experience of working in a “global” startup. These companies are either based outside the US or are in the US and trying to go global at a very early stage in their development.

To allow students to build networks of contacts with entrepreneurs and venture capitalists around the world. We very much hope that this will lead to career opportunities in a wide range of industries and countries. We also hope your experience will help you decide whether, when and how you would like to work as a global entrepreneur.

To offer high quality advice for global startups. We would like MIT Sloan to become the first place that global startups look for advice and help. This is an important goal for you, the MIT Entrepreneurship Center and all future generations of MIT students.
師資
講師:
Richard Locke 教授
Simon Johnson 教授
Fiona Murray 教授
Alex Pentland 教授
上課時數
教師授課:
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告訴我們您對本課程或「開放式課程網頁」的建議。
聲明
麻省理工學院開放式課程認可 開放式課程計畫(OOPS)的翻譯計畫,開放式課程計畫(OOPS)乃是運用其獨立團隊、獨立資源、獨立流程進行翻譯計畫之團隊。

所有麻省理工學院開放式課程之材料皆以麻省理工學院開放式課程創作共享授權發佈,所有之翻譯資料皆由開放式課程計畫(OOPS)所提供,並由其負翻譯品質之責任。

此處麻省理工學院開放式課程之資料乃由 開放式課程計畫(OOPS) 譯為正體中文。麻省理工學院開放式課程在此聲明,不論是否遭遇或發現相關議題,麻省理工學院開放式課程、麻省理工學院教師、麻省理工學院校方並不對翻譯正確度及完整性作保證。上述單位並對翻譯後之資料不作明示或默許對任一特定目的之適合性之保證、非侵權之保證、或永不出錯之保證。麻省理工學院校方、麻省理工學院開放式課程對翻譯上之不正確不負任何責任。由翻譯所引發任何關於此等資料之不正確或其他瑕疵,皆由開放式課程計畫(OOPS)負全責,而非麻省理工學院開放式課程之責。

原文聲明

 




在秋季學期上半段,學生將學習到全球市場(15.223)的國家與產業。期間,學生也將組成他們的團隊,並且和一個適當的公司專案配對。關於G-Lab公司、專案與學生背景的資訊會公佈在G-Lab的網站。我們將舉辦一個聯誼會(mixer)促進團隊形成。邀請團隊成員的表格(bidding forms)將在一週後發下去,隔一週收回,接著在表格收回的下一週公佈結果。

在秋季學期下半段,藉著研究全球新創公司及共事團隊常見的一系列挑戰,學生會得到預備教育(關於實習)。實習結束時,學生要交給公司一份報告。在春季學期上半段,我們將討論學生的經驗,並且針對某些公司作更詳細的討論。學生期末要交的是一份報告,反映他所學到的,並且對該公司作進一步的建議,學生必須說明他對該公司及其事業所瞭解的詳細內容。

課程要求

秋季下半段和春季上半段按時出席。出席率以及小團體互動佔總成績25%。我們每節課會徹底點名,會有一個座位圖,學生每節課要坐在同樣的座位。每堂課出席是必要的,如果你不能出席要告訴我們,我們會尊重任何合理的解釋,但是未經說明就缺席會扣成績5%,缺課三次就死當。

你必須建立一個能力不同且互補的團隊,這是你實習成功的關鍵。謹慎思考你想要共事的人們以及如何在團隊裡分配每人的責任。我們會盡可能幫助你,但最終成員選擇及運作是你的責任。這部分不直接評分,但它對你這門課的表現會有重大的影響。第五次上課前,你必須提交一份關於你在公司工作的詳細計畫,我們會給你回饋,但它不會計入成績。

非常重要:在春季上半段結束時,會有一個團隊內部評估(也就是說,你得說出誰有做事)。

在公司實習。我們會幫你找公司,並且規範此專案的大致模式。每個團隊會分配到一個助教和一個教師,他們會協助處理各種事情。然而,你最終要負責洽談所有的細節。你和該公司的往來(包括各種事情的後續行動),這些努力佔總成績20%。評分將以我們與小組成員、助教及實習公司經理的談話為根據。

公司可以做得到的事。實習的目標是產生能夠立即對公司有幫助的書面內容(例如建議或忠告),這部分佔總成績15%。你要負責協商出對公司有幫助且可以做得到的事。我們期望一月份的實習地點在美國以外。我們已經和新創公司達成實習條款的總協定,但你要負責和該公司洽談所有的細節。

課堂討論。春季上半段的課程大部分會環繞在你實習的公司,可能包括現場與CEO互動(電話或當面)。這份報告的簡報與討論佔總成績10%。具體而言,你需要做到以下三點:

a)春季上半段的第一堂課前,所有團隊應該提供助教在課堂上簡報的PowerPoint投影片。 

b)所有團隊將對全班或教師群簡報。因為時間限制,我們無法在課堂上討論所有個案,我們將選擇其中最有用的一些個案供全體學習。

c)每份簡報應包括下列幾點:(i)公司性質及其目前的問題; (ii)這個團隊如何幫助他們; (iii)對公司而言,重要且尚未解決的問題是什麼;(iv)團隊成員從這次經驗學到什麼。每份簡報差不多15到20分鐘,另外10到15分鐘提問與回答。

期末報告。春季上半段的最後一堂課要交書面期末報告,期末報告佔總成績30%。這份報告應著重於說明你徹底了解這家公司及其價值定位。此外,這份報告應整合關於G-Lab四大目標的內容(四大目標如教學大綱所示)。舉例來說,這家公司因其座落地點所面臨的具體問題有什麼?你如何確實地幫公司加值?你如何確實地增加人脈?你也應該在相關的總體和個體環境下,對公司前景提供合理的預測。期末報告要有20頁(2倍行距),附加任何表格和附錄幫助讀者理解內容。值得注意的是,過去幾年傑出團隊的期末報告,其形式可以直接當MBA課程的教學個案。我們鼓勵這種做法,但不一定要如此。然而,我們可能在春季學期下半段邀請一些團隊在史隆管理學院的其他課程演講。

學分

G-Lab有12學分,秋季和春季各六學分。你要把這因素計入整個秋季和春季學程的學分限制(也就是說,修這門課的史隆管理學院MBA們,在秋季和春季可以再修最多54學分的其他課程)。你不可以用任何其他方式分配這些學分,也不可以把這些學分分配到自由活動月(IAP)。
(譯註:http://web.mit.edu/iap/overview.html。自由活動月是麻省理工學院特殊的四星期課程,三十多年來,自由活動月提供麻省理工學院社群成員(學生、教師、職員、校友)獨特的機會去組織、贊助與參與多樣的活動,包括實用技術入門課程、論壇、體育活動、系列演講、電影、旅遊、實習公演以及競賽。)

這門課在秋季學期結束時的成績是"T",這是一個待續的分數,它的出現是為了麻省理工學院行政用途,當你完成全部作業後,最終的成績會在春季學期結束時公佈。你必須完成秋季、自由活動月與春季的全部作業,才能拿到學分。我們不會給部份的學分。春季課程會自動登錄,你無須重新選課。

其他重點

密切注意課程網站。網站會有課程及公司的重要資訊。

公司資訊會公佈在網站上。每家公司會分配到一個助教及一個教師。在團隊與公司的配對完成前,如果你有進一步的問題,請洽詢適當的助教代為詢問該公司。這是為了避免太多不同團隊去聯絡該公司。

每個團隊會和一個教師以及一個助教共事,他們的工作是確認該團隊正常運作。教師在秋季下半段會定期和該團隊開會。

為了促進團隊運作以及使該公司認識你,請在課程網站留下你的履歷。請你盡快在網站上註冊,這件事很重要,這是為了查看公司及其他學生的資訊。

投影片和講義會公佈在課程網站。請定期查看,特別是在每堂課前。每堂課的所有教材會在上課前一天晚上公佈,但請確認有無其他東西在上課當天中午以前放上去。

課堂上我們會分派給學生討論時事新聞的文章。如果你想要討論特定議題或新聞,請讓我們知道。

自由活動月在一月為期四週,實習會持續三到四週。整個團隊應一起到達公司、一起離開。

非常重要:給公司的書面文件在實習結束一週後到期。課堂簡報(有可能)的投影片也是在實習結束一週後到期。

上課的主要目標是使你能就個人及專業的角度思考你從實習所學到的。在春季上半段,每組要做簡短的報告,說明他們所學到的,特別是在了解該公司及其價值定位。春季上半段的詳細課程表會在春季學期開始時發放。




In H1 of the Fall semester, students will learn about countries and industries in the Global Markets (15.223) course. During this course, they will also build their teams and be matched to a company project. Information about GLAB companies, projects and students backgrounds will be posted on the GLAB web site. A "mixer" will be organized to facilitate team formation. Bidding forms will be distributed week later and collected the following week. The results of the bidding process will be announced a week after the bidding forms have been collected.

In H2 of the Fall Semester you will prepare by studying a set of common challenges facing global startups and teams that work with them. At the end of your internship, you will deliver a report to the company. In H1 of the Spring Semester we will discuss your experiences and talk in more detail with some of the companies. Your final deliverable is a report that reflects on what you have learned and makes further suggestions for the company. You will need to demonstrate your detailed understanding of the company and its business.

Course Requirements

Regular class attendance in both H2 Fall and H1 Spring. Participation in class and small-group interactions will account for 25 percent of the grade. We will cold call students throughout every session. There will be a seating chart and students are requested to occupy the same seat in all sessions. Attendance at every class is expected. Please talk to us if you need to miss a class. We are willing to consider any reasonable explanation for why you can't attend class, but each unexplained absence reduces your grade by 5 percent. Missing 3 classes constitutes an automatic failure of the course.

You need to build a team with diverse and complementary skills. This is the key to success in your internship. Think carefully about the people you want to work with and how you will allocate responsibilities within your team. We will help you as much as possible, but ultimately team selection and operation is your responsibility. This activity is not graded directly, but it will have a major effect on your performance throughout the course. By Lecture 5 you need to submit a detailed project plan for your work with the company. We will give you feedback on this plan, but it will not count towards your grade.

Very Important: There will also be an intra-team evaluation at the end H1 Spring (i.e., you get to say who did the work).

Internship with the Company. We will help you find the company and define the project in general terms. One TA and one faculty member will work with each group to help on all aspects. However, you are ultimately responsible for negotiating all the details. Your diligence in dealing with the company, including all aspects of follow-up with them counts for 20 percent of the grade. Our evaluation will be based on our conversations with your group, the TA who helps your group and the company managers you work with.

Deliverable to the company. The goal of each internship is to produce written material (e.g., recommendations/advice) that is immediately useful to the company; this will count for 15 percent of the grade. You are responsible for negotiating a deliverable that is as useful as possible to the company. Our expectation is that the January internship will take place outside the US. We have reached a general agreement with the start-ups as to the terms and conditions of the internship, but you are responsible for negotiating all the details with the company.

Class Discussion. Most of the H1 Spring classes will be structured around the companies you have worked with, possibly including a live interaction with the CEO (by phone or in person.) The presentation and discussion of this report will count for 10 percent. Specifically, you need to do the following:

a) One day before the first class in H1 Spring, all teams should provide the TAs with the set of PowerPoint slides that you would use to make your presentation to the class. 

b) All teams will present either to the full class or just to the faculty. Given time limitations we will not be able to discuss all cases in class, so we will select those most useful for overall learning.

c) Each presentation should include the following: (i) the nature of the company and its current issues, (ii) how the team was able to help, (iii) what are the important open issues remaining for the company, and (iv) what team members themselves learned from this experience. Each presentation should take about 15-20 minutes, allowing 10-15 minutes for question and answer.

Final Report. The written final report is due at the start of the last class of H1 Spring. The final written product will count for 30 percent of the grade. This report should focus on showing that you understand thoroughly the company and its value proposition. In addition, you should integrate material relevant to the four goals of G-Lab, as outlined on page one of this syllabus. For example, what specific issues does the company face because of where it is located? How exactly did you add value? How exactly have you added to your network of contacts? You should also provide reasonable forecasts for the future of the company, given your projections of the relevant macroeconomic and microeconomic environment. The final report should be 20 double-spaced pages of text, plus any tables and appendices that help the reader. Note that in previous years, outstanding teams have prepared their final report in a form that can be used effectively as a teaching case in MBA classes. We encourage this approach but do not require it. However, we may ask some teams to talk with other classes at Sloan, e.g., in H2 spring.

Course Credit

Global E-Lab is a 12-credit course. You earn 6 credits in the fall and 6 credits in the spring. You should factor this into your overall fall and spring credit limits that apply to your program. (i.e., Sloan MBAs taking Global E-Lab can take at most 54 credits-worth of additional courses in the fall and spring semesters.) You cannot allocate these credits in any other way and you cannot allocate any of these credits to IAP.

You will receive a "T" grade at the end of the Fall semester for the course. This is a continuation grade that appears for MIT administrative purposes. A final grade will be applied at the end of the Spring semester when you have completed all work. You must complete all the work in the fall, IAP and the spring to receive credit. Partial credit is not given. Registration for the spring semester will be done automatically. You need not re-bid for the course.

Other Important Points

The course website should be monitored closely. This web site has important information about the course as well as about the companies.

Information about the companies will be posted on the website. Each company will have one TA and one faculty member assigned to it. If you have further questions for the company (until the final matching of teams and companies is complete), please ask the appropriate TA to ask the company. This is to avoid too many different groups contacting the companies.

Each group will work with a specific faculty member as well as by one of the TAs, whose job it is to make sure that the group functions normally. Faculty will meet with each group on a regular basis during H2 Fall.
To facilitate team building and to enable the companies to get to know you, please post your resumes on the course website. It is very important that you register on this website as soon as possible, in order to see information about companies and other students.

Overheads and handouts will be posted on the course website. Please check this regularly and particularly before each class. All the materials for each class should be posted the evening before class; but please check for late breaking items posted before noon on the day of class.

During the course we will assign topical newspaper articles dealing with current events. If there are particular issues or newspaper stories you wish to discuss, please let us know.

IAP runs for 4 weeks during January. Your internship should last between 3-4 weeks. The whole team should arrive at and leave the company together.

VERY IMPORTANT. Written deliverable is due to the company one week (7 days) after finishing your internship. Your slides for potential in-class presentation are due one week after finishing your internship.

The primary goal of the in-class sessions is to enable you to reflect on what you have learned from the internship, personally and professionally. Each group is expected to make a brief presentation of what it has learned at some point during H1, with a particular focus on understanding the company and its value proposition. A detailed schedule of the Spring H1 Sessions will be distributed at the beginning of Spring Term.






這門課為跨學期,秋季開始,春季結束。實習課程安排在學期與學期之間(參考自由活動月)。以下的行事曆說明本課程之安排,包括本學期下半段講課所要討論的特定主題。

The runs across multiple terms, starting in the Fall and ending during the following Spring term. The internship experience takes place between terms (referred to as IAP). The calendar below illustrates the flow of the course, including specific topics discussed during the in-class sessions of the second half of the term. 



秋季學期上半段
First half (H1) of the Fall term

在秋季學期上半段,學生將學習到全球市場(15.223)的國家與產業。
In H1 of the Fall semester, students will learn about countries and industries in the Global Markets (15.223) course.

秋季學期下半段
Second half (H2) of the Fall term

在秋季學期下半段,藉著研究全球新創公司及共事團隊常見的一系列挑戰,學生會得到預備教育(關於實習)。
In H2 of the Fall Semester you will prepare by studying a set of common challenges facing global startups and teams that work with them.

下半段的課程表
Schedule for H2

這些課程的主要目標,是為了一月份的實習對你進行預備教育。
The primary goal of these sessions is to prepare you for the January internship.

每節課會有適量的閱讀材料,請注意我們要求你做的每件事,它們的設計是為了使你的實習更成功。
There will be a moderate amount of reading for each session; please keep in mind that everything we ask you to do is designed to make your internship more successful from all perspectives.

第一講:導論與課程概要。討論「好的團隊為何變差」。Lecture 1: Introduction and Course Overview. Discussion of "How Good Teams Go Bad"

這節課會提到課程架構、目標與預期。特別是,為了有一個成功的專案,這節課和之後的講課會回顧你需要使用的重要觀念與實務工具。基本上,我們會討論一份好專案的必備要素、如何和公司共事以及什麼情況可能犯錯。
Organization of the class, goals, and expectations. Specifically, this session and those that follow will review key conceptual and practical tools you need to use in order to have a successful project. In general, we will talk about what makes a good project, how to work with firms, and what can go wrong.

第二講:技術趨勢
Lecture 2: Technology Trends

這節課將論及特定技術的最新發展,這些技術和大部分的專案有關。我們將討論如何找出與採用任何特定技術的最新發展。
This session will deal with the latest developments in particular technologies that should be relevant for most projects. We will also talk about how to find out and follow the latest developments regarding any particular technology.

第三講:發展技術策略的工具
Lecture 3: Tools for Developing Technology Strategies

這節課將介紹各種有用的架構,幫助你了解一家公司的技術策略,以及提供你如何收集替代技術的相關資訊之實務忠告。
This session will introduce various frameworks useful in understanding a firm's technology strategy as well as provide you with practical advice on how to gather relevant information about alternative technologies.

第四講:國際化策略
Lecture 4: Internationalization strategies

你們大部分的專案會牽涉到國際化的問題,舉例來說,公司的產品要賣到國外嗎?何時、如何做以及賣到何地?我們會用2001年的一個成功專案來討論,這個案例是由Nano這家公司的實習學生撰寫,我們會發下去,上這節課必讀。
Most of your projects will involve an internationalization dimension. For example, should the company take its product out of its home country? When, how exactly and to where? We will focus this discussion around a successful project from 2001 - the case written by students at Nano will be handed out and is required reading for this session.

第五講:募集初期資金
Lecture 5: Raising Early Stage Capital

這節課會集中在獲得創投資金以及如何規劃能幫你的G-Lab公司獲得創投資金的策略。這節課要交詳細的工作計畫
This session will focus on the availability of venture capital and how to develop strategies that will help your GLAB companies access it. Detailed Work Plan Due.

第六講:組織/人力資源管理的問題
Lecture 6: Organizational/Human Resource Management Issues

當新創公司成長時(成功的公司都會如此),它們會面臨一連串的組織設計與過程挑戰,以及人力資源管理的問題。透過去年一些G-Lab案例的討論,我們將分析其中一些問題,提供你一些工具/架構,以幫助你提出實務上的忠告給你的公司。
As start-ups grow (and the successful ones actually do), they face an array of organizational design and process challenges, as well as human resource management issues. Through a discussion of a few GLAB cases from last year, we will analyze some of these issues and provide you with some tools/frameworks that may help you provide practical advice to your companies.


學期與學期之間的實習
Intersession Internship

自由活動月在一月為期四週,實習會持續三到四週。整個團隊應一起到達公司、一起離開。
IAP runs from for 4 weeks during the month of January. Your internship should last between 3-4 weeks. The whole team should arrive at and leave the company together.


春季學期上半段
First half (H1) of Spring term

在春季學期上半段,我們會討論你的實習經驗,並針對其中一些公司做更詳細的討論。這部分的課程一星期一次,一次三小時。
In H1 of the Spring Semester we will discuss your experiences and talk in more detail with some of the companies. These sessions will take place once a week and run for three hours per session.





        課       課程單元      
     
  1       導論與課程概要。討論「好的團隊為何變差」
Introduction and Course Overview. Discussion of "How Good Teams Go Bad"
(英文PDF)、 (繁體PDF)、 (簡體PDF)
(英文PPT)、 (繁體PPT)、 (簡體PPT)
     
     
  2       技術趨勢
Technology Trends
(英文PDF)、 (繁體PDF)、 (簡體PDF)
(英文PPT)、 (繁體PPT)、 (簡體PPT)
     
     
  3       發展技術策略的工具
Tools for Developing Technology Strategies
     
     
  4       國際化策略
Internationalization strategies
     
     
  5       募集初期資金
Raising Early Stage Capital (PDF)
     
     
  6       組織/人力資源管理的問題
Organizational/Human Resource Management Issues
     



以下是學生團隊根據實習經驗所寫的一些案例之摘要。 


Infnet

Infnet集團針對巴西公司的IT專家提供專業化、高品質的訓練。由於拉丁美洲的網路狂熱,該公司在1996到2000年經歷爆炸性的成長。那段期間,該集團發展了三家不同公司和經營模式:Instituto Infnet在里約熱內盧提供超過六十種現場課程 ;TopMaster提供客製化課程以滿足巴西大公司的特定需求;TIMaster則推出超過五十種線上課程。

2000到2002年,巴西嚴重經濟衰退,伴隨著網路泡沫破碎,衝擊該國的技術部門。Infnet利用品牌舉債經營,度過這段危機,且在2002年被Endeavor認可,強化該公司在教育訓練的地位。
(譯註:自1994 年創立以來,Endeavor Information Systems Inc. 始終在提供完整的圖書館解決方案。憑藉著在圖書館業擁有堅強傳承的經營團隊為基礎,Endeavor 集團的生產線發展紮根於知識、承諾與擁抱新科技。由於客層包括大大小小的圖書館,而且抱持著對產品發展的遠見與承諾,Endeavor Information Systems 開始邁向圖書館業經營管理的未來。)

該公司需要決定的是成長策略:進入正式教育的市場,或是繼續其成長有限的核心業務?創業夥伴在這方面有不同的意見。在下一波不可預期的景氣衰退中,該公司會變成什麼樣子?

Editorial Mapas

Javier Arredondo在2001年創辦Editorial Mapas雜誌社。該公司透過第一份、高度成功的雜誌:TravesAas,很快地在墨西哥市場贏得堅固地位。

TravesAas定位在全世界尤其是墨西哥的高檔旅遊。該公司相當成功且TravesAas的名號廣為流傳,但創辦者的心理很清楚,為了建立一個成功的雜誌社,創辦多種雜誌是必要的,一方面是透過多樣化減輕風險,一方面是取得規模經濟的優勢。

Javier和Gatopardo的創辦者以及經理維持良好的人際關係,Gatopardo打算合併TravesAas。Gatopardo是一份類似Vanity Fair的雜誌,在12個拉丁美洲國家發行。
(譯註:《Vanity Fair》目前是CondenNast雜誌集團旗下地位僅次於《Vogue》的另一時尚雜誌。) 

Editorial Mapas應該和Gatopardo合併嗎?合併能為該公司提供一個良好的成長途徑嗎?如果合併案繼續進行,應該談什麼條件?

New Margin Ventures

聯創投資管理有限公司(New Margin Ventures)是一家在上海註冊成立的創業投資管理公司,1999年七月成立,管理三支基金,總額超過一億美元。身為中國最初成立的創投公司之一,該公司面臨巨大的機會及挑戰。隨著中國經濟變化以及該公司的成長,該公司需要規範今後的投資與成長策略:應該聚焦在什麼領域?需要發展什麼能力?需要吸引什麼樣的人才?應該追求什麼樣的交易?



Below are abstracts from some of the cases developed by student teams as a part of their internship experiences. 


Infnet

Grupo Infnet offers specialized, high-quality training to IT professionals in Brazilian companies. The company experienced explosive growth from 1996 to 2000 due to the Internet hype in Latin America. During that time, the holding company developed three distinct companies and business models: Instituto Infnet, which offered more than sixty presential courses in Rio de Janeiro; TopMaster, which customized courses to meet the specific needs of Brazil's main corporations; and TIMaster, that developed and delivered more than fifty online courses.

From 2000 to 2002 an important economic downturn in Brazil coupled with the Internet bubble burst strongly affected the technology sector in the country. Infnet managed to leverage its brand to weather the crisis and strengthened its position when in 2002 it was accepted into the Endeavor network.

The company needed to decide upon a growth strategy: either get into the formal education segment or continue in its core business, with a modest organic growth. The founding partners had opposing views in this respect… where would the company go next in the midst of a US recession that is unpredictable in its timeline?

Editorial Mapas

Javier Arredondo founded Editorial Mapas in 2001. The editorial company quickly achieved a strong position in the Mexican market through its first, highly successful magazine: Traves穩as.

Traves穩as is focused on up-scale travel through the world and particularly through Mexico. The company was quite successful and the Traves穩as title had become very popular but it was clear in the founders' mind that to build a successful editorial business multiple magazine titles were required both to mitigate risks through diversification and to take advantage of the large economies of scale that rule in the industry.

Javier holds a strong personal relationship with the founders and managers of Gatopardo -similar to Vanity Fair with presence in 12 Latin American countries-who proposed a merger with Traves穩as.

Should Editorial Mapas go through with the merger? Would it provide a good growth avenue for the company? If the merger was pursued, under what terms should it be done?

New Margin Ventures

New Margin Ventures is a venture capital management company based in Shanghai. It was founded in July 1999 and has over US$100M under management in three funds. As one of the first Venture Capital companies ever created in China, it faced great opportunities but also great challenges. As the Chinese economy changes and the company grows, it needs to define its investment and growth strategy moving forward: what sectors should it focus on? What capabilities does it need to develop? What kind of talent does it need to attract? What types of deals should it pursue?




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