MHR 422 Small Business Management/Entrepreneurship Spring Class Meeting Time: T & R 1:00 2:15 in room 1180 Grainger Hall

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1 MHR 422 Small Business Management/Entrepreneurship Spring 2011 Prof. Jon Eckhardt 5252 Grainger Hall Class Meeting Time: T & R 1:00 2:15 in room 1180 Grainger Hall Office Hrs: TBD Phone: Fax: Web Page: jeckhardt@bus.wisc.edu* Administrative Donell Schetter dschetter@bus.wisc.edu) Assistant * is the best way to contact me COURSE OVERVIEW This class provides an introduction to entrepreneurship as a career and phenomena. Specifically, this class is directed towards individuals who are interested in learning about forming and managing entrepreneurial ventures, including those who plan to advise entrepreneurial ventures in their careers. The class covers the topics of opportunity, business planning, and financing, for new or small ventures with a focus on the application of abstract and precise mental models to address business problems. All aspects of this syllabus, including the attached course schedule, are subject to revision. This course if offered by the Department of Management and Human Resources and the Weinert Center for Entrepreneurship. OBJECTIVES 1. To provide an introduction to entrepreneurship as a career and an economic process 2. To provide an overview of theory, methods, and tools for managing new and small ventures 3. To study and experience the excitement of entrepreneurship

2 COURSE MATERIALS In an effort to keep materials costs as low as possible, this course utilizes materials produced from a variety of different sources. Most readings are available for download directly from the course web site. However, to comply with copyright restrictions, some materials must be purchased directly from various publishers. You must legally acquire the following materials: The most up to date version of what you need to do to prepare for a specific class meeting is the course web site. Electronic Readings Electronic readings are distributed via the course web site. Texts You are required to purchase the two books that are available from the bookstore. These books are also used in other courses in the entrepreneurship program. 1. Writing a Convincing Business Plan. (WCBP) Arthur DeThomas, and Lin Grensing-Pophal (2001). ISBN: Term Sheets & Valuations (TS&V). Alex Wilmerding. Aspatore Books (2006) ISBN: As well will be using this text alter in the semester, select ground shipping to save costs if you decide to purchase online. Harvard Business School Publishing All students must purchase and download cases and selected readings directly from Harvard Business School Publishing. The files are provided in adobe acrobat format, and must be purchased using a credit card from the HBS web site. The link to download the materials is found on the course web site. COURSE EXPECTATIONS AND GRADING Attendance Policy YOU ARE REQUIRED TO ATTEND ALL CLASSES WHERE WE HAVE A GUEST SPEAKER AS WELL AS THE CLASSES WHERE YOUR FELLOW STUDENTS WILL PRESENT THEIR WORK. Otherwise, attendance is not mandatory. However, due to the interactive nature of the course, it will be very difficult for you to do well in the course if you do not regularly attend the classes. In my experience, it is almost impossible for a student to earn an A in the course if they have missed 3 or more classes.

3 Reading Assignments Reading assignments should be completed before the session the reading will be discussed. Discussion (10%) 10% of your grade will depend upon your contribution to class discussion. All students are expected to read the cases and articles for each class and be prepared to exchange ideas or summarize the articles in class. I tend to call on people in class with replacement. In other words, do not assume that you won t be called on again if you were called upon in a prior session. Note that it is impossible to earn discussion points if you are not in class. As to participate in discussion you must come to class prepared to discuss the material covered in the course packet, text, and cases, I at times may start class with a pop quiz on the readings assigned for the day. The pop quizzes are used in the computation of your discussion grade. Written Case Analyses (3 x % = 25%) You must come to class prepared to discuss each case in this course. In addition, you must complete a written case analysis for 3 of the 6 cases that will be discussed in the class. Case analysis is used to simulate the role of one who initiates, manages, or advises a small or medium size venture. In preparing your cases, you should read the case several times to become thoroughly aware of the all details. Study questions will be provided, but you should start with your own analysis and then frame your answer within the questions. Cases draw upon a number of functional areas in business and it is appropriate to seek advice from others if you have difficulty with an issue. Similarly, a small business owner should be expected to seek advice and information from members of their board of directors, from their business managers, and from outside experts. However, unless otherwise specified, you are required to write up the case analyses individually. Written cases should be typed and single-spaced. The length of your answer is restricted to three pages, not including tables and exhibits. Organize your report under questions asked and use appropriate subheadings. You should proof your case report before it is submitted, since typographical errors, misspellings, and omissions are distracting and unprofessional. GUEST SPEAKERS We are fortunate to have an outstanding group of experts who are willing to share their expertise and enthusiasm for entrepreneurship with us. It is important that you show your appreciation for the guest speakers by coming to class on time, remaining attentive during their visit, and asking intelligent questions. Guest speakers provide you with an excellent opportunity to earn high impact discussion points.

4 Venture Development Plan (Document 30%, presentations, 10%) The members of the class are required to work in teams with an area entrepreneurial venture and write a comprehensive business plan for the venture. THE WORK REQUIRED TO PREPARE THE VENTURE DEVELOPMENT PLAN IS SIGNIFICANT AND TIME-CONSUMING AND IT IS CONDUCTED OUTSIDE OF CLASS TIME. a. The venture development plan is a carefully prepared, cohesive document of no more than 30 pages (25 to 30) loaded with facts and figures. It should contain a comprehensive analysis of the business that reflects the considerations of customers and competitors as well as the viewpoints of the investors and the entrepreneur. b. The Venture development plan should provide a framework for the systematic and comprehensive evaluation of the business idea that will enable the owner/manger to take an objective and critical view of the entire business. The plan should help the owner/manager deal with uncertainties, evaluate risks, and prepare contingences enabling them to anticipate events, rather than react to them. c. The venture development plan must demonstrate that you have a clear understanding of the business model d. The plan should be written to identify the type and timing of financing likely to be required by the business and be a document that may be used to help the owner/manager secure future financing. e. The Venture Development Plan should also be designed to provide a guide to help manage and control the business during developmental and operational stages. f. Your team will be required to give a formal presentation in class on your project Project Meetings Your team is required to meet once a fortnight (every other week) with me. We will setup a meeting schedule once project teams have been selected. Examination (25%) One cumulative final examination will be given. You may bring one 8.5 x 11 sheet of notes (one sided) to the final exam.

5 CONFIDENTIAL INFORMATION As a student in this course, you will be provided with confidential business information. By remaining registered in this course, you agree that you will keep this information private. Keep in mind that keeping private, includes but is not limited to refraining from discussing any information about the companies you will learn about in class with anyone, including friends and family members. The Weinert Center and the School of Business are well respected in the community. As a student of the center, you benefit from our reputation, and you have an obligation to help us maintain it. SUMMARY Group Project Business Plan Document 30% Presentation 10% Individual Work Case Write-ups 25% Discussion 10% Final 25% ACADEMIC INTEGRITY POLICY The faculty of the School of Business emphasize that honesty, integrity, and respect of others are fundamental expectations of our School. Any violation of academic integrity is considered a serious breach of student-instructor trust and will be duly processed according to the rules of the school. STUDENTS WHO MAY NEED SPECIAL CONSIDERATION AS A RESULT OF A DISABILITY SHOULD MAKE AN APPOINTMENT TO MEET WITH ME DURING OFFICE HOURS DURING THE FIRST WEEK OF CLASS

6 MHR 422 COURSE SCHEDULE Class Date Topic Assignments/ Introduction 1 1/18 Introduction Review introductory materials 2 1/20 Guest Speaker: Jesse Davis and Nate Lustig of Entrustet Come prepared to ask questions. 3 1/25 Opportunity Focused Entrepreneurship 4 1/27 Project Day 5 2/1 Entrepreneurship & Markets Actively research companies to work with. Preface, and Chapters 1,2, & 4 of WCBP 6 2/3 7 2/8 Case: Icedelights (Becoming an Entrepreneur) Legal Aspects of Business Formation (with Joe Boucher of Neider & Boucher) complete case assignment Business Models & Planning & Chapters 8 & 9 of WCBP 8 2/10 Types of Entrepreneurial Organizations 9 2/15 Writing the Business Plan 10 2/17 Introduction to Business Models 11 2/22 Case: Zip Car Turn in: project proposal sheet, resumes & one paragraph (1 page max) on your project. Study the Kitchen Hearth Business Plan You must have secured a project company by the start of this class. complete case assignment Opportunities: Recognition & Sources 12 2/24 Guest Speakers: Chad Sorenson & Justin Beck Come prepared to ask questions. Chapter 6 of WCBP 13 3/1 Opportunity Identification

7 Class Date Topic Assignments/ 14 3/3 Case: 3DP complete case assignment. 15 3/8 16 3/10 Characteristics of Opportunities (Types, Sources, Indicators of Quality) Guest Speaker/Event: WI Alumni Research Foundation/WID-MIR Read Ch. 5 of WCBP Finance & Planning 17 3/22 Building Financial Statements Outline of Projects Due in Binder 18 3/15 & 3/17 Return on Asset Investment (ROAI) None! -- 3/24 SPRING BREAK: No Class 19 3/29 Cash Conversion Cycle (CCC) and NBP 20 3/31 Case: Howard Head 21 4/5 Introduction to Venture Financing 22 4/7 23 4/12 VC Training: Term Sheets with Greg Lynch of Michael Best & Friedrich LLP VC Training: Due Diligence with George Arida of Venture Investors 24 4/14 Case: Ockham Technologies 25 4/19 Guest Speaker: Bank Financing 26 4/21 Case: Athleta Chapter 10 of WCBP complete case assignment. in Binder Draft of Projects Due By 5:00PM Read Chapters 1-5 of Term Sheets and Valuations & Review Term Sheet in Binder complete case assignment. complete case assignment if you select as one of your written case assignments. Presentations & Review

8 Class Date Topic Assignments/ 27 4/26 Review 28 4/28 Project Presentations #1 FINAL PROJECTS DUE BY 4:30 PM (No Exceptions) 29 5/3 Project Presentations #2 30 5/5 Project Presentations #3 -- 5/11 Final Exam, Wednesday, 10:05AM 12:05PM, location TBA, Time and date tentative One sheet of notes (single sided)

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