Description
With this brief information in relation to critical to the entrepreneurial process is an orientation.
"We don't think ourselves into a new way of acting.
We act our way into a new way of thinking"
Critical to the entrepreneurial process is an orientation and commitment to action. In building new
ventures and exploring new markets, action is more important than thinking because it provides
early feedback about whether technologies work, whether customers will like it, and whether busi-
ness can be profitable.
This Spring's Business Development Clinic is focused on converting ideas into action--with the rec-
ognition that those actions will in turn improve the original ideas. Students should take this class if
they are interested in starting a new venture, or experiencing what it takes to turn their ideas about
a potential venture into actions that they can learn from and build on. Such experiential learning
provides critical skills in later entrepreneurial efforts--either in startups or launching new ventures
from within large organizations. Enrollment in Business Development Clinic I, 298-2 Winter Quarter
is not a prerequisite; having an idea (your idea can belong to a team) and the willingness to learn
what it takes to turn that idea into something real is.
Working with faculty, with the UC-Davis Technology Transfer Center, and tapping a wider network
of entrepreneurs and experts, students will work in interdisciplinary teams and in close contact with
faculty and industry mentors to explore the range of possible strategies for successfully commer-
cializing their new venture.
As in the Winter Business Development Clinic, the students are expected to contribute to the suc-
cess of the other teams. Reflecting the cross-disciplinary and integrative nature of the work, this
course will be taught concurrently by three faculty.
We have arranged a terrific panel of guest speakers who will discuss their experiences in founding,
working in, and supporting new ventures (see below). The course will focus on the direction and
progress of individual team projects, with status updates weekly, and culminating with a final pres-
entation of the venture. Each class will mix speakers, lecture, and team status updates.
Students enrolling in the BusDev Spring Clinic should come to the first class with the fol-
lowing:
1. An idea you would like to pursue as a real company/business, and
2. A preliminary “Action Plan” you think you'll need to accomplish by the end of the quar-
ter to demonstrate that the opportunity is real.
Reading Material
Required readings will be handed out in class.
Course Overview
This course builds on student-initiated business ventures, which teams will bring with them on the
first day of class. These ventures should be conceptually mature – meaning the teams are pre-
pared to immediately develop an action plan and, throughout the quarter, take concrete steps to
advance their venture.
The schedule and deliverables of each student project will be determined by the action plan (see
below), which will be developed, presented, and refined in the first week of the term.
Class time will follow a common format. The first half will be devoted to presentation and discussion
of student work, the second half to lecture. Each week, teams will present on the status of their
projects, outstanding issues, and next steps.
course
contact
Professor Andrew Hargadon
UC Davis Graduate School of Management
AOB IV, Rm 153
Tel: (530) 752-2277
[email protected]
Business Development Clinic, II
MGT 298-3 Spring 2008
Mondays 6-9pm, room 174, AOB4
Andrew Hargadon, UC Davis GSM
Scott Lenet, DFJ-Frontier
The topics covered in the class will include:
– Business development (designing business models)
– IP patenting and licensing options and strategies
– Generating action plans
– Interdisciplinary teamwork
– Assembling management teams
– Evaluating Technology/Market opportunities (from initial to detailed analyses)
– Identifying and pursuing funding options
– Prototyping strategies
– Market analysis and customer interviews
Grading and Logistics
Grading will be based on the unique action plans of each team, and upon the following the timely
completion of milestones and resolution of critical uncertainties. Obviously, in the early stages of
ventures, expect the unexpected. As a result, your performance will depend more on what you
learn about the venture and how far you advance it (even if you advance it to the point of aban-
donment).
Course Schedule
Day1: 3/31 Getting your "GSD" degree | Don Tretheway, ConGo Tech
Select Ideas, Teams, and domain name
Review & Brainstorm deliverables, Discuss Process for quarter
Day2: 4/7 Getting real, from ideas to action | Ramona Cappello, Corazonas
Submit deliverables and milestones, 1st Report on status
Post website
Day3: 4/14 Prototyping | Andy Beal, MaxPreps
Prototyping: Express, Test, Cycle
Day4: 4/21 Building the team | Nhi Nguyen, Worldbridge
Bring an organization chart of your company in 1 year, 5 years
Write a job description for one of the open positions
Day5: 4/28 Marketing--only ¢ a day! | Brian Danella, Prequent
Tapping professional services effectively
Submit a press release (see handout)
Submit a brochure (see handout)
Day6: 5/5 Starting a firm--legally | Chris Chediak, Weintraub...
Incorporation options: why (sole proprietorship, LLPs, LLCs, C-corps)
Employment terms (salary, options, vesting)
Day7: 5/12 Term Sheets
Venture capital term sheets, business development term sheets
Reading: Term Sheets & Valuations, Alex Wilmerding
Day8: 5/19 Term Sheet Negotiation (exercise)
Negotiation exercise - venture capital term sheet
"Venture - OuterNet"
Day9: 5/26 (Memorial Day)
Rescheduled as field trip to DFJ Venture Challenge, 5/30
Day10: 6/2 Final Presentations
doc_427846703.pdf
With this brief information in relation to critical to the entrepreneurial process is an orientation.
"We don't think ourselves into a new way of acting.
We act our way into a new way of thinking"
Critical to the entrepreneurial process is an orientation and commitment to action. In building new
ventures and exploring new markets, action is more important than thinking because it provides
early feedback about whether technologies work, whether customers will like it, and whether busi-
ness can be profitable.
This Spring's Business Development Clinic is focused on converting ideas into action--with the rec-
ognition that those actions will in turn improve the original ideas. Students should take this class if
they are interested in starting a new venture, or experiencing what it takes to turn their ideas about
a potential venture into actions that they can learn from and build on. Such experiential learning
provides critical skills in later entrepreneurial efforts--either in startups or launching new ventures
from within large organizations. Enrollment in Business Development Clinic I, 298-2 Winter Quarter
is not a prerequisite; having an idea (your idea can belong to a team) and the willingness to learn
what it takes to turn that idea into something real is.
Working with faculty, with the UC-Davis Technology Transfer Center, and tapping a wider network
of entrepreneurs and experts, students will work in interdisciplinary teams and in close contact with
faculty and industry mentors to explore the range of possible strategies for successfully commer-
cializing their new venture.
As in the Winter Business Development Clinic, the students are expected to contribute to the suc-
cess of the other teams. Reflecting the cross-disciplinary and integrative nature of the work, this
course will be taught concurrently by three faculty.
We have arranged a terrific panel of guest speakers who will discuss their experiences in founding,
working in, and supporting new ventures (see below). The course will focus on the direction and
progress of individual team projects, with status updates weekly, and culminating with a final pres-
entation of the venture. Each class will mix speakers, lecture, and team status updates.
Students enrolling in the BusDev Spring Clinic should come to the first class with the fol-
lowing:
1. An idea you would like to pursue as a real company/business, and
2. A preliminary “Action Plan” you think you'll need to accomplish by the end of the quar-
ter to demonstrate that the opportunity is real.
Reading Material
Required readings will be handed out in class.
Course Overview
This course builds on student-initiated business ventures, which teams will bring with them on the
first day of class. These ventures should be conceptually mature – meaning the teams are pre-
pared to immediately develop an action plan and, throughout the quarter, take concrete steps to
advance their venture.
The schedule and deliverables of each student project will be determined by the action plan (see
below), which will be developed, presented, and refined in the first week of the term.
Class time will follow a common format. The first half will be devoted to presentation and discussion
of student work, the second half to lecture. Each week, teams will present on the status of their
projects, outstanding issues, and next steps.
course
contact
Professor Andrew Hargadon
UC Davis Graduate School of Management
AOB IV, Rm 153
Tel: (530) 752-2277
[email protected]
Business Development Clinic, II
MGT 298-3 Spring 2008
Mondays 6-9pm, room 174, AOB4
Andrew Hargadon, UC Davis GSM
Scott Lenet, DFJ-Frontier
The topics covered in the class will include:
– Business development (designing business models)
– IP patenting and licensing options and strategies
– Generating action plans
– Interdisciplinary teamwork
– Assembling management teams
– Evaluating Technology/Market opportunities (from initial to detailed analyses)
– Identifying and pursuing funding options
– Prototyping strategies
– Market analysis and customer interviews
Grading and Logistics
Grading will be based on the unique action plans of each team, and upon the following the timely
completion of milestones and resolution of critical uncertainties. Obviously, in the early stages of
ventures, expect the unexpected. As a result, your performance will depend more on what you
learn about the venture and how far you advance it (even if you advance it to the point of aban-
donment).
Course Schedule
Day1: 3/31 Getting your "GSD" degree | Don Tretheway, ConGo Tech
Select Ideas, Teams, and domain name
Review & Brainstorm deliverables, Discuss Process for quarter
Day2: 4/7 Getting real, from ideas to action | Ramona Cappello, Corazonas
Submit deliverables and milestones, 1st Report on status
Post website
Day3: 4/14 Prototyping | Andy Beal, MaxPreps
Prototyping: Express, Test, Cycle
Day4: 4/21 Building the team | Nhi Nguyen, Worldbridge
Bring an organization chart of your company in 1 year, 5 years
Write a job description for one of the open positions
Day5: 4/28 Marketing--only ¢ a day! | Brian Danella, Prequent
Tapping professional services effectively
Submit a press release (see handout)
Submit a brochure (see handout)
Day6: 5/5 Starting a firm--legally | Chris Chediak, Weintraub...
Incorporation options: why (sole proprietorship, LLPs, LLCs, C-corps)
Employment terms (salary, options, vesting)
Day7: 5/12 Term Sheets
Venture capital term sheets, business development term sheets
Reading: Term Sheets & Valuations, Alex Wilmerding
Day8: 5/19 Term Sheet Negotiation (exercise)
Negotiation exercise - venture capital term sheet
"Venture - OuterNet"
Day9: 5/26 (Memorial Day)
Rescheduled as field trip to DFJ Venture Challenge, 5/30
Day10: 6/2 Final Presentations
doc_427846703.pdf