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Course features new product launch by students and new business idea competition judged by actual venture capitalists. Students will also learn how to acquire control of an existing company, including valuation methods, sources of funding, tactics for finding companies to buy, and how to negotiate the purchase of a business. Also includes actual student negotiation with sellers of a company. Course is designed to accelerate career success through bold entrepreneurial strategies. Offered as ENTP 418 and PLCY 418.

(See PLCY 419.)

The vast majority of U.S. firms are family controlled and present special problems in strategic management including the interaction of family and firm objectives, executive succession, management development and motivation, finance, estate planning, etc. This course explores solutions to these problems in the context of guiding the firm's growth through the threshold between personal and professional management. The course pedagogy is participative and experiential.

Students are exposed to what it is like to work in an emerging growth company with sales under $100 million. Prospective students might be individuals who are considering employment with middle market company, entrepreneurs who may start a company, or business persons who may buy a middle market company. The learning experience will stem from participating in an actual semester-long project. In-class discussions include: business planning, selling, managing technology transfer, and creativity/innovation, and guest presentations by CEOs from middle market companies. Prereq: ACCT 401 and BAFI 402 and MKMR 403 and MIDS 409 and consent of instructor.

(See LHRP 425.)

This course introduces the area of international entrepreneurship by focusing on various aspects of this area. Topics to be covered include: conditions making small, medium-sized, and new ventures increasingly important in international business; information sources relevant to international entrepreneurship; critical steps in deciding on doing international entrepreneurship, strategic planning and methods in conducting international entrepreneurship; and benefits and problems of going international as a new venture.

Creating and managing a new venture inside or outside a corporation is a task that few individuals are able to accomplish, even though many profess the desire. The primary goal of this course is to provide an understanding of entrepreneurship and the entrepreneurial process. The course will broaden a basic understanding obtained in the functional areas (organization, strategy, finance) as they apply to new venture creation and growth. While most of the examples in class will be drawn from new venture formations, the principles also apply to new business development in corporate settings and to non-profit entrepreneurship. Offered as ENTP 427, PLCY 427.

The primary goal of this course is to provide an understanding of entrepreneurship and the entrepreneurial process. The course will broaden a basic understanding obtained in the functional areas as they apply to new venture creation and growth. Offered as ENTP 429 and PLCY 429.

This course explores the financing of entrepreneurial new ventures. The primary focus of the course will be the various financing methods and mechanisms available to entrepreneurs. This will involve understanding: estimation of capital requirements, bootstrap financing, angel investors, venture capitalists, private placements, firm valuation and initial public offerings.

(See PLCY 441.)

(See MKMR 450B.)

Managers need new skills to enable them to manage effectively in what is increasingly a global economy. They need a deeper understanding of cultural differences and how these differences may influence communications with foreign employers, employees, customers, suppliers or partners. They need a better understanding of the economic and political mechanics of the world business system. They need to learn how to find out more about potential opportunities and threats that lie outside the United States. This course is designed to address these needs.

This course is built around two core learning tracks. The first is extended analyses of case studies, which identifies ethical problems, diagnoses import, and develops strategic programs to address them. The second learning track uses short pieces of fiction to explore issues of ethical character, leadership, and organizational responsibility. Each student keeps an ethics journal over the course of the semester to reflect on ethical issues, both inside and outside the classroom. In addition, small student groups are formed to write case studies focusing on a business ethics problem.

This course is designed for students who aspire to become a chief executive officer. The unique role, responsibilities, and requirements of the CEO will be explored. Students will benchmark CEO best practices through exposure to leading chief officers, study the paths to and preparation for the top job, and develop a personal career strategy to increase their chances of becoming a CEO.

Examination of the Japanese, Chinese, and other East Asian business systems. Looks at how the business systems relate to broader social, economic, and political contexts. Compares the different systems with each other and with that of the United States. Inquires into the reasons for the past successes and recent problems of these systems.

This course is an advanced strategy course that explores the determinants of successful corporate strategy. In Strategy Issues and Applications you were exposed to the basic frameworks for developing successful competitive or business unit level strategy. Corporate strategy takes you to the next level and provides the frameworks you need to be able to be successful in multiple businesses. At its core corporate strategy constitutes any and all decisions that change the core business model of a firm. Examples are vertical integration, new but related product lines, entering new markets with existing products and entering new or existing markets with unrelated products. The fundamental premise of the course is that successful corporate strategy is rooted in competitive advantage arising from capabilities residing at the business unit level. Starting from analyzing business level strategies of very simple firms, the course successively builds frameworks towards more complicated business level strategies. Next, the course develops frameworks to discuss corporate strategy based around the concept of core competencies and market entry strategies. Finally, the course develops the concepts that are useful in greenfield entries, alliances and acquisitions as part of an overall corporate strategy.

Students will learn to match consulting methodologies with client needs and employ a step by step strategy development process applied to actual companies which are semester-long clients of the class. Accelerated career strategies in the consultancy business are featured as well as tactics for getting hired in the first place. The course views consultancy as a role rather than career and conceptualizes consultancy as a process of optimizing an organization's value creation potential and competitive advantage. Students should be able to apply the concepts regardless of career choice. Exposure to senior practicing consultants is featured.

This course introduces methods of industry and competitive analysis. Industry structure and firm competitive behavior are studied with a view to develop business strategies for securing and preserving competitive advantage. Emphasis is placed on understanding industry dynamics and the processes by which industries undergo change and evolution. Emphasis is also placed on firms' capabilities and core competencies and their capacity to implement major strategic changes in their industries. Readings and cases are the principal pedagogical tools utilized in this course. Students are required to analyze an industry of their choice in small project teams and present their analyses in class.

This course introduces the principal tools of strategy implementation, namely the design of organization structures, the use of formal planning and control systems, and the design of measurement and reward systems. The importance of organizational context (small vs. large, for profit vs. not-for-profit, manufacturing vs. service, etc.) and the need to tailor systems to the context of the organization are emphasized. New and emergent organizational forms and their role in strategy development and implementation are reviewed. Cases and readings are the principal pedagogical methods utilized. Students work in small project teams, study the operation and effectiveness of systems for strategic control in organizations, and present the results of their analysis in class presentations.