Tem w2010

COURSE PLATFORM HARVARD | BUSINESS | SCHOOL
Syllabus for The Entrepreneurial Manager
Introduction: What is an Entrepreneurial Manager?
[A] 1:10PM Mon, Jan 25, Aldrich Hall 107 (Classroom)

[B] 1:10PM Mon, Jan 25, Aldrich Hall 108 (Classroom)
[C] 8:40AM Mon, Jan 25, Aldrich Hall 109 (Classroom)
[D] 10:20AM Mon, Jan 25, Aldrich Hall 110 (Classroom)
[E] 10:20AM Mon, Jan 25, Aldrich Hall 111 (Classroom)
[F] 8:40AM Mon, Jan 25, Aldrich Hall 007 (Classroom)
[G] 8:40AM Mon, Jan 25, Aldrich Hall 008 (Classroom)
[H] 1:10PM Mon, Jan 25, Aldrich Hall 009 (Classroom)
[I] 1:10PM Mon, Jan 25, Aldrich Hall 010 (Classroom)
[J] 10:20AM Mon, Jan 25, Aldrich Hall 011 (Classroom)
TOPIC
R&R
MATERIALS
R&R (386019)
RC Case Packet 1
The Entrepreneurial Manager 2010 Winter Term: Course Overview (801325)

RC Case Packet 1
R&R (Optional)
6 minute video shown in class
ASSIGNMENT
1. What factors created an opportunity for Bob Reiss and the "TV Guide Game?"
2. What were the risks and rewards faced by Bob Reiss and other participants in the enterprise?
3. What actions did Bob Reiss take that led to the success of the "TV Guide Game?"
4. Would this approach have worked for Parker Brothers or Milton Bradley?
January 12, 2010 Copyright 2010 President and Fellows of Harvard College Page 1 of 33
[A] 10:20AM Wed, Jan 27, Aldrich Hall 107 (Classroom)

[B] 1:10PM Wed, Jan 27, Aldrich Hall 108 (Classroom)
[C] 1:10PM Wed, Jan 27, Aldrich Hall 109 (Classroom)
[D] 8:40AM Wed, Jan 27, Aldrich Hall 110 (Classroom)
[E] 1:10PM Wed, Jan 27, Aldrich Hall 111 (Classroom)
[F] 10:20AM Wed, Jan 27, Aldrich Hall 007 (Classroom)
[G] 10:20AM Wed, Jan 27, Aldrich Hall 008 (Classroom)
[H] 1:10PM Wed, Jan 27, Aldrich Hall 009 (Classroom)
[I] 10:20AM Wed, Jan 27, Aldrich Hall 010 (Classroom)
[J] 1:10PM Wed, Jan 27, Aldrich Hall 011 (Classroom)
TOPIC
Aravind
MATERIALS
Aravind Eye Hospital, Madurai, India: In Service for Sight, The (593098)
RC Case Packet 1
Aravind Eye Hospital case exhibits
ASSIGNMENT
1. Evaluate the enterprise that Dr. V has built. What is the business model and what makes it successful? What
operational metrics are key to an understanding of the Aravind business model?
2. Assess the opportunity for growth. What do the results at Aravind's T-Valley and Theni hospitals suggest about the
challenges that growth will present?
3. What should Dr. V do to realize his vision for Aravind?
[A] 1:10PM Fri, Jan 29, Aldrich Hall 107 (Classroom)

[B] 1:10PM Fri, Jan 29, Aldrich Hall 108 (Classroom)
[C] 8:40AM Fri, Jan 29, Aldrich Hall 109 (Classroom)
[D] 8:40AM Fri, Jan 29, Aldrich Hall 110 (Classroom)
[E] 8:40AM Fri, Jan 29, Aldrich Hall 111 (Classroom)
[F] 10:20AM Fri, Jan 29, Aldrich Hall 007 (Classroom)
[G] 10:20AM Fri, Jan 29, Aldrich Hall 008 (Classroom)
[H] 1:10PM Fri, Jan 29, Aldrich Hall 009 (Classroom)
[I] 10:20AM Fri, Jan 29, Aldrich Hall 010 (Classroom)
[J] 8:40AM Fri, Jan 29, Aldrich Hall 011 (Classroom)
TOPIC
Vermeer
MATERIALS
Vermeer Technologies (A): A Company Is Born (397078)
RC Case Packet 1
A Perspective on Entrepreneurship (384131)

RC Case Packet 1
Pre- and Post-Money Tutorial
Vermeer Technologies (A) case exhibit
True Finance (Fast Company, October 1999, p.282)

Charles Fergusons' account of raising the financing for Vermeer (an excerpt from his book)
ASSIGNMENT
1. What decisions did Charles Ferguson make, and what actions did he take, from late 1993 through January 1995 to
build an enterprise that attracted an offer from a group of venture capital firms to invest $4 million for 51% of the
company?
2. As Charles Ferguson, would you agree to the proposed deal?
3. In January 1995, what can go right and what can go wrong for Vermeer? As Charles Ferguson, what would you do to
seize the opportunities and mitigate the risks?
4. Complete the Pre- and Post-Money Tutorial posted above.
End of Introduction: What is an Entrepreneurial Manager?
Getting Started: Fundamentals for the Entrepreneurial Manager (Sub-module I)

Recognizing Opportunity and Developing Business Models
[A] 1:10PM Mon, Feb 1, Aldrich Hall 107 (Classroom)

[B] 10:20AM Mon, Feb 1, Aldrich Hall 108 (Classroom)
[C] 1:10PM Mon, Feb 1, Aldrich Hall 109 (Classroom)
[D] 10:20AM Mon, Feb 1, Aldrich Hall 110 (Classroom)
[E] 1:10PM Mon, Feb 1, Aldrich Hall 111 (Classroom)
[F] 8:40AM Mon, Feb 1, Aldrich Hall 007 (Classroom)
[G] 10:20AM Mon, Feb 1, Aldrich Hall 008 (Classroom)
[H] 1:10PM Mon, Feb 1, Aldrich Hall 009 (Classroom)
[I] 10:20AM Mon, Feb 1, Aldrich Hall 010 (Classroom)
[J] 1:10PM Mon, Feb 1, Aldrich Hall 011 (Classroom)
TOPIC
Beta Golf
MATERIALS
Beta Golf (898162)
RC Case Packet 1
Some Thoughts on Business Plans (897101)

Read pages 1-18.
RC Case Packet 1
Beta Golf case exhibits
ASSIGNMENT
1. What is your assessment of the Beta Golf opportunity? Be sure to use the P-O-C-D framework (People, Opportunity,
Context, Deal).
2. Should Beta Group pursue the golf market as a commercial opportunity for HXL technology? If so, of the four choices
for exploiting the technology described on pages 9 & 10 of the case, which would you choose? Why? In what order?
(Assume that Beta Group plans to target the irons market first, and that they suspect they can achieve 10% market
penetration.)
3. Given the response from Callaway, what should Zider and Krumme do next?
[A] 1:10PM Wed, Feb 3, Aldrich Hall 107 (Classroom)

[B] 10:20AM Wed, Feb 3, Aldrich Hall 108 (Classroom)
[C] 1:10PM Wed, Feb 3, Aldrich Hall 109 (Classroom)
[D] 8:40AM Wed, Feb 3, Aldrich Hall 110 (Classroom)
[E] 10:20AM Wed, Feb 3, Aldrich Hall 111 (Classroom)
[F] 10:20AM Wed, Feb 3, Aldrich Hall 007 (Classroom)
[G] 10:20AM Wed, Feb 3, Aldrich Hall 008 (Classroom)
[H] 8:40AM Wed, Feb 3, Aldrich Hall 009 (Classroom)
[I] 8:40AM Wed, Feb 3, Aldrich Hall 010 (Classroom)
[J] 1:10PM Wed, Feb 3, Aldrich Hall 011 (Classroom)
TOPIC
Anasazi
MATERIALS
Anasazi Exclusive Salon Products, Inc. (295111)
RC Case Packet 1
Some Thoughts on Business Plans (897101)

Read pages 18-32.
RC Case Packet 1
Anasazi case exhibits
ASSIGNMENT
1. How attractive is the Anasazi venture?
2. What is the business model that Anasazi is pursuing?
3. How does that model create value for each of the key constituents (e.g., the salon, the stylist, and the consumer)?
4. What should Sue Krukonis do? What recommendations should she make at the upcoming board meeting?
[A] 10:20AM Fri, Feb 5, Aldrich Hall 107 (Classroom)

[B] 1:10PM Fri, Feb 5, Aldrich Hall 108 (Classroom)
[C] 8:40AM Fri, Feb 5, Aldrich Hall 109 (Classroom)
[D] 8:40AM Fri, Feb 5, Aldrich Hall 110 (Classroom)
[E] 10:20AM Fri, Feb 5, Aldrich Hall 111 (Classroom)
[F] 10:20AM Fri, Feb 5, Aldrich Hall 007 (Classroom)
[G] 10:20AM Fri, Feb 5, Aldrich Hall 008 (Classroom)
[H] 1:10PM Fri, Feb 5, Aldrich Hall 009 (Classroom)
[I] 1:10PM Fri, Feb 5, Aldrich Hall 010 (Classroom)
[J] 8:40AM Fri, Feb 5, Aldrich Hall 011 (Classroom)
TOPIC
ZipCar
MATERIALS
Zipcar: Refining the Business Model (803096)
RC Case Packet 1
Note on Business Model Analysis for the Entrepreneur (802048)

RC Case Packet 1
Zipcar case exhibits
ASSIGNMENT
1. Evaluate this potential venture and the progress that Chase has made.
2. What is the business model, and how has it changed between December 1999 and May 2000? What do the data
from actual operations in September say about how the business model is playing out in practice? Does this data give
you comfort or concern? We suggest that to answer these questions, you analyze the case in terms of revenues, costs,
and contribution per member per month and the things that drive those ratios.
3. What actions should Chase take as a result of the September operating results?
4. What is the strongest argument Chase could make to a potential investor about the attractiveness of the venture?
What, specifically, should her elevator pitch be at the Springboard forum?

TOPIC
Skyhook
MATERIALS
Skyhook Wireless (809-119)
ASSIGNMENT
1. How have the co-founders' decisions about resource management, funding, and their go-to-market approach
influenced Skyhook's strategic options as of August 2007?
2. What is the value of a Skyhook deal to Apple? Of an Apple deal to Skyhook?
3. Why has Skyhook failed to close deals with large companies to this point? What lessons can Skyhook management
draw from the unsuccessful experiences with Microsoft and Nokia?
4. What should Ted propose to Steve Jobs: Should he demand a significant payment from Apple or offer to pay Apple
for access to its customer base? Under what conditions should Ted be willing to walk away from the Apple opportunity?
(Assume that in 2008 Apple will sell 9 million Macintosh computers, 60 million iPods, and 10 million iPhones, all of
which can be WiFi enabled).
5. Which of the three strategic alternatives presented on page 10 would you recommend? Would the outcome of the
Apple negotiation influence your response?
[A] 10:20AM Fri, Feb 12, Aldrich Hall 107 (Classroom)

[B] 1:10PM Fri, Feb 12, Aldrich Hall 108 (Classroom)
[C] 8:40AM Fri, Feb 12, Aldrich Hall 109 (Classroom)
[D] 8:40AM Fri, Feb 12, Aldrich Hall 110 (Classroom)
[E] 10:20AM Fri, Feb 12, Aldrich Hall 111 (Classroom)
[F] 10:20AM Fri, Feb 12, Aldrich Hall 007 (Classroom)
[G] 1:10PM Fri, Feb 12, Aldrich Hall 008 (Classroom)
[H] 1:10PM Fri, Feb 12, Aldrich Hall 009 (Classroom)
[I] 1:10PM Fri, Feb 12, Aldrich Hall 010 (Classroom)
[J] 8:40AM Fri, Feb 12, Aldrich Hall 011 (Classroom)
TOPIC
Keurig
MATERIALS
Keurig (899180)
RC Case Packet 1
Keurig case exhibits
ASSIGNMENT
1. What is your assessment of the Keurig venture?
2. What is Keurig's business model? How attractive is the model to each of the following participants in the Office
Coffee market:
A. the typical Office Coffee Distributor?

B. the Coffee Roaster (use Green Mountain as typical)?
C. Keurig?
D. the typical Office Manager?
E. the Coffee Drinking Employee?
3. What recommendations would you make to Nick Lazaris to assure the success of Keurig?
It will help the class discussion if we use some common assumptions:

Number of brewing units in offices = 1,937,000 (Exhibit 6)
Number of cups consumed per brewing unit per day = 43 (page 11)
Number of work days per year = 250
Number of cups consumed per year in offices = 20.8 billion (product of three assumptions above)
Current price of cup consumed = $0.125 per cup (page 6)
Profit to Keurig per K-cup produced = $0.04 (page 5)
Output per year for packaging line = 16.125 million K-cups (page 11, needed to support 1500 brewers)
Price per K-cup to office coffee distributor = $0.25

Price per Kpcup to Office Manager = $0.50
End of Getting Started: Fundamentals for the Entrepreneurial Manager (Sub-module I)
Getting Started: Fundamentals for the Entrepreneurial Manager (Sub-module II)

Assembling Strategic Resources

TOPIC
Mason & Shepherd
MATERIALS
Sheila Mason & Craig Shepherd (803095)
RC Case Packet 1
The Entrepreneur's Guide to Business Law, Bagley & Dauchy (3rd Edition)
"Leaving Your Employer"
Spangler distribution
Introduction to Patents and Trade Secrets (Optional)
Compete with Caution Against Past Employer

New York Times, March 31, 2005
ASSIGNMENT
1. Evaluate the situation in which Mason and Shepherd find themselves with respect to their existing employers. What
legal and ethical issues do you see, and how would you advise them to proceed?
2. What is your assessment of the non-disclosure agreement and the venture capitalists' refusal to sign it?
3. Do they need a lawyer? How should they select one?
4. What actions should Mason and Shepherd take in order to terminate their employment relationship with their current
employers and undertake their prospective new venture?
[A] 10:20AM Thu, Feb 25, Aldrich Hall 107 (Classroom)

[B] 1:10PM Thu, Feb 25, Aldrich Hall 108 (Classroom)
[C] 8:40AM Thu, Feb 25, Aldrich Hall 109 (Classroom)
[D] 8:40AM Thu, Feb 25, Aldrich Hall 110 (Classroom)
[E] 10:20AM Thu, Feb 25, Aldrich Hall 111 (Classroom)
[F] 10:20AM Thu, Feb 25, Aldrich Hall 007 (Classroom)
[G] 1:10PM Thu, Feb 25, Aldrich Hall 008 (Classroom)
[H] 1:10PM Thu, Feb 25, Aldrich Hall 009 (Classroom)
[I] 1:10PM Thu, Feb 25, Aldrich Hall 010 (Classroom)
[J] 10:20AM Thu, Feb 25, Aldrich Hall 011 (Classroom)
TOPIC
Yieldex
MATERIALS
Yieldex (A)
ASSIGNMENT
1. If you were advising Doug Cosman, would you recommend that he accept the offer from Turn to acquire Yieldex?
Why or why not? In responding to this, you may wish to consider scenarios for the evolution of the company. For
instance, a relatively rosy scenario would be that:
a. Yieldex completes a Series A along the lines proposed in the case at a share price of $.50.
b. It completes a Series B at 2-times the amount of the A round at 2-times the share price.
c. It completes a Series C at 2-times the amount of the B round at 1.5-times the share price of the Series B.
d. The company exits at whatever value you assume, in whatever time frame you wish to assume, with whatever
probability you deem reasonable.
e. Of course, you could repeat this exercise under more and less optimistic scenarios.
2. Assuming Cosman rejects the Turn offer, what deal should he strike with Tom Shields? What is fair? Does Shields
deserve 50% of the equity? Should he be considered a co-founder? Why or why not?
3. If you do not like the deal in the case, what alternative would you propose?
4. Who should Cosman turn to for assistance in making these decisions?
[A] 1:10PM Mon, Mar 1, Aldrich Hall 107 (Classroom)

[B] 10:20AM Mon, Mar 1, Aldrich Hall 108 (Classroom)
[C] 1:10PM Mon, Mar 1, Aldrich Hall 109 (Classroom)
[D] 10:20AM Mon, Mar 1, Aldrich Hall 110 (Classroom)
[E] 8:40AM Mon, Mar 1, Aldrich Hall 111 (Classroom)
[F] 8:40AM Mon, Mar 1, Aldrich Hall 007 (Classroom)
[G] 10:20AM Mon, Mar 1, Aldrich Hall 008 (Classroom)
[H] 1:10PM Mon, Mar 1, Aldrich Hall 009 (Classroom)
[I] 10:20AM Mon, Mar 1, Aldrich Hall 010 (Classroom)
[J] 1:10PM Mon, Mar 1, Aldrich Hall 011 (Classroom)
TOPIC
Precise Software
MATERIALS
Precise Software (204157)
RC Case Packet 1
Precise Software case exhibits
ASSIGNMENT
1. Why is Precise in trouble? Was it a good investment from the beginning?
2. What mistakes did Gemini make in putting together the management team?
3. What are the constraints on starting a high technology company in Israel? How do you overcome those constraints?
4. What should Sela do?
[A] 1:10PM Wed, Mar 3, Aldrich Hall 107 (Classroom)

[B] 1:10PM Wed, Mar 3, Aldrich Hall 108 (Classroom)
[C] 8:40AM Wed, Mar 3, Aldrich Hall 109 (Classroom)
[D] 8:40AM Wed, Mar 3, Aldrich Hall 110 (Classroom)
[E] 10:20AM Wed, Mar 3, Aldrich Hall 111 (Classroom)
[F] 10:20AM Wed, Mar 3, Aldrich Hall 007 (Classroom)
[G] 10:20AM Wed, Mar 3, Aldrich Hall 008 (Classroom)
[H] 1:10PM Wed, Mar 3, Aldrich Hall 009 (Classroom)
[I] 1:10PM Wed, Mar 3, Aldrich Hall 010 (Classroom)
[J] 8:40AM Wed, Mar 3, Aldrich Hall 011 (Classroom)
TOPIC
Z Corp.
MATERIALS
Z Corp. (801210)
RC Case Packet 1
"Define the Battle: Positioning." Chapter 6 in Crossing the Chasm, by Geoffrey A. Moore,
p.148-156
Z Corp. case exhibit
ASSIGNMENT
1. Create an "elevator pitch" for the Z402 System that meets Moore's criteria (see p. 154 of the reading). Who is the
target customer for your pitch? How does the Z Corp offering compare to your target customer's most likely alternative?
2. How big is the Z Corp opportunity? Prepare a four-year sales plan for Z Corp with annual dollar sales and unit sales
volume projections for 1998, 1999, 2000, and 2001 that you would recommend at the Z Corp Board meeting. What is
the 2001 sales level that you would recommend to the Board:
a. 10m/yr
b. $10-$20m
c. $20-$30m
d. $30-$40m
e. $40-$50m
f. >$50m/yr
3. What are the odds that you will follow these different scenarios:
(a) you exceed your recommended 2001 sales level by 25%,

(b) you meet your recommended 2001 sales level, or
(c) you fall beneath your recommended 2001 sales level by 25%?
What events could occur that would make these different scenarios unfold? What could you do to influence those
events?
4. Which sales channel would you adopt to launch your sales plan? Why?
a. Direct
b. CAD Distributors
c. Machine Tool Resellers
5. Complete the Z Corp Poll
[A] 10:20AM Thu, Mar 4, Aldrich Hall 107 (Classroom)

[B] 1:10PM Thu, Mar 4, Aldrich Hall 108 (Classroom)
[C] 8:40AM Thu, Mar 4, Aldrich Hall 109 (Classroom)
[D] 10:20AM Thu, Mar 4, Aldrich Hall 110 (Classroom)
[E] 10:20AM Thu, Mar 4, Aldrich Hall 111 (Classroom)
[F] 8:40AM Thu, Mar 4, Aldrich Hall 007 (Classroom)
[G] 8:40AM Thu, Mar 4, Aldrich Hall 008 (Classroom)
[H] 8:40AM Thu, Mar 4, Aldrich Hall 009 (Classroom)
[I] 1:10PM Thu, Mar 4, Aldrich Hall 010 (Classroom)
[J] 10:20AM Thu, Mar 4, Aldrich Hall 011 (Classroom)
TOPIC
DMG

[C] 8:40AM Wed, Mar 10, Aldrich Hall 109 (Classroom)
[D] 1:10PM Wed, Mar 10, Aldrich Hall 110 (Classroom)
[I] 1:10PM Wed, Mar 10, Aldrich Hall 010 (Classroom)
[J] 8:40AM Wed, Mar 10, Aldrich Hall 011 (Classroom)
TOPIC
AME Learning
[A] 10:20AM Thu, Mar 11, Aldrich Hall 107 (Classroom)

[B] 10:20AM Thu, Mar 11, Aldrich Hall 108 (Classroom)
[C] 10:20AM Thu, Mar 11, Aldrich Hall 109 (Classroom)
[D] 10:20AM Thu, Mar 11, Aldrich Hall 110 (Classroom)
[E] 10:20AM Thu, Mar 11, Aldrich Hall 111 (Classroom)
[F] 1:10PM Thu, Mar 11, Aldrich Hall 007 (Classroom)
[G] 1:10PM Thu, Mar 11, Aldrich Hall 008 (Classroom)
[H] 1:10PM Thu, Mar 11, Aldrich Hall 009 (Classroom)
[I] 8:40AM Thu, Mar 11, Aldrich Hall 010 (Classroom)
[J] 10:20AM Thu, Mar 11, Aldrich Hall 011 (Classroom)
TOPIC
KiOR
MATERIALS
KiOR: Catalyzing Clean Energy
ASSIGNMENT
1. How big is the KiOR opportunity? What assumptions are required for the opportunity to be viable and what
challenges will the company face? What could go wrong here?
It would help the class discussion if we could use some common assumptions:
<dd>Do all calculations for market size and economics of biofuel using gallons (1 barrel is equal to 42 gallons)
<dd>Assume that the cost of producing 1 gallon of oil is $1
2. How should KiOR build out the company? How do you view the relative advantages of a licensing versus an
integrated production model for commercializing the technology?
3. What benefits do the different locations bring to KiOR as it tries to commercialize its technology? Based on these,
where would you recommend the board to locate the firm?
4. Based on your own experiences, what factors do you think lead some countries to have better environments for
commercializing startups? Should governments play a role in trying to promote entrepreneurship or let large companies
do the innovating when the environment for startups is not as favorable?
End of Getting Started: Fundamentals for the Entrepreneurial Manager (Sub-module II)
Managing Uncertainty and Growth: Assembling Financial Resources(Sub-module I)

[B] 10:20AM Wed, Mar 24, Aldrich Hall 108 (Classroom)
[C] 1:10PM Wed, Mar 24, Aldrich Hall 109 (Classroom)
[E] 1:10PM Wed, Mar 24, Aldrich Hall 111 (Classroom)
[I] 10:20AM Wed, Mar 24, Aldrich Hall 010 (Classroom)
[J] 1:10PM Wed, Mar 24, Aldrich Hall 011 (Classroom)
TOPIC
E Ink
MATERIALS
E Ink: Financing Growth (800252)
RC Case Packet 2
A Note on the Value of Information in an Entrepreneurial Venture (802143)

RC Case Packet 2
E Ink: Financing Growth case exhibits
ASSIGNMENT
1. What is the nature of the opportunity confronting E Ink?
2. Evaluate E Ink's 3-stage approach for reaching their long-term goal.
3. What partnerships should E Ink be pursuing? How should E Ink structure these relationships?
4. What should Iuliano and his management team do?
[A] 1:10PM Fri, Mar 26, Aldrich Hall 107 (Classroom)

[B] 1:10PM Fri, Mar 26, Aldrich Hall 108 (Classroom)
[C] 8:40AM Fri, Mar 26, Aldrich Hall 109 (Classroom)
[D] 8:40AM Fri, Mar 26, Aldrich Hall 110 (Classroom)
[E] 8:40AM Fri, Mar 26, Aldrich Hall 111 (Classroom)
[F] 10:20AM Fri, Mar 26, Aldrich Hall 007 (Classroom)
[G] 10:20AM Fri, Mar 26, Aldrich Hall 008 (Classroom)
[H] 8:40AM Fri, Mar 26, Aldrich Hall 009 (Classroom)
[I] 10:20AM Fri, Mar 26, Aldrich Hall 010 (Classroom)
[J] 8:40AM Fri, Mar 26, Aldrich Hall 011 (Classroom)
TOPIC
Sirtris
MATERIALS
Sirtris Pharmaceuticals: Living Healthier, Longer (808112)
RC Case Packet 2
Sirtris Pharamceuticals case exhibit
Sirtris segment on Barbara Walters' "Live to Be 150" Special (4/1/08) (Optional)
ASSIGNMENT
Please note the following CORRECTION to the case:
The $20 million upfront payment in the third bullet of Exhibit 9 should read $75 million.
1. At the time Westphal joined Sirtris, what is your assessment of the odds that the company will ever generate
substantial revenues? If you were Westphal, would you have left Polaris for Sirtris?
2. Should Sirtris do the deal with the pharmaceutical company? Why or why not? If you do recommend a deal, which
equity stake (20% or 51%) would you prefer?
3. Should Sirtris launch a SRT501 nutraceuticals business? Why or why not?
4. Please propose a launch plan for a nutraceuticals business.
[A] 1:10PM Mon, Mar 29, Aldrich Hall 107 (Classroom)

[B] 10:20AM Mon, Mar 29, Aldrich Hall 108 (Classroom)
[C] 1:10PM Mon, Mar 29, Aldrich Hall 109 (Classroom)
[D] 10:40AM Mon, Mar 29, Aldrich Hall 110 (Classroom)
[E] 1:10PM Mon, Mar 29, Aldrich Hall 111 (Classroom)
[F] 8:40AM Mon, Mar 29, Aldrich Hall 007 (Classroom)
[G] 10:20AM Mon, Mar 29, Aldrich Hall 008 (Classroom)
[H] 1:10PM Mon, Mar 29, Aldrich Hall 009 (Classroom)
[I] 10:40AM Mon, Mar 29, Aldrich Hall 010 (Classroom)
[J] 1:10PM Mon, Mar 29, Aldrich Hall 011 (Classroom)
TOPIC
Incept LLC and Confluent Surgical
MATERIALS
Incept LLC and Confluent Surgical
ASSIGNMENT
1. If Amar Sawhney and Fred Khosravi will not amend the terms of the Confluent license agreement, should Charles
Warden make the investment?
2. If you were advising Charles, what suggestions would you have for him regarding how to manage the risks he would
be taking on if he proceeded with the deal? Do you have any recommendations for deal structures that might resolve
the impasse?
3. What principles have guided the creation of Incept? Why do you think Amar and Fred chose to structure Incept the
way they have? Do you believe that Incept will be a successful vehicle for commercializing Sawhneys hydrogel
technology?
4. This is another example of a platform technology; we have come across several others in TEM. Comparing the
Incept model to, say, that of E-ink, in what ways is the Incept platform similar and in what ways is it distinct? Might a
similar business model work in both cases?
End of Managing Uncertainty and Growth: Assembling Financial Resources(Sub-module I)
Managing Uncertainty and Growth: Managing Uncertainty (Sub-module II)

[C] 1:10PM Wed, Mar 31, Aldrich Hall 109 (Classroom)
[H] 8:40AM Wed, Mar 31, Aldrich Hall 009 (Classroom)
[I] 8:40AM Wed, Mar 31, Aldrich Hall 010 (Classroom)
[J] 1:10PM Wed, Mar 31, Aldrich Hall 011 (Classroom)
TOPIC
edocs
MATERIALS
edocs, Inc. (A) (200015)
RC Case Packet 1
Note on Private Equity Securities, A (200027)

RC Case Packet 1
edocs, Inc. (A) case exhibits
Kevin Laracey isite

"edocs Inc. B-1: Kevin Laracey" (200-020) is available via the Kevin Laracey isite
Jonathon Guerster isite

"edocs Inc. B-2: Jonathon Guerster" (200-021) is available via the Jonathon Guerster isite
VC 101
This powerpoint presentation covers the material in the Note on Private Equity Securities.
ASSIGNMENT
This case concerns the negotiation of a venture capital investment between the founders of edocs and Charles River
Ventures. edocs (Kevin Laracey) and Charles River (Jonathon Guerster) must decide what terms they would like to
negotiate.
Each student will be assigned to a team of 4-6 students and asked to take the perspective of either edocs or Charles
River Ventures in a negotiation exercise. (Each team will consist of at least two representatives from each group).
1. Identify your role

See the ?edocs Team Assignments? posted above to identify your assigned team number & role.
2. Read the appropriate case supplement

After identifying your assigned role, select the appropriate iSite (also listed above) to access your assignment and
supplemental reading. Each student should read ONLY his/her assigned case supplement, not the case supplement
assigned to the opposing teammates.
3. Negotiation exercise
Complete the assignment posted to your iSite. After the exercise, one edocs member from each team should also
complete the poll.
[A] 10:20AM Thu, Apr 1, Aldrich Hall 107 (Classroom)

[B] 1:10PM Thu, Apr 1, Aldrich Hall 108 (Classroom)
[C] 8:40AM Thu, Apr 1, Aldrich Hall 109 (Classroom)
[D] 1:10PM Thu, Apr 1, Aldrich Hall 110 (Classroom)
[E] 10:20AM Thu, Apr 1, Aldrich Hall 111 (Classroom)
[F] 10:20AM Thu, Apr 1, Aldrich Hall 007 (Classroom)
[G] 8:40AM Thu, Apr 1, Aldrich Hall 008 (Classroom)
[H] 8:40AM Thu, Apr 1, Aldrich Hall 009 (Classroom)
[I] 1:10PM Thu, Apr 1, Aldrich Hall 010 (Classroom)
[J] 10:20AM Thu, Apr 1, Aldrich Hall 011 (Classroom)
TOPIC
Parenting
MATERIALS
Parenting Magazine (291015)
RC Case Packet 2
Parenting Magazine case exhibits
ASSIGNMENT
This case describes a set of decisions confronting Robin Wolaner, who is negotiating with representatives of Time, Inc.
about investing in a project to launch a new magazine called Parenting. The negotiations have reached an impasse.
On page 23 of the case, in item F-1 of Exhibit 7, you can assume the $xxx amount offered by Time, Inc. was $35
million.
1. How do you assess the potential venture that Wolaner has identified? What are the underlying economics of her
business model?
2. How much money does Wolaner need? From whom should the capital be raised?
3. Is the proposed deal with Time, Inc. reasonable? From whose perspective? What changes, if any, should be made
to the deal?
4. Why is Time, Inc. interested in this joint venture?
5. What should Wolaner do?
[A] 1:10PM Mon, Apr 5, Aldrich Hall 107 (Classroom)

[B] 10:20AM Mon, Apr 5, Aldrich Hall 108 (Classroom)
[C] 1:10PM Mon, Apr 5, Aldrich Hall 109 (Classroom)
[D] 10:20AM Mon, Apr 5, Aldrich Hall 110 (Classroom)
[E] 1:10PM Mon, Apr 5, Aldrich Hall 111 (Classroom)
[F] 8:40AM Mon, Apr 5, Aldrich Hall 007 (Classroom)
[G] 10:20AM Mon, Apr 5, Aldrich Hall 008 (Classroom)
[H] 1:10PM Mon, Apr 5, Aldrich Hall 009 (Classroom)
[I] 10:20AM Mon, Apr 5, Aldrich Hall 010 (Classroom)
[J] 1:10PM Mon, Apr 5, Aldrich Hall 011 (Classroom)
TOPIC
Honest Tea
MATERIALS
Honest Tea (201076)
RC Case Packet 2
New Venture Financing (802131)

RC Case Packet 2
Honest Tea case exhibits
ASSIGNMENT
1. How is Honest Tea doing? What milestones would you utilize to gauge performance?
2. How much financing does the company need? For what purposes?
3. Who has the company approached for financing in the past? Were they the right investors?
4. How have past financings been structured? Why?
5. What sources of financing should Goldman and Nalebuff explore for the current round, and how should the financing
be structured?
[A] 8:40AM Fri, Apr 9, Aldrich Hall 107 (Classroom)

[B] 1:10PM Fri, Apr 9, Aldrich Hall 108 (Classroom)
[C] 1:10PM Fri, Apr 9, Aldrich Hall 109 (Classroom)
[D] 8:40AM Fri, Apr 9, Aldrich Hall 110 (Classroom)
[E] 8:40AM Fri, Apr 9, Aldrich Hall 111 (Classroom)
[F] 10:20AM Fri, Apr 9, Aldrich Hall 007 (Classroom)
[G] 10:20AM Fri, Apr 9, Aldrich Hall 008 (Classroom)
[H] 8:40AM Fri, Apr 9, Aldrich Hall 009 (Classroom)
[I] 10:20AM Fri, Apr 9, Aldrich Hall 010 (Classroom)
[J] 8:40AM Fri, Apr 9, Aldrich Hall 011 (Classroom)
TOPIC
Jim Sharpe
MATERIALS
Jim Sharpe: Extrusion Technology, Inc. (Abridged) (603084)
RC Case Packet 2
Jim Sharpe: Extrusion Technology case exhibits
Early Career LBOs Using the Search Fund Model (Optional)

This OPTIONAL reading will be available via this link after class
The Legal Forms of Organization (898-245) (Optional)

This OPTIONAL reading will be available via this link after class
ASSIGNMENT
1. Assess this venture from Jim Sharpe's perspective.
2. How has Jim Sharpe purchased this venture? What are the implications of this financial structure?
3. What should Jim Sharpe do on his first day as owner of Extrusion Technology, Inc.?
4. What should his action plan be for the first six months? The next twelve months? What should his priorities be?
End of Managing Uncertainty and Growth: Managing Uncertainty (Sub-module II)
Managing Uncertainty and Growth: Managing Growth (Sub-module III)

[B] 1:10PM Mon, Apr 12, Aldrich Hall 108 (Classroom)
TOPIC
Huffington Post
[A] 1:10PM Fri, Apr 16, Aldrich Hall 107 (Classroom)

[C] 8:40AM Fri, Apr 16, Aldrich Hall 109 (Classroom)
[H] 1:10PM Fri, Apr 16, Aldrich Hall 009 (Classroom)
[I] 10:20AM Fri, Apr 16, Aldrich Hall 010 (Classroom)
TOPIC
Creative Capital
[A] 1:10PM Tue, Apr 20, Aldrich Hall 107 (Classroom)

[B] 10:20AM Tue, Apr 20, Aldrich Hall 108 (Classroom)
[C] 1:10PM Tue, Apr 20, Aldrich Hall 109 (Classroom)
[D] 10:20AM Tue, Apr 20, Aldrich Hall 110 (Classroom)
[E] 1:10PM Tue, Apr 20, Aldrich Hall 111 (Classroom)
[F] 8:40AM Tue, Apr 20, Aldrich Hall 007 (Classroom)
[G] 10:20AM Tue, Apr 20, Aldrich Hall 008 (Classroom)
[H] 8:40AM Tue, Apr 20, Aldrich Hall 009 (Classroom)
[I] 10:20AM Tue, Apr 20, Aldrich Hall 010 (Classroom)
[J] 1:10PM Tue, Apr 20, Aldrich Hall 011 (Classroom)
TOPIC
Tennant
[A] 10:20AM Fri, Apr 23, Aldrich Hall 107 (Classroom)

[C] 8:40AM Fri, Apr 23, Aldrich Hall 109 (Classroom)
[H] 8:40AM Fri, Apr 23, Aldrich Hall 009 (Classroom)
[I] 1:10PM Fri, Apr 23, Aldrich Hall 010 (Classroom)
TOPIC
Manchester Bidwell
MATERIALS
Manchester Bidwell Corporation (A) (806111)
RC Case Packet 2
A Note on Managing the Growing Venture (805092)

RC Case Packet 2
Bill Strickland Speech

This is a shortened version of "the speech" referred to in the Manchester Bidwell case.
ASSIGNMENT
1. Is MBC?s Pittsburgh operation successful? Why?
2. How are things going in San Francisco and Cincinnati? Why?
3. Which of the proposed sites should be targeted next? Why?
4. How likely do you think it is that Bill Strickland will be able to achieve his goal of 100 centers like MBC through the
U.S. in say, ten years?
5. As an advisor to Strickland, what would you recommend he do to make it more likely that he can achieve his goal?
6. What questions would you have the Bridgespan group address in its proposed consulting study for MBC?

[B] 10:20AM Mon, Apr 26, Aldrich Hall 108 (Classroom)
TOPIC
Noodles & Company
MATERIALS
Noodles and Company
Noodles & Company case exhibits
(VIDEO) Noodles & Company: The Whole Sizzling Story
A Note on Franchising (Optional)
ASSIGNMENT
1. Evaluate Noodles? opportunity. What factors have contributed to its success to date?
2. What has its growth strategy been to date? What growth options do they have for the future? What
recommendations would you make?
3. What role should franchising play in the company?s growth? What are the specific advantages and disadvantages of
the franchising model for Noodles, including the financial, economic, and organizational consequences?
4. Watch the 3:28 min Noodles & Company video clip posted above.
5. Complete the Noodles & Company Poll (posted above) by 6am on Friday 4/24.
End of Managing Uncertainty and Growth: Managing Growth (Sub-module III)
Realizing Value
[A] 8:40AM Thu, Apr 29, Aldrich Hall 107 (Classroom)

[B] 1:10PM Thu, Apr 29, Aldrich Hall 108 (Classroom)
[C] 8:40AM Thu, Apr 29, Aldrich Hall 109 (Classroom)
[D] 8:40AM Thu, Apr 29, Aldrich Hall 110 (Classroom)
[E] 10:20AM Thu, Apr 29, Aldrich Hall 111 (Classroom)
[F] 10:20AM Thu, Apr 29, Aldrich Hall 007 (Classroom)
[G] 10:20AM Thu, Apr 29, Aldrich Hall 008 (Classroom)
[H] 1:10PM Thu, Apr 29, Aldrich Hall 009 (Classroom)
[I] 1:10PM Thu, Apr 29, Aldrich Hall 010 (Classroom)
[J] 8:40AM Thu, Apr 29, Aldrich Hall 011 (Classroom)
TOPIC
Endeavor
[A] 1:10PM Mon, May 3, Aldrich Hall 107 (Classroom)

[B] 10:20AM Mon, May 3, Aldrich Hall 108 (Classroom)
[C] 1:10PM Mon, May 3, Aldrich Hall 109 (Classroom)
[D] 10:20AM Mon, May 3, Aldrich Hall 110 (Classroom)
[E] 1:10PM Mon, May 3, Aldrich Hall 111 (Classroom)
[F] 8:40AM Mon, May 3, Aldrich Hall 007 (Classroom)
[G] 10:20AM Mon, May 3, Aldrich Hall 008 (Classroom)
[H] 1:10PM Mon, May 3, Aldrich Hall 009 (Classroom)
[I] 10:20AM Mon, May 3, Aldrich Hall 010 (Classroom)
[J] 1:10PM Mon, May 3, Aldrich Hall 011 (Classroom)
TOPIC
Knoll Furniture
MATERIALS
Knoll Furniture: Going Public (202114)
RC Case Packet 2
A Note on the Initial Public Offering Process (200018)
Knoll Furniture: Going Public case exhibits
ASSIGNMENT
1. Should Lynch take Knoll public? Does he have a choice?
2. What are the benefits to Knolls management and employees of going public? Are they large? What are the costs?
3. What are the benefits to Warburg, Pincus in taking Knoll public?
4. What are the implications for Knoll and its employees if it decides to go public?
[A] 1:10PM Thu, May 6, Aldrich Hall 107 (Classroom)

[B] 1:10PM Thu, May 6, Aldrich Hall 108 (Classroom)
[C] 1:10PM Thu, May 6, Aldrich Hall 109 (Classroom)
[D] 1:10PM Thu, May 6, Aldrich Hall 110 (Classroom)
[E] 10:20AM Thu, May 6, Aldrich Hall 111 (Classroom)
[F] 10:20AM Thu, May 6, Aldrich Hall 007 (Classroom)
[G] 10:20AM Thu, May 6, Aldrich Hall 008 (Classroom)
[H] 1:10PM Thu, May 6, Aldrich Hall 009 (Classroom)
[I] 1:10PM Thu, May 6, Aldrich Hall 010 (Classroom)
[J] 1:10PM Thu, May 6, Aldrich Hall 011 (Classroom)
TOPIC
Indica
[A] 10:20AM Fri, May 7, Aldrich Hall 107 (Classroom)

[B] 1:10PM Fri, May 7, Aldrich Hall 108 (Classroom)
[C] 8:40AM Fri, May 7, Aldrich Hall 109 (Classroom)
[D] 8:40AM Fri, May 7, Aldrich Hall 110 (Classroom)
[E] 10:20AM Fri, May 7, Aldrich Hall 111 (Classroom)
[F] 10:20AM Fri, May 7, Aldrich Hall 007 (Classroom)
[G] 10:20AM Fri, May 7, Aldrich Hall 008 (Classroom)
[H] 1:10PM Fri, May 7, Aldrich Hall 009 (Classroom)
[I] 1:10PM Fri, May 7, Aldrich Hall 010 (Classroom)
[J] 8:40AM Fri, May 7, Aldrich Hall 011 (Classroom)
TOPIC
GSKs Acquisition of Sirtris: Independence or Integration?
MATERIALS
GSK's Acquisition of Sirtris: Independence or Integration? (809-026)
ASSIGNMENT
1. Moncef Slaoui and Andrew Witty must sell the acquisition of Sirtris to two key constituencies: the GSK board of
directors, and Chrisoph Westphal and the senior team at Sirtris. How would you make these pitches (and please be
prepared to do so)?
2. If you are Christoph Westphal, how do you feel when you get the call from Slaoui? What terms are you most inclined
to negotiate?
3. The vast majority of startup exits during the past decade have been through acquisitions by larger companies. What
is likely to change at Sirtris after the acquisition? More generally, how do entrepreneurial companies change after they
are acquired? Is there a role for an entrepreneur like Westphal in a very large company like GSK?
4. Put yourself in Slaouis position. How should you manage the integration of Sirtris? Now think about this same
question from the perspectives of Westphal and Dipp?
5. Think about the new discovery organization GSK has created. In many ways, this organization represents a major
departure from how big companies usually operate. What are the significant differences? What do you think of this
model for large companies in general?
6. Is Moncef Slaoui an entrepreneurial manager?
[A] 1:10PM Mon, May 10, Aldrich Hall 107 (Classroom)

[B] 10:20AM Mon, May 10, Aldrich Hall 108 (Classroom)
[C] 1:10PM Mon, May 10, Aldrich Hall 109 (Classroom)
[D] 10:20AM Mon, May 10, Aldrich Hall 110 (Classroom)
[E] 1:10PM Mon, May 10, Aldrich Hall 111 (Classroom)
[F] 8:40AM Mon, May 10, Aldrich Hall 007 (Classroom)
[G] 10:20AM Mon, May 10, Aldrich Hall 008 (Classroom)
[H] 1:10PM Mon, May 10, Aldrich Hall 009 (Classroom)
[I] 10:20AM Mon, May 10, Aldrich Hall 010 (Classroom)
[J] 1:10PM Mon, May 10, Aldrich Hall 011 (Classroom)
TOPIC
Kate Spade
MATERIALS
kate spade (800002)
RC Case Packet 2
kate spade case exhibits
kate spade video
ASSIGNMENT
1. Evaluate Kate Spade's progress to date. How has the team done in identifying and pursuing the opportunity?2. What
are the key factors for success as the company moves forward?3. Which, if any, of the options would you recommend
the company accept/pursue? Why? What are the company's alternatives?
4. What will it take for Kate Spade to achieve its stated goal of $100 million in revenues?
5. Watch the kate spade video clip posted above.
End of Realizing Value
Conclusion
[A] 10:20AM Tue, May 11, Aldrich Hall 107 (Classroom)

[B] 1:10PM Tue, May 11, Aldrich Hall 108 (Classroom)
[C] 8:40AM Tue, May 11, Aldrich Hall 109 (Classroom)
[D] 8:40AM Tue, May 11, Aldrich Hall 110 (Classroom)
[E] 10:20AM Tue, May 11, Aldrich Hall 111 (Classroom)
[F] 10:20AM Tue, May 11, Aldrich Hall 007 (Classroom)
[G] 8:40AM Tue, May 11, Aldrich Hall 008 (Classroom)
[H] 1:10PM Tue, May 11, Aldrich Hall 009 (Classroom)
[I] 1:10PM Tue, May 11, Aldrich Hall 010 (Classroom)
[J] 10:20AM Tue, May 11, Aldrich Hall 011 (Classroom)
TOPIC
Wrap Up Lecture
ASSIGNMENT
1. Review the cases and notes discussed in this course.
2. COMPLETE THE POLL by 8:30 am on Monday 5/18.
[A] 8:30AM Thu, May 13, Aldrich Hall 107 (Classroom)

[B] 8:30AM Thu, May 13, Aldrich Hall 108 (Classroom)
[C] 8:30AM Thu, May 13, Aldrich Hall 109 (Classroom)
[D] 8:30AM Thu, May 13, Aldrich Hall 110 (Classroom)
[E] 8:30AM Thu, May 13, Aldrich Hall 111 (Classroom)
[F] 8:30AM Thu, May 13, Aldrich Hall 007 (Classroom)
[G] 8:30AM Thu, May 13, Aldrich Hall 008 (Classroom)
[H] 8:30AM Thu, May 13, Aldrich Hall 009 (Classroom)
[I] 8:30AM Thu, May 13, Aldrich Hall 010 (Classroom)
[J] 8:30AM Thu, May 13, Aldrich Hall 011 (Classroom)
TOPIC
FINAL EXAM
End of Conclusion

Tem w2010

Uploaded by

Copyright:

Available Formats

Tem w2010

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Tem w2010

Uploaded by

Copyright:

Available Formats

What is an entrepreneurial manager and what factors are considered when evaluating one?

What is an entrepreneurial manager and what factors are considered when evaluating one?

What business models are discussed in the document and what makes them successful?

What business models are discussed in the document and what makes them successful?

COURSE PLATFORM HARVARD | BUSINESS | SCHOOL

Syllabus for The Entrepreneurial Manager

Introduction: What is an Entrepreneurial Manager?

[A] 1:10PM Mon, Jan 25, Aldrich Hall 107 (Classroom)

The Entrepreneurial Manager 2010 Winter Term: Course Overview (801325)

[A] 10:20AM Wed, Jan 27, Aldrich Hall 107 (Classroom)

Aravind Eye Hospital case exhibits

3. What should Dr. V do to realize his vision for Aravind?

[A] 1:10PM Fri, Jan 29, Aldrich Hall 107 (Classroom)

A Perspective on Entrepreneurship (384131)

Pre- and Post-Money Tutorial

Vermeer Technologies (A) case exhibit

True Finance (Fast Company, October 1999, p.282)

2. As Charles Ferguson, would you agree to the proposed deal?

4. Complete the Pre- and Post-Money Tutorial posted above.

End of Introduction: What is an Entrepreneurial Manager?

Getting Started: Fundamentals for the Entrepreneurial Manager (Sub-module I)

[A] 1:10PM Mon, Feb 1, Aldrich Hall 107 (Classroom)

Some Thoughts on Business Plans (897101)

Beta Golf case exhibits

[A] 1:10PM Wed, Feb 3, Aldrich Hall 107 (Classroom)

Some Thoughts on Business Plans (897101)

Anasazi case exhibits

2. What is the business model that Anasazi is pursuing?

[A] 10:20AM Fri, Feb 5, Aldrich Hall 107 (Classroom)

Note on Business Model Analysis for the Entrepreneur (802048)

Zipcar case exhibits

[A] 1:10PM Mon, Feb 8, Aldrich Hall 107 (Classroom)

2. What is the value of a Skyhook deal to Apple? Of an Apple deal to Skyhook?

[A] 10:20AM Fri, Feb 12, Aldrich Hall 107 (Classroom)

Keurig case exhibits

A. the typical Office Coffee Distributor?

It will help the class discussion if we use some common assumptions:

Price per K-cup to office coffee distributor = $0.25

End of Getting Started: Fundamentals for the Entrepreneurial Manager (Sub-module I)

Getting Started: Fundamentals for the Entrepreneurial Manager (Sub-module II)

[A] 1:10PM Mon, Feb 22, Aldrich Hall 107 (Classroom)

Introduction to Patents and Trade Secrets (Optional)

Compete with Caution Against Past Employer

3. Do they need a lawyer? How should they select one?

[A] 10:20AM Thu, Feb 25, Aldrich Hall 107 (Classroom)

4. Who should Cosman turn to for assistance in making these decisions?

[A] 1:10PM Mon, Mar 1, Aldrich Hall 107 (Classroom)

Precise Software case exhibits

4. What should Sela do?

[A] 1:10PM Wed, Mar 3, Aldrich Hall 107 (Classroom)

Z Corp. case exhibit

(a) you exceed your recommended 2001 sales level by 25%,

5. Complete the Z Corp Poll

[A] 10:20AM Thu, Mar 4, Aldrich Hall 107 (Classroom)

[A] 1:10PM Wed, Mar 10, Aldrich Hall 107 (Classroom)

[A] 10:20AM Thu, Mar 11, Aldrich Hall 107 (Classroom)

Managing Uncertainty and Growth: Assembling Financial Resources(Sub-module I)

[A] 1:10PM Wed, Mar 24, Aldrich Hall 107 (Classroom)

A Note on the Value of Information in an Entrepreneurial Venture (802143)