New+Venture+Development+on+One+Page

media type="custom" key="25820778"toc New Venture Development is a course about shaping an opportunity into a value-creating and value-capturing business using lean startup principles, customer development, business models, and financial planning. Based on this description, the course focuses on opportunities and value propositions, entrepreneurs and entrepreneurial teams, customer and market development, business models, resources such as people, IP, and financing, and financial forecasting.

=1. Opportunities and Value Propositions=

Read and View

 * The entrepreneurial mindset (focus on pages 17-20 only in above PDF)
 * Jeffrey Timmons on opportunity recognition
 * Paul Graham on How to Get Startup Ideas

Tasks
=2. Entrepreneurs and Entrepreneurial Teams= View: HR and Other People Issues in New Ventures (google presentation) View: Building the Founding Team (google presentation) View: How to Manage - Ben Horowitz.** Published on Nov 11, 2014. **Ben Horowitz, founder of Andreessen Horowitz, drills into the one management concept that CEOs mess up most - understanding how your decisions impact others, the company, and its culture. media type="youtube" key="uVhTvQXfibU" width="560" height="315"
 * Write an opportunity register for a business that can be run from a vending machine or mall kiosk or write an opportunity register for an idea you already have (10%)
 * Complete the Snappy Auctions assignment (10%)
 * Read and view videos on Strategic management and analysis and complete the Webvan Collapse assignment (10%)
 * Hiring a CEO (possible case: Vermer Technologies: Hiring the CEO)
 * Making Yourself a CEO (Ben Horowitz, 10/17/12)
 * A venture formula for winning CEOs (from Russell Reynolds, an executive search and succession consultancy)
 * Start-up teams (videos from Stanford's ECorner)
 * For agility, a shift to freelancers (Entrepreneur.com, 9/12/13)
 * Hiring an Independent Contractor (Entrepreneur.com)
 * Employee or Independent Contractor: Watch Your Classifications ( Entrepreneur.com, 8/12/10)
 * Bob Sutton: [|"Never knowingly hire an @$#0LE"]
 * //Wall Street Journal// Accelerators Discussion: Pros and Cons of Co-Founders

=3. Customer and Market Development= Read Peter Thiel's essay on distribution (related: Who is Peter Thiel?) View: Major points from Peter Thiel's lecture on distribution (google presentation) View: Customer identification and development (google presentation) =4. Business Models= View and read materials on the business model generation page

Tasks [ placeholder for materials on business model canvas and business models discussion ]

=5. Lean Startup Principles=

=6. Resources= Early in the life of a new venture, the most important resources are the founders' time and attention, money, social networks, and intellectual property. How and on what the founders direct their time and attention determines whether or not the startup will survive or fail. The most important activity the founders engage in is hiring employees who will perform the functional and product development roles that are needed to develop the firm from startup into a real company. Hiring really great employees requires money and high-quality networks from which the best, most-qualified people can be picked. The intellectual property of the startup is the resource that gives the startup an "unfair advantage," something that is a legal monopoly in terms of technology.

=7. Financial Forecasting= Most venture capitalists agree that most businesses don't need a written business plan (such as a Word document), but they do need to construct financial forecasts of revenues and expenses, month-by-month for the first two years and annually for years three, four, and five.