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課程來源:MIT
     

15.389  全球企業家精神實習(2004秋季至2005春季)

15.389  Global Entrepreneurship Lab, Fall 2004-Spring 2005

 

譯者:常維

編輯:陳盈、馬景文

 

Abstract image of hot air balloon with globe.

帶有地球圖案的熱氣球抽象畫。(圖片來自Locke教授, Johnson, Murray和 Pentland)

這門課有嘉賓企業家的錄像和學生小組在各公司實習的案例略本。這些案例包括對各公司的建議以及從這些經歷中學到的知識的反思。

 

我們將這門課程設計為跨學期課,在講課過程穿插3到4周的實習時間。

 

課程描述 

一種新形式的企業家精神正在形成。今天創新型的新公司越來越注重在全球範圍內尋找創意、資金、人才以及市場,而不是僅僅把目光局限在一個國家。這一點尤其突出的顯示在拉美、西歐以及亞洲。對於許多新成立的美國公司來說也是如此。

 

全球企業家精神實習有四大目標:

1.    讓學生瞭解全球新企業面臨的問題和挑戰

2.    讓學生擁有在“全球化”新企業工作的經歷。這些企業包括在美國本內外的公司,在發展初期就努力發展跨國業務。

3.    讓學生與世界各地的企業家和風險投資家進行交流建立聯繫。我們非常希望這能夠為學生帶來不同行業、國家的工作機會。同時我們也希望你的經歷能有助你決定在什麼時候,什麼地點,以何種方式成為國際企業家。

4.    為新的跨國企業提供高質量建議。我們希望麻省理工史隆學院能夠成為跨國企業在需要建議和幫助時首先想到的機構。這一目標對你,對麻省理工企業家精神中心,以及未來的麻省理工學子來說尤為重要。

 

技術需求

RealOne™播放器軟件將用於播放課程網頁上提供的.rm格式的檔案。

 

教學大綱

 

〈全球企業家實習〉的核心是實習環節,每四名學生組成一組,此活動將在一月進行至少三周時間。你會和一家新公司的高層管理人員共同工作,處理對於企業成功和成長至關重要的問題。關於全球企業家實習課程的參與企業、專題以及學生背景資料將在麻省理工服務器上公佈。

 

第二課將組織“小組認識會”,幫助組隊。

 

第一課分發意向表格,請在第二課中午前上交。

 

在實習期末,你要向實習公司提交報告。在春季學期的H1課程我們討論學生的經歷,並且和一些公司詳細交流。你最要提交報告,反映出你學會的知識和經驗,並向企業提供進一步建議。你應展示對實習企業及其業務的深入認識。

 

課程要求

1. 在秋季H2和春季H1課程應保證課堂出勤。參與全班和小組互動的表現將佔總分25%。每一課隨時點名。學生應每節課出勤。如要請假請提前告訴我們,我們樂意接受合理的請假理由,但每次無故曠課總分扣5%。三次缺課將不能畢業。

2. 你要建立有不同和互補技巧的小組。這是你實習的成功關鍵。認真思考你希望和什麼人一起工作以及小組如何分配責任。我們將會盡全力幫助,但最終的小組選擇和協作是靠你自己。我們不會對這項活動打分,但是這會對你整個課程的表現產生影響。在第八課你需要就企業實習交一份詳細的專題計劃。我們會提供模板,幫助你開發詳細的專題計劃。我們也會就你的計劃提供反饋建議,但這不會計入成績。但是你為專題所做的準備工作會計入成績,並且是專題的重要部份(參見下文)。

重中之重
:在春季H1部份結束前有一次小組內部評估(也就是說,你需要說明是誰完成那些工作)。

3. 企業實習。我們會幫助你找到公司並且大致規定專題。助教和(或)教師會和每小組在各方面一起工作。但是,最終是由你們負責確定所有細節。你與企業接洽過程中付出的努力,包括其後跟進的各方面佔總分15%。我們的評估參考以下幾個因素:我們和小組的交流,幫助小組的助教以及與你一同工作的企業經理。

4. 交給企業的報告。每個實習專題的目標都是完成能夠直接使企業受益的書面材料(例如提議/意見)。這佔總分25%。這份報告由同等重要的兩部份組成。第一部份是實習開始前你所做的準備工作(行業/國家調查,競爭對手的基準等),這部份應在第八課和專題計劃一起上交。第二部份是交給企業的報告,討論實習的結果。你有責任與企業談好一套對企業盡可能有用的報告。我們希望一月的實習是在美國以外的國家。我們已經就實習條款與新公司達成大致協議,但你依然要負責與公司談好細節。

5. 課堂討論。春季H1大部份課程以實習企業展開,有可能包括(如時間許可)與總裁的實時互動(通過電話或見面)。報告簡報和討論佔總成績10%。具體來說,你需要完成以下內容:
──在春季H1課程第一課前一天,所有小組應把堂上簡報用的Microsoft® PowerPoint®幻燈片交給助教。
──小組簡報可能面向全班或者僅僅面對教師。由於時間有限,我們不可能在堂上討論所有案例,因此我們會挑選那些最有助於整體學習的案例。 
──每個簡報需要包括以下內容:(1)企業性質以及現在面臨的問題,(2)小組可以如何幫忙,(3)企業還有哪些重要問題沒有解決,(4)小組成員本身從實習經歷中學到什麼。每簡報所用時間應為15-20分鐘左右,要有10-15分鐘的問答時間。把這環節看作是微型案例討論。教師會主持案例討論。任何對這部份有幫助的訊息將會在案例討論之前在服務器發佈。

6. 期末報告。書面期末報告在春季H1課程最後一課開始時上交。期末書面作業佔總分25%。報告應著重表現出你全面瞭解這家公司及其價值主張。此外,你應綜合與全球企業家精神實習課程四個目標相關的內容,這些目標已在教學大綱列出。例如,基於其地點這家企業面對怎樣的特殊問題?你具體是如何為企業增加價值?又是如何擴大你的連絡人網絡?同時你要基於對相關總體經濟和個體經濟環境的預測,為該企業的未來做出合理預測。期末報告文本應有20頁,雙倍行距,輔以任何有助讀者的表格或附錄。資料來源報告是必須的,這是小組彙集用來有效率完成專題的相關資源。這份附錄不僅包括參考書目、標準研究以及行業數據,也包含你運用的全部實踐、交際和(或)創業的資源。我們將在課堂討論這份資料來源報告及其內容。請注意在過去的課程,傑出小組期末報告的形式能有效作為工商管理課程的教學案例使用。我們鼓勵大家使用這種方法,但並不強求。

 

學分

全球企業家精神實習課程有12學分,秋季和春季學期各6學分。你計劃整個秋季、春季課程學分限制時應考慮這因素。你不能以其他方法分配這些學分,也不能把這部份學分分配到獨立活動月(IAP)。

 

秋季學期結束時你的成績為T,這只是為了麻省理工學院的行政管理需要。最終成績將在春季學期完成所有作業後給出。為了獲得學分,你必須完成秋季學期、IAP以及春季學期各階段的作業。不授予部份學分。春季學期課程是自動註冊。你不需要重新選課。

 

其它重要注意事項

1. 服務器有關於這門課程以及各企業的重要訊息。
2. 有關各企業的訊息將在服務器公佈。每家公司有指定的助教或教師負責。如果你還有關於公司的問題(在小組與公司配對最後完成之前),請通過相關教師或助教詢問該公司。這樣可以避免太多小組聯繫公司。
3. 每組將與各自的教師或助教一起工作,他們有責任幫助小組正常運轉。在H2秋季課程,教師或助教將定期與小組見面討論。
4. 為了促進小組建立以及讓公司更好瞭解你們,請將你們的個人簡歷發佈在服務器上。請儘快在服務器上註冊,這一點很重要,因為只有這樣你才能瀏覽有關企業以及其他學生的訊息。
5. 投影片和課程講義會在服務器公佈。請定期查看,尤其是在每課前。所有課程需要的材料應當在上課前一天晚上公佈,但也請你查看課程當天中午前公佈的最新消息。

 

2004年秋季H2課程
課程的主要目的是為一月的實習做準備。

每一課需要閱讀一定數量的教材,請記住我們要求你做的事情都是為了讓你的實習在各方面都更成功。這部份課程會主要介紹一系列新興企業面臨的挑戰以及你與他們合作時可以運用的工具/框架。

 

一月的獨立活動月(IAP)持續四周,實習持續34周。整個小組應當同時到達並且一起離開企業。

重中之重:在你返回校園之前,你應向企業提交一份書面或幻燈片形式的建議書。

你為可能的堂上簡報所準備的幻燈片應在131號中午前上交。

 

春季H1課程

這部份的主要任務是幫助你思考通過實習你從個人以及專業角度來說學到什麼。每小組都應做好準備在H1階段某節課做簡短發言,介紹小組收穫,著重於對該企業及其價值主張的理解。春季H1課程的詳細計劃將於春季學期開始時分發。

 

教學時程

 

第一課:簡介和課程概覽 Introduction and Course Overview 

課堂的組織,目標及期望。

通過討論S&V Consultoria案例,我們一起回顧新興企業最常見的挑戰,這也是你在實習期間最有可能碰到的問題。 

電話會議:Pennido Stahlber(S&V Consultoria總裁,合夥創建人)和Fredy Valente(技術總監,合夥創建人)。 

課堂講稿:簡介和課程概覽Introduction and Course Overview(英PDF1) (英PDF2

閱讀資料:案例:S & V Consultoria (英PDF)

 

第二課:小組認識聚會Team Building Mixer 

這一節非正規聚會讓有相同興趣的學生能相互認識並且建立實習小組。 

作業:完成全球企業家精神實習課程選擇表格。

 

第三課:全球企業家精神實習的資源銀行:著重於資本籌集策略G-LAB's Resource Bank: Focus on Capital Raising Strategies 

這一課介紹全球企業家精神實習的資源銀行,我們建立這銀行來提升全球企業家精神實習的品牌影響力,並將我們的人際網絡以及小組學習制度化。
通過對年輕企業資本籌集策略的概況講解,我們將集中討論如何認定資源和建立聯繫網,這往往是成功,真正具有創業精神冒險的特徵。
課程會講到開發資本的各基本類別,從客戶和賣家融資,多邊組織公共投資到國際國內的私募資本及風險投資。
我們為課程強調的主要類別提供今後深入研究的基礎知識,並介紹相關的背景。
本節課最後部份將討論如何最好完成各國和各專題的《資源報告》。 

課堂講稿:全球企業家精神實習的資源銀行:著重於資本籌集策略G-LAB's Resource Bank: Focus on Capital Raising Strategies(英PDF)

 

第四課:組建高效小組Building Effective Teams 

這一節介紹X小組的理念,講解小組變得高效的原因,並播放成功X小組的錄像。
教材說明如何建立你本身的X小組以及若然要成功則必須計劃的重要小組活動。 

特邀嘉賓:Deborah Ancona教授 

課堂講稿:組建高效小組Building Effective Teams(英PDF)

閱讀資料

輸出:讓別人接受你的提案/專題

建立高效小組Building effective teams
Deborah, A., B. Henrik and K. Katrin.《X小組的比較優勢》"The comparative advantage of X-teams." 《麻省理工學院史隆管理評論》MIT Sloan Management Review 43, no. 3 (Spring 2002): 32-40.

 

第五課:成為創業家Being an Entrepreneur 

這一節主要與不同新興市場幾位創業家作小組討論。
這一節的目標是讓你熟悉創業家建立新企業時面對的主要挑戰和機遇,這些創業家所在國家都是本課程小組將會去的。 

課堂講稿:成為創業家Being an Entrepreneur(英語視頻RM - 56K)(英語視頻RM - 80K)(英語視頻RM - 220K

 

第六課:國際化策略Internationalization Strategies 

學生的大部份專題都涉及國際化層面。例如,公司應否將產品賣到本國以外?什麼時候,以什麼方式,賣到哪裡?
討論著重於Color 9公司的案例,這是一家設在俄勒岡州Montevideo的黏土動畫/電影公司,是先前課程的專題。 

電話會議:Diego Silva Pintos(Color 9公司總裁和合夥創始人) 

閱讀資料:案例Color 9/Tatitos

 

第七課:定義目標市場Defining Your Target Market 

許多創新型新企業都曾開發有多種可能應用的創新產品和(或)程序。
這科技有什麼最佳應用?
新企業應投資在價值鏈哪部份?哪些業務可以外包?
下一個產品或程序應是什麼?
通過SMaL Camera Technologies的案例我們討論其中一些問題。 

課堂講稿:定義目標市場Defining Your Target Market(英PDF

閱讀資料

Christensen, Clayton M. and Scott D. Anthony.《把SMaL做大:SMaL相機科技》 "Making SMaL Big: SMaL Camera Technologies," 哈佛商學院案例9-603-116號。Boston, MA: Harvard Business School, 2003. Case No. 9-603-116.

 

第八課:組織發展/人力資源管理 Organizational Development/Human Resource Management 

隨著新企業成長(成功者確實如此),將面臨一系列結構設計和程序的挑戰,以及人力資源管理問題。
通過討論Spotfire案例,我們分析其中一些問題,並提供一些工具/框架來幫助你為企業提出實際建議。 

學習Spotfire案例需考慮的問題
1. 企業將總部從Goteborg遷到Boston/Cambridge。這是誰的主張?為什麼?
2. 在新高科技公司的成長過程中,什麼時間應招入像Rock那樣的人才與Chris這樣的員工組隊?怎樣才能使這樣的關係成功?

閱讀資料

Kuemmerle, Walter and Chad Ellis.《Spotfire: 管理跨國新公司》"Spotfire: Managing a Multinational Start-Up," 哈佛商學院案例編號9-899-078Boston, MA: Harvard Business School, 1998.  Case No. 9-899-078.

 

第九課:銷售和市場營銷 Sales and Marketing 

這節課Ken Morse會談論新公司面對的銷售和市場營銷的挑戰。
他從銷售和市場營銷的角度帶我們重溫spotfire案例,還會談到其他方面。 

特邀嘉賓:Ken Morse 

學習Spotfire案例需考慮的問題
3. 這企業的原先計劃是把圖形工具賣給各種行業。Spotfire從一家瑞典公司取得第一筆(“A”)風險投資資金,用來實現“橫向”市場營銷計劃。隨後公司改變原先策略,轉而集中所有精力在一個產業(縱向市場營銷)。

a) 為什麼要改變策略?
b) 他們選擇了什麼產業?原因何在?
c) 誰提出這策略轉變?原因何在?

 

第十課:總結 Wrap-Up 

其它主題

開始進行你的專題分析Starting to Develop your Project Analysis (英PDF)

全球企業家精神實習課程專題的風險資本議題Venture Capital Issues for G-LAB Projects (英PDF)

 

專題

以下節選自學生小組實習經驗總結的一些案例。

 

Infnet

Grupo Infnet為巴西企業的IT精英提供專門設計的高質量培訓。由於拉美互聯網興盛,這家公司在1996到2000年間經歷了令人矚目的成長。這期間,母公司成立了三家獨立公司和業務模式:Instituto Infnet在里約熱內盧開設超過六十門即時課程;TopMaster為巴西主要企業制定課程以滿足特殊需要;以及TIMaster公司開發和推出超過五十門在線課程。

 

2000到2002年間,巴西經歷重大經濟滑坡,加上互聯網泡沫破滅,嚴重影響這個國家的科技產業。Infnet在2002年被Endeavor網絡收購,才能利用品牌力量渡過危機並鞏固地位。

 

這家企業需要決定成長策略:要麼進入主流教育領域或者以中等自然成長速度繼續核心業務。創始人在這一方面持相反主張…在無法預計的美國經濟衰退中,這家企業何去何從?

 

Editorial Mapas

Javier Arredondo在2001年創建Editorial Mapas。這家編輯公司通過發行第一份取得極大成功的雜誌《Travesías》,迅速在墨西哥市場上佔據有力位置。Travesías主要報道世界高檔旅遊,尤其是旅遊墨西哥。這家企業曾一度非常成功,Travesías的品牌也相當流行,但是創辦人清楚知道,要建立成功的編輯業務,就要通過多樣化降低風險以及盡用這行業的規模經濟,必須有多份雜誌刊物。

 

Javier與Gatopardo的創始人和管理層有很好的個人關係,Gatopardo如同在十二個拉美國家的《名利場Vanity Fair》,並且提出與Travesías合併。

 

Editorial Mapas應否合併?這會否為公司帶來頗佳的收入增長?如果要商談合併,應有什麼條件?

 

New Margin Ventures

New Margin Ventures是總部在上海的一家風險資本管理企業,建立於1999年七月,管理三個基金的總額超過1億美元。作為中國最早的風險資本公司之一,它同時面臨巨大的機遇和挑戰。隨著中國經濟改變和公司成長,它需要定義本身的投資及成長策略以繼續前進:它應當集中在哪些部門?它需要培養什麼能力?它需要吸引什麼人才?它應該追求什麼類型的業務?

以下為系統擷取之英文原文

15.389 Global Entrepreneurship Lab, Fall 2004 - Spring 2005

Abstract image of hot air balloon with globe.

Abstract image of hot air balloon with globe. (Image courtesy of Professor Locke, Johnson, Murray, and Pentland.)

Highlights of this Course

This course features a video of guest entrepreneurs and 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.

Course Description

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.

Technical Requirements

RealOne™ Player software is required to run the .rm files found on this course site.

 

Syllabus

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 various emerging markets but it is also important for many start-ups in the more developed economies (e.g., US, Western Europe and Asia).

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.

The heart of G-Lab is an internship, for teams of 4 students, which will last at least three weeks in January. You will work with the senior management of a start-up on issues of primary importance to their company's success and growth. Information about G-LAB companies, projects and students backgrounds will be posted on MIT Server.

In lecture 2 a "mixer" will be organized to facilitate team formation.

Bidding forms will be distributed in lecture 1 and are due in lecture 2 at noon.

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. 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 8 you need to submit a detailed project plan for your work with the company. We will provide you with a template to be used to develop this detailed work plan. We will give you feedback on this plan, but it will not count towards your grade. The preparation work that you do for your project, however, will be graded and is a crucial part of your project (see below).

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/or 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 15 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 25 percent of the grade. This deliverable will consist of two parts of equal value. The first part consists of the preparation work you do before your internship (industry/country research, competitor benchmarks, etc.) and should be handed in lecture 8 together with your project plan. The second part will be the final deliverable to the company where you address the results of your internship. You are responsible for negotiating a set of deliverables 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 (whenever possible) 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: One day before the first class in H1 Spring, all teams should provide the TAs with the set of Microsoft® PowerPoint® slides that you would use to make your presentation to the class.

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.

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. Think of this as a mini-case discussion. One of the faculty will moderate the discussion of your case. Any additional background information that would be useful for these sessions will be posted on the server in advance of the case discussion.

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 25 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. One required appendix is the Resource Report, which is your team's compilation of all relevant resources on which you relied to get your project done efficiently. This will include not just bibliographical and standard research and trade industry data, but practical, networking and/or entrepreneurial resources you drew on. We will discuss the Resource Report and its content in class. 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.

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. 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 server has important information about the course as well as about the companies.

Information about the companies will be posted on the server. Each company will have one TA or 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 Faculty or 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 or with one of the TAs, whose job it is to make sure that the group functions normally. Faculty or TAs 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 server. It is very important that you register on the server as soon as possible, in order to see information about companies and other students.

Overheads and handouts will be posted on the server. 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.

H2 Fall 2004

The primary goal of these sessions is to prepare you for the January internship.

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. This part of the course will focus on a series of challenges facing most start-ups and tools/frameworks that you can use when working with them.

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. You should provide your company with a written report or slide presentation of your recommendations BEFORE coming home.

Your slides for potential in-class presentation are due at noon on the last day of January.

 

 

H1 Spring

The primary goal of these 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.

 

Calendar

LEC # TOPICS SUBTOPICS KEY DATES

 
1 Introduction and Course Overview Organization of the class, goals, and expectations.

Through case discussion of S & V Consultoria, we will review some common challenges most start-ups face and most likely you will work on during your internship.
Conference call with Pennido Stahlberg, Co-founder and CEO, and Fredy Valente, Co-founder and CTO, S & V Consultoria
2 Team Building Mixer This session will consist of an informal "mixer" in which students with similar interests can meet one another and create G-LAB teams. G-LAB Bidding Form due
3 G-LAB's Resource Bank: Focus on Capital Raising Strategies This session will introduce the G-LAB Resource Bank, which we are launching to leverage the power of G-LAB's brand and to institutionalize our networks and our teams' learning.

Using an overview lecture on capital raising strategies for younger companies as a lens, we will focus on how to identify the resources and build the networks that so often distinguish the successful, truly entrepreneurial endeavor.

We will cover basic categories of start up capital ranging from customer and vendor financing to public investments by multi-lateral organizations, to international and domestic private equity and venture capital.

We will also provide starting points for deeper research and context for each of the major categories highlighted in the lecture.

The final portion of class will be devoted to a discussion of how best to build the Resource Report for individual countries and projects.
 
4 Building Effective Teams This session will consist of an introduction to the concept of X-teams and what makes them effective, as well as a video of a successful X-team.

This material will provide the background for you to set up your own X-teams and to plan for the key team activities that must take place if you to be successful.
Guest speaker: Professor Deborah Ancona
5 Being an Entrepreneur This session will consist of a panel discussion with several entrepreneurs from different emerging markets.

The goal of this session is familiarize you with the key challenges and major opportunities entrepreneurs face trying to build start-ups in several of the countries G-LAB teams will visit.
 
6 Internationalization Strategies 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 former G-LAB project, Color 9, a clay animation/film company located in Montevideo, Uruguay.
Conference call with Diego Silva Pintos, CEO and Co-founder of Color 9
7 Defining Your Target Market Many innovative start-ups have developed an innovative product and/or process with multiple potential applications.

What are the best applications for the technology?

In what parts of the value chain should the start-up invest/Which aspects of the business should be out-sourced?

What should the next product or process be?

Through a case discuss of SMaL Camera Technologies, we will discuss some of these issues.
 
8 Organizational Development/Human Resource Management 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 Spotfire Case, we will analyze some of these issues and provide you with some tools/frameworks that may help you provide practical advice to your companies.
 
9 Sales and Marketing In this class, Ken Morse will speak about the sales and marketing challenges faced by Startup companies.

Among other things, he will revisit the spotfire case from a Sales and Marketing perspective.
Guest Speaker: Ken Morse
10 Wrap-Up    
 

Readings

Readings for H2 of Fall 2004

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.

LEC # TOPICS READINGS

 
1 Introduction and Course Overview Case: S & V Consultoria (PDF)
2 Team Building Mixer  
3 G-LAB's Resource Bank: Focus on Capital Raising Strategies  
4 Building Effective Teams Exportation - Getting your proposal/project accepted by others

Building effective teams

Ancona, Deborah, Henrik Bresman and Katrin Kaeufer. "The Comparative Advantage of X-teams." MIT Sloan Management Review 43, no. 3 (Spring 2002): 32-40.
5 Being an Entrepreneur  
6 Internationalization Strategies Case: Color 9 / Tatitos
7 Defining Your Target Market Christensen, Clayton M. and Scott D. Anthony.  "Making SMaL Big: SMaL Camera Technologies," Boston, MA: Harvard Business School, 2003.  Case No. 9-603-116.
8 Organizational Development/Human Resource Management Some issues to consider while studying the Spotfire case

1. The company moved its headquarters from Goteborg to Boston/Cambridge. Whose idea was that? Why?

2. In the life of a high tech start up company, when is the right time to recruit someone like Rock to team up with someone like Chris? What does it take to make the relationship successful?

Kuemmerle, Walter and Chad Ellis. "Spotfire: Managing a Multinational Start-Up," Boston, MA: Harvard Business School, 1998.  Case No. 9-899-078.
9 Sales and Marketing Some issues to consider while studying the Spotfire case

3. The company's original plan was to sell its graphics tools to a wide range of industries. Spotfire received its first ("A") round of venture capital funding from a Swedish firm to pursue that "horizontal" marketing plan. Subsequently the company changed its strategy initially to focus on only one industry ("vertical marketing")

a) Why did they change their strategy?

b) Which industry did they select? Why?

c) Who suggested the change in strategy? Why?
10 Wrap-Up  
 

Lecture Notes

RealOne™ Player software is required to run the .rm files found in this section.

LEC # TOPICS

 
1 Introduction and Course Overview (PDF 1) (PDF 2)
2 Team Building Mixer
3 G-LAB's Resource Bank: Focus on Capital Raising Strategies (PDF)
4 Building Effective Teams (PDF)
5

Being an Entrepreneur:

(RM - 56K) (RM - 80K) (RM - 220K)
6 Internationalization Strategies
7 Defining Your Target Market (PDF)
8 Organizational Development/Human Resource Management
9 Sales and Marketing
10 Wrap-Up

Additional Topics

Starting to Develop your Project Analysis (PDF)

Venture Capital Issues for G-LAB Projects (PDF)

 


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