HEMBA

=This is the home page for HEMBA 2012 students -= = = =HEMBA 2013 Students Click Here media type="custom" key="21814124"=
 * = Entrepreneurship = ||  ||
 * ===Recommended Books=== || HEMBA Supplemental readings ||
 * ==Assignments==

HEMBA Opportunity Register (10% of grade)
Business Model Generation Canvas - The 9 dollar cardboard bike Project (20% of grade) ===HEMBA Team cases (15% each of grade; note: for each team case you will use the Business Model Generation worksheet (1) to identify strengths or weaknesses in the business plans and (2) to argue for improvements you propose for areas of weakness. I will provide hard copy templates in class along with post-it notes.=== || ===Navigation: Jump to February 17 - 18=== ||
 * = Introduction and Entrepreneurial Processes (4pm - 7pm) = || [[file:Course introduction.ppt]] ||
 * ==The entrepreneur and opportunities== || [[file:Entrepreneurs and opportunities.ppt]] ||
 * ===Reading: Identifying venture opportunities=== ||  ||
 * Key questions:
 * 1) Why is "creating a vision" so important to identifying new venture opportunities?
 * 2) How can a person "systematically" absorb information and ideas from disparate sources of contextual knowledge (newspapers, publications, cable news, etc.)?
 * 3) Why do so few people seemingly draw upon their work experiences to create new ventures?
 * 4) How can you draw from macroeconomic, industry, social, demographic, technological, and regulatory trends to develop an opportunity for yourself or your employer? ||
 * ===Supplemental=== ||  ||
 * * ===Dan Ariely - Are we really in control of our own decisions? (17:22)=== || ===Video link=== ||
 * * ===The predictably irrational entrepreneur?=== || ===Read content in this link - The predictably irrational entrepreneur===
 * * ===The predictably irrational entrepreneur?=== || ===Read content in this link - The predictably irrational entrepreneur===

Text link
Graphic link || (Look especially at Risk Factors and Capitalization) || ===Text Link=== || Lotus Blossom exercise (change the text color to black after downloading) ||
 * = Markets for Entrepreneurial Ventures (8am - 12pm) = ||
 * [Note: We will pick up where we left off from last night's progression] ||  ||
 * **‍Open discussion ‍** : Opportunity development, milestones, equity investments, and valuations - high potential growth ventures (8 am - 9am) ||  ||
 * ==Decisions, emotions, and entrepreneurship== ||
 * ===Reading: Note on decision making, emotions, and entrepreneurship=== || [[file:Decision making, emotions, and entrepreneurship.ppt]] ||
 * **Key questions:**
 * 1) What’s new about emotional intelligence in our understanding of human behavior?
 * 2) Is EI really as “touchy-feely” as it’s been portrayed in popular media?
 * 3) How can you use dimensions of EI?
 * 4) Why have some managers / individuals persisted in discounting emotional intelligence?
 * 5) How can we make effective entrepreneurial decisions when they can be so biased? ||
 * ===Opportunity shaping and reshaping=== || [[file:Opportunity Recognition Shaping & Reshaping.ppt]] ||
 * = Markets for Entrepreneurial Ventures (1pm - 5pm) = ||
 * ===Understanding Pitching=== || Link: How pitch your idea ||
 * **Video samples** || Examples
 * Maid to Order
 * The Wand Company ||
 * **Questions to consider**
 * 1) What does each team of pitchers bring to the table (i.e., "wow factor," tangible product or prototype)
 * 2) How do the pitchers vary in depth of industry experience? How does this affect their credibility with their audiences?
 * 3) How do their revenue situations differ and how does this matter to the audience?
 * 4) How do the different opportunities vary in terms of intellectual property and its protection? How does this matter?
 * 5) What conditions must be satisfied before a business should pursue a financing strategy?
 * 6) Duncan gets a return on his investment three times. What are they, and how much will he earn over the next two years if they meet projections? ||
 * ==Entrepreneurial Markets== || ===Reading: Facebook=== ||
 * ==[|Facebook sets historic IPO] (WSJ, 2/2) == ||  ||
 * ===Facebook Opportunity Analysis in 2010=== || ===Text Link=== ||
 * ===Facebook Form S-1 Registration Statement===
 * ===Facebook Opportunity Analysis in 2010=== || ===Text Link=== ||
 * ===Facebook Form S-1 Registration Statement===
 * ===Facebook Form S-1 Registration Statement===
 * Quick detour - analytical frameworks || * Porter's Five Forces
 * SWOT analysis
 * Resource-based view of the firm ||
 * ===Case reading: Facebook in 2011=== || Challenges and opportunities[[file:Facebook in 2011.ppt]]
 * || More information on the Lotus Blossom Technique ||
 * ===Weekend Post Script - Opportunity recognition and the value of one's experience. (from Stanford's Entrepreneurship Corner)===

William Sahlman, professor at Harvard Business School, provides an example of opportunity recognition by relating the story of how John Osher, the creator of the Spin Pop, leveraged his experience into a new market--spin toothbrushes. Sahlman highlights how Osher and his team took their experience and applied it in a new setting by proactively searching to identify a gap in the current market that had potential for high profit. || media type="custom" key="12463220" ||
 * = February 17 - 18 = ||  ||
 * = Business Models (2/17; 4pm - 7pm) = ||
 * **Before Class - Opportunity Registers are Due** || Submit your opportunity register by email to carmstro@cba.ua.edu or by using this HEMBA Opportunity Register Form ||
 * Readings:
 * Zipcar: Refining the business model
 * Business Model Generation (free preview)

Related Materials: Business Model Generation worksheet ||
 * ZipCar's final amended S-1 filing (SEC.GOV) (Read "risk factors" and "capitalization")
 * ZipCar's Future - Part 1 (Seeking Alpha)
 * ZipCar's Future - Part 2 (Seeking Alpha)
 * ZipCar's Future - Part 3 (Seeking Alpha) || Business Model Generation
 * * Business model generation example project || [[file:Business Model Generation Project - AMC Theaters.pdf]] ||
 * ZipCar Case study: Refining the business model, 2005 || Zipcar Powerpoints and Excel

Video: Robin Chase (10 minutes) ||
 * = Marketing, planning, and venture capital (2/18; 8am - 12pm) = ||
 * Quick Review - Business Model Generation ||  ||
 * **8:15am - 9:30am(ish)**
 * Marketing for new ventures
 * The business planning process
 * How venture capitalists evaluate potential venture opportunities || Readings
 * How venture capitalists evaluate potential venture opportunities
 * Autoshop business plan ||
 * **Marketing for new ventures** || [[file:Marketing for new ventures.ppt]]
 * **Marketing for new ventures** || [[file:Marketing for new ventures.ppt]]

**Bonus** : Modeling S curves with Excel! and even more math || || Additional Materials > > ||
 * **The business planning process** || [[file:The Business Planning Process.ppt]] ||
 * **How venture capitalists evaluate potential venture opportunities** || [[file:How venture capitalists evaluate potential venture opportunities.ppt]] ||
 * ** Fake Quiz ** ||  ||
 * **Autoshop Case Questions to Consider:**
 * 1) How does the Autoshop team plan to use the money from this round of investing? How does this likely affect investors' willingness to invest?
 * 2) How does the "birthday party" focus of their business model likely affect the speed at which they earn revenues? (Hint: There's only one track). Also, how does this focus affect assumptions of their overall revenue growth over time? Why or why not Is the "birthday party" emphasis going to produce the revenues they are assuming?
 * 3) What changes to their business model (means of generating revenues, cost structure, channels, customer needs) could they do to improve their likelihood of success?
 * 4) What are their primary marketing strategies? To what extent do you understand how they are going to fulfill their marketing needs with these approaches? Are there better approaches they might pursue?
 * 5) "We want to be for dads, sons, and toy cars what Build-A-Bear is for moms, daughters, and stuffed animals." Why or why not is this analogy an effective vision for Autoshop? || * Autoshop business plan presentation
 * Team Case in Class: Autoshop
 * [[file:AutoShop.pdf]]
 * = Strategic Entrepreneurship (2/18; 1pm - 5pm) = ||
 * Entrepreneurial strategy || [[file:Entrepreneurial strategy.ppt]] ||
 * Dainese - Competitive advantage from technological expertise || Video link ||
 * Challenges of corporate entrepreneurship || [[file:Corporate entrepreneurship.ppt]] ||
 * || Readings:
 * KidSmart business plan
 * A note on corporate entrepreneurship: Challenge or opportunity?
 * Strategic entrepreneurship: Creating competitive advantage through streams of innovation
 * Strategic entrepreneurship: Creating competitive advantage through streams of innovation
 * Fire Detector Patent Filing
 * Patent Application Information (pdf)
 * The Myth of First Mover Advantage
 * **KidSmart Case Questions to Consider:**
 * 1) Looking at the different inputs in the value chain (the means by which the product undergoes different phases of having value added to it before finally reaching the customer), which party is assuming the greatest risk? How does this likely affect investor interest in this plan?
 * 2) Based on the experience of the founding team, what is the best course of action to take to pursue this opportunity profitably?
 * 3) What can the founders expect for the future of KidSmart (the company)? Will they reach a point of market saturation and then fizzle out, or are they capable of introducing similarly innovative safety products? What should they do? || * KidSmart business plan presentation
 * Team Case in Class: KidSmart
 * [[file:KidSmart.pdf]]
 * KidSmart postscript - A Talking Smoke Detector Aimed at Protecting Kids ||
 * = Supplemental Materials = ||  ||
 * ==Christine Sfeir - Dunkin' Donuts==
 * ==Christine Sfeir - Dunkin' Donuts==

At the age of 22, Christine Sfeir opened the first Dunkin’ Donuts store in Beirut and 10 years later runs 30 stores that are elegant hot spots for young professionals || media type="custom" key="12314980" || Rumman Company is an **innovative Media and Publishing House** based in Jeddah, Saudi Arabia. Rumman is best described as a holding company that owns, operates and manages ventures that are in new media publishing and producing industries. These business units share a theme that is youth oriented and socially responsible with a goal of improving the communities and environment we live in.
 * ==Rumman Company==
 * ==Rumman Company==

Rumman is the first events and publishing company focused on Saudi Arabia’s large youth market. Operating with a team of 30 recent college graduates, it has become so successful that brands such as MTV now work with it to market to young Saudis.

The management of Rumman believes in creating businesses by recruiting local talent. This is a key component in offering a chance for young people to deploy their skills and talents with proper guidelines, and apply them in a professional work environment to enhance their future marketability and career success. || ||
 * ==Bayt.com==
 * ==Bayt.com==

Bayt.com, located in the UAE, is the leading Middle Eastern job search site, which attracts 4.5 million job seekers. || [|How Bayt.com Works for You!] ||  ||
 * ==Aramex==
 * ==Aramex==

Jordan’s Aramex, the FedEx of the Middle East, has honed its edge by making deliveries to places global distribution companies avoid.

Aramex is a leading global provider of comprehensive logistics and transportation solutions. Established in 1982 as an express operator, the company rapidly evolved into a global brand recognized for its customized services and innovative multi-product offering. In January 1997, Aramex became the first Arab-based international company to trade its shares on the NASDAQ stock exchange. After five years of successful trading, Aramex returned to private ownership in February 2002 and continued to expand and excel as a privately owned company, establishing global alliances and gaining stronger brand recognition. In June 2005 Aramex went public on the Dubai Financial Market (DFM) as Arab International Logistics (Aramex) with its shares traded under ARMX. Today, Aramex employs more than 8,600 people in over 310 locations around the globe, and has a strong alliance network providing worldwide presence. || ||   ||