...modules: • • • Introduction: What is an entrepreneurial manager? Fundamentals for the entrepreneurial manager Managing the growing venture Reference Book • 「Finding Fertile Ground」 ,by Scott Shane,Wharton School Publishing Grading Policy • • • Class participation 22% Case reports and group presentation 48% Mid-term exam 30% 1 Course Topics Overview Date Subject Innovation and Entrepreneurship Entrepreneurial manager + guest speech Opportunity identification Business model and strategy Access source of financing +guest speech Entrepreneurial team and management (1) Entrepreneurial team 4/8 and management (2) +guest speech Module 3:Managing the growing venture 4/15 4/22 Reward model Mid-term case exam #4: Nantucket Nectars A note on valuation Questions entrepreneur must answer #4 #3: E Ink Building a new venture team Finding Fertile Ground Ch.8,9,10 #2: Zipcar #1: R&R Cases Readings Assign Module 1:Entrepreneurial manager 2/25 3/4 The...
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...9-898-171 Rev. December 11, 2000 Nantucket Nectars Well, we knew we were in an interesting position. We had five companies express interest in acquiring a portion of the company. Sometimes you have to laugh about how things occur. Tropicana (Seagram) and Ocean Spray became interested in us after reading an article in Brandweek magazine that erroneously reported that Triarc was in negotiations to buy us. (See Exhibit 1 for a copy of this article.) At the time, we hadn’t even met with Triarc, although we knew their senior people from industry conferences. We have no idea how this rumor began. Within weeks Triarc and Pepsi contacted us. We told no one about these on-going negotiations and held all the meetings away from our offices so that no Nectars employee would become concerned. It was quite a frenetic time. The most memorable day was just a few days ago actually. Firsty and I were in an extended meeting with Ocean Spray, making us late for our second round meeting with Pepsi. Ultimately, Tom and I split up: Firsty stayed with Ocean Spray and I met with Pepsi. Ocean Spray never knew about the Pepsi meeting. Tom and I have learned under fire throughout our Nectars experience, but this experience was a new one for us. —Tom Scott, co-founder of Nantucket Nectars Research Associate Jon M. Biotti prepared this case under the supervision of Professors Joseph B. Lassiter III and William A. Sahlman as the basis for class discussion rather than to illustrate either...
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...Preperation questions: How much money has Bob Reiss made from his venture "Trivia Inc."? Learning outcomes: * Knowing two theories on the origin of business ideas: Kirzner vs. Schumpeter * Knowing the industry analysis "Porter's Five Forces" and being able to use this tool in entrepreneurship * Knowing the limits of "Porter's Five Forces" in entrepreneurship and being able to discuss these limits * Entrepreneurship as "Rule Breaking Behavior" * Creating and managing virtual enterprises * Theory of "Social Capital" and obtaining resources via networks * Discussing Branding * Discussing Cold calls * Discussing Portfolio businesses * Competitive advantages that origins from business model innovation * "Give and Get - Risk and Reward-Matrix" * Discussing factors of success in entrepreneurship * The concept of "sunken costs" and risk minimization * Knowing the relationship between upfront investment costs (potential sunken costs), variable costs and lot size * Knowing the relation between costs, earnings, and live cycle * Critically discussing the theory of the entrepreneur as the risk taker * Knowing Entrepreneurship as an exceptional form of value creation Formularende Thema 3 Nantucket Nectars, 26.11.2014 The decission that needs to be taken: exit the business (IPO, sale) or continue under private ownership? But the case has by far more to offer. Topics covered by the case include but are not limited to: ...
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...9-800-122 REV: JULY 17, 2006 JOSEPH B. LASSITER, III Juice Guys (A) CREATING THE ULTIMATE JUICE SHOP: Squeezing and Blending the Data to Get to the Juice !!! Sharon Fox Cindy Rushmore Harvard Business School Faculty Sponsored Field Study Preliminary Draft ________________________________________________________________________________________________________________ Sharon Fox and Cindy Rushmore HBS MBAs ’99, prepared this case under the supervision of Professor Joseph B. Lassiter, III as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. This case is a revised version of a field study performed by Sharon Fox and Cindy Rushmore supervised by Professor Lassiter and a course paper prepared by Sharon Fox for the Customer Behavior Laboratory course supervised by Professor Gerald Zaltman. Copyright © 1999 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. Purchased by Jordana Blesa (Babesktr@aol.com) on January 11, 2012 800-122 Juice Guys (A) CONTENTS I...
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...[pic] | | COST ACCOUNTING AREA: CONTROL IMBA NUMBER OF SESSIONS: 20 PROFESSOR: SALVADOR CARMONA □ Ph.D (Accounting). Universidad de Sevilla. □ Last version, November 2006 COURSE DESCRIPTION A cost accounting system collects and classifies costs and assigns them to cost objects. The goal of a cost accounting system is to measure the cost of designing, developing, producing (or purchasing), selling, distributing, and servicing particular products or services. Cost allocation is at the heart of most accounting systems. Cost behavior -how the activities of an organization affect its costs- is also fundamental to cost accounting systems. The data provided by a cost accounting system is used for various purposes, which include product costing, planning and control, and decision making. This course mainly focuses on the first of these objectives -products costing. COURSE GOALS Students, as future managers, will utilize, at a minimum, the output of cost systems, which are the primary internal information systems in a firm. Students taking this course will gain an understanding of cost accounting systems, which includes a familiarization with: The goals of cost accounting systems; the fundamental features and design of cost accounting systems; and the various uses of the data provided by cost accounting decisions. A sound...
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...With the varied work schedules of many students, fixed office hours are generally inconvenient for students. As a result, I have set office hours and I have provided an “important telephone” number. If you would like to meet with me, let me know and we will arrange a mutually satisfactory time. For some students, telephone “meetings” are easier. To this end, you may call me at reasonable hours (i.e., before 10:00 p.m.). NOTE: It is the student’s responsibility to read, understand and abide by all of the course information and policies listed below. Failure to do so could result in you failing this course or being withdrawn from this course by your instructor, School of Business Dean’s Office or by the Graduate Studies Department. The course syllabus provides a general plan for the course; deviations may be necessary. COURSE PREREQUISITE: All MBA Foundations classes must be completed or waived before enrollment in FIN 611. REQUIRED MATERIALS: 1. Textbook – Corporate Finance: The Core, by J. Berk and P. DeMarzo, published by Prentice Hall, ISBN (10‐digit) 0132153688. Available in loose leaf (3‐ring) format in the U Tampa bookstore. Textbook are also available as an e‐book from coursesmart: 1 Revised 08/21/2012 2. Cases and readings: available from www.study.net – available by 8/27/12 3. Additional files and readings will be distributed via Blackboard 4. Calculator - A financial calculator is required for this class. A Hewlett Packard 10B or a Texas Instruments...
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...BRAND MANAGEMENT Case No. 3 SNAPPLE: REVITALIZING A BRAND INTRODUCTION In the 1990s, Snapple Corporation was one of the leading “New Age” beverage brands when the category was just beginning to take off. With the combination of a unique product, package design, and quirky advertising, the company grew form a regional underground favorite toa nationally recognized brand. Snapple’s rise in the beverage industry was crowned in 1994, when the Quaker Oats Company purchased Snapple for $1.7 billion. Quaker expected to make Snapple a major player in the industry, as it had done with GAatorade. However, the company was unable to capitalize on the brand’s previous success. In 1997, Quaker sold Snapple to Triarc Beverage Group for $300 million. Triarc faced a number of challenges, including reversing the sales slide, revamping the distribution system, and creating new products that will enable growth. Most importantly, Triarc had to find a way to reconnect the brand with its consumers. Triarc successfully resurrected the Snapple brand, and in 2000 sold Snapple to Cadbury Schweppes for $1.45 billion. Cadbury Schweppes then faced the challenge of maintaining Snapple’s brand strength in an increasingly competitive beverage environment. THE EMERGENCE OF SNAPPLE The roots of Snapple Corporation date back to 1972 in Brooklyn, New York when brothers-in-law, Leonard Marsh and Hyman Golden, left their window-washing business and teamed up with Marsh’s childhoAod friend and health...
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...Business Plan for 1999 December 1998 4905 Del Ray Avenue, Suite 304 Bethesda, Maryland 20814 Phone: 301-652-3556 Fax: 301-652-3557 Email: sethandbarry@honesttea.com Honest Tea Business Plan – December 1998 2 TABLE OF CONTENTS Mission Statement ..…………………………………………………………4 Executive Summary ..………………………………………………………..5 Company Story ..…………………………………………………………….6 Product.……………………………………………………………………….6 Product description ..…………………………………………..…….6-8 Flagship line of flavors and new flavors for 1999……………………..8-9 Production and manufacturing ..………………………………..……9-10 Market Opportunity …………………………………………………………10 Profile of target customer ……………………………………………12 Market research and market response ……………………………….13-16 Marketing and Distribution …………………………………………………..16 Distribution and promotion …………………………………………..16-17 Packaging and pricing …..……………………………………………17 International markets …………………..……………………….…….17-18 Product development and future products ……………………………18 Management …………………………………………………………………..18-20 Statement and aspirations for social responsibility ……………………………20-21 Financial Statements YTD and Projections ……………………………………21-23 The Investment Opportunity …………………………………………………..24 The Offering ……………………………………………………………24 Financing History ….…………………………………………………..24 Exit strategies ………………………………………………………….25 Investment risks ………………….…………………………………….25 Competitive Advantage ………………………….…………………….25-26 A Parting Thought .………………………………………………….……..…26 Honest Tea Business Plan...
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