University of Miami
School of Business Administration
Syllabus
CIS 498 / 598 – Entrepreneurship: Launching a High Tech Venture
- Monday - Friday 6.00 pm – 10.15 pm - Room: TBA
Sprint Intersession 2012
Instructor: Dr. Plant
Instructor’s E-mail Address: rplant@miami.edu
Instructor’s Office Address:
421C Jenkins Building, School of Business Administration, University of Miami,
Coral Gables, FL 33124, USA.
Instructor’s Office Hours: By Appointment
Instructor’s Office Telephone: 305 284 1963
Aims and Objectives
On completing the course the student should be able to:
I) Understand the basic building blocks of the Entrepreneurship process.
ii) Consideration of the motivational factors for adopting this business path.
iii) Understand the components and issues facing an Entrepreneur in development of a
business plan.
iv) Understand the options and issues in the capitalization of a new high-risk start up venture.
v) Understand that many new businesses fail due to their inability to execute a strategy in the
‘real world’
vi) Understand the issues surrounding the creation of a new business venture through the use of a
simulation multi-media model in which a real world case is simulated and executed
computationally.
CIS 498 / 598 – Entrepreneurship: Launching a High Tech Venture
Summary of Lectures
Lecture 1: Introduction to Venturing: Strategy
The lecture aims to provide the basics building blocks of the Entrepreneurship process, and consider the
motivational issues as well as the basic mechanics of the business modeling process. Start points, exit
strategies and other issues are considered along with case studies.
Harvard Text:
The questions every entrepreneur must answer (pages 1-28)
Harvard Case:
How I did it…. Zappos’s CEO on Going to Extremes for Customers (R1007A) [July-Aug 2010]
Mini-Cases:
Teller of hard truths to technologists
Moonpig.com
Internet Trouser Seller
Ecotricity
Lecture 2: Commercializing technology: Execution
The lecture aims to provide the basics of strategy formulation and execution. This examines the
commercialization Imperative, measuring commercialization capability, range of markets, number of
products, breadth of technologies, and building commercialization capabilities.
Harvard Text:
Commercializing technology: What the best companies do (p175-203)
Harvard Case:
Funding Eureka (R1003A)
Research Paper:
The Patent Holder’s Dilemma: Buy, Sell or Troll By Abril & Plant
Mini-Cases:
Fuel Additives
Ethanol
Wood Chips to BioFuel
Lecture 3: The Anatomy of a B-Plan
The lecture focuses upon the basic components that comprise a business plan, what is it, who are we
aiming it, what are the environmental issues, what are the financing issues. The lecture also considers
some of the issues around remaining creative during the start-up, growth and organizational building
phases. The lecture also considers the issues facing new business venturists in terms of their hiring style
and Barron’s paper will be used as a basis of discussion.
California Management Review:
Organizational Blueprints for Success in High-Tech Start-Ups. Baron, James N.; Hannan,
Michael T. California Management Review, Spring2002, Vol. 44 Issue 3, p8-36, 29p
Harvard Text:
How to write a great business plan (pages 29-56)
Mini-Cases:
Giant
Ugobe
Cloky
Lecture 4: Topic: Milestones in Venturing
The lecture also examines the first 12 stages of business evolution.
Harvard Text:
Milestones for Successful Venture planning (pages 117-133)
Harvard Case:
Beading the Odds When you Launch a New Venture (R1005G)
Mini-Cases:
Q-Cells
Wurth: Nuts and Bolts
IT Factory
Lecture 5: Case Study: Brooktrout Technologies & Th!nk Electric Car Company
This lecture considers Brooktrout Technologies, a start up composed of young graduates and with fresh
ideas that entered the world of fax machines and devised the method for putting voice onto a computer ~
voice mail. The case looks at growth issues, partnership issues, timing issues, OEM customer issues,
customer selection issues, cash flow issues, IP issues, employee selection issues and other problems
typically faced by start- up technology companies.
Case Study:
Brooktrout Technologies (Northeastern University case)
Harvard Case:
Th!nk: The Norwegian Electric Car Company (9-808-070) [March 2008]
The Electric Car: The Major Players (SM-175) [September 2008]
Mini-Cases:
Pure Digital Technologies
Etsy: A Business Crafted for Artisans
Trial Pay
Lecture 6: Topic: Creativity. Case Study: Apple, Inc 2010
Harvard Business Review:
Amabile, T. M. "How to Kill Creativity." Harvard Business Review 76, no. 5
(September-October 1998): 76-87.
Enterprise 2.0 How a connected workforce Innovates (R0912H)
Create Three Distinct Career Paths for Innovators (R0912G)
Harvard Case:
Apple Inc., 2010 (9-710-467)
Mini-Cases:
Marriage at the click of a button
Peter Keller
A pioneer of Chinese animation
Lecture 7: Topic: Case Study: Fluent & Yelp!
The lecture examines the Fluent Company, who created the first method for pushing video over a network.
They start an organization that without a clear product in mind at the outset but who through a creative
process and an environmental scanning method managed to develop a ‘useful’ product. The case looks at
timing issues, partner selection issues, cash flow issues and other problems typically faced by startup
companies.
Case Study:
Fluent Inc. (Northeastern University case)
Harvard Case:
Yelp (9-709-412)
Mini-Cases:
The Gulfs Most Wanted Men
ATM Pioneer Looks to Change Banking
An Ambitious Experimenter
Lecture 10: Execution of Strategy: The Balanced Scorecard
This lecture introduces the methodology for considering an organizations strategy from a holistic
approach, the aim is to create a unified approach to the formulation of strategy in a high tech start up.
Harvard Business Review:
The Balanced Scorecard – Measures that Drive Performance (92105)
Putting the Balanced Scorecard to Work (September – October 1993, Pages 134 - 142)
Harvard Simulation
Balancing the Corporate Scorecard Part 1: Statement of Problem
Mini-Cases:
Web Gurus help Retailers find a common Language
Founders take aim at a bigger target
Wizzit – A call to the Masses
Lecture 9: Venture Capital & Case Study: TiVo 2007: DVRs and Beyond
This lecture introduces the topic of venture capital, angel investing and technology transfer. We will look at
the virtual vineyards case and the multiple funding rounds that the company undertook and the TiVo Case
to examine the development of a new technology.
Harvard Cases:
TiVo 2007: DVRs and Beyond (9-708-401)
Harvard Case
How I did it… Google’s CEO on the Enduring Lessons of a Quirky IPO (R1005J)
Mini-Cases:
Mapmaker follows his own path
Wise to the ways of the street
Sniper or Shotgun Strategies
Lecture 8: Case Studies: e-Ink in 2008
This lecture introduces the topic introducing a revolutionary product. E Ink is a high-technology start-up
attempting to revolutionize print communication through electronic ink displays. The founders and top
managers of this two-year-old firm are striving to translate a technological breakthrough into a working
prototype, move from prototype to full-scale manufacturing, and maintain market excitement about the
company. At the same time, they are dealing with a fundamental organizational concern: How to retain E
Ink's creativity, drive, and sense of fun while focusing the company on growth and the demands of a firstproduct introduction.
Harvard Case:
e-Ink in 2008 (9-709-443) [April 2009]
e-Ink (9-800-143) [May 2000]
Mini-Cases:
Tech backer Flies High in Windy City
Two Men and a Baby Business
The Father of Spanish e-commerce revolution
Lecture 11: Topic: Crafting Strategies that Work & Case: Sermo
The lecture also looks at the planning process for companies and how ventures need to walk a fine line
between action and analysis paralysis. We will look at the issue of screening out the looser ideas, gauging
attractiveness, picking a business partner and how to develop a parsimonious management style.
Harvard Text:
How Entrepreneurs craft strategies that work (pages 57-88)
Harvard Case:
Sermo (9-809-142)
Mini-Cases:
A High Speed Empire Builder
The factory hand who put the big brands online
Lecture 12: Case Study Keurig
In this Case Nick Lazaris becomes Keurig's third CEO in three years, after one founder was fired and the
other decided to leave the company. He inherits a company that has made several abortive attempts to
launch its new coffee brewing system. Now, problems with crucial suppliers threaten the next proposed
launch plan.
Harvard Case Study:
Keurig (899180-PDF-ENG)
Mini-Cases:
Taybeh Beer
A Chinese Wine Venture
DIY fanatics find a cyber showcase
CIS 498 / 598 – Entrepreneurship: Launching a High Tech Venture
Materials
Course Text
"The Harvard Business Review on Entrepreneurship"
HBSP 0-87584-910-5
Case Information
The following list contains all the HBR articles that students need to acquire for the course.
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How I did it…. Zappos’s CEO on Going to Extremes for Customers (R1007A)
Funding Eureka (R1003A)
Beading the Odds When you Launch a New Venture (R1005G)
Th!nk: The Norwegian Electric Car Company (9-808-070) [March 2008]
The Electric Car: The Major Players (SM-175) [September 2008]
How to Kill Creativity."
Enterprise 2.0 How a connected workforce Innovates (R0912H)
Create Three Distinct Career Paths for Innovators (R0912G)
Apple Inc., 2010 (9-710-467)
Yelp (9-709-412)
e-Ink in 2008 (9-709-443) [April 2009]
e-Ink (9-800-143) [May 2000]
TiVo 2007: DVRs and Beyond (9-708-401)
How I did it… Google’s CEO on the Enduring Lessons of a Quirky IPO (R1005J)
Sermo (9-809-142)
Keurig (899180-PDF-ENG)
These can be acquired through Harvard Business School Publishing. A Case Link will be provided
CIS 498 / 598 – Entrepreneurship: Launching a High Tech Venture
CASES
Students are expected to contribute to class discussion and add to debate. An important feature of
the class will be the case material. Students must read the cases in advance of the class and be
prepared to present the arguments of the case to the class and instructor if called upon either
individually or in-groups. This will form the basis of the participation grade. A one-page solution of
the case is to be prepared and will be collected by the instructor. This solution is based upon the
selection of a question related to the case as provided by the instructor and located on blackboard.
This is intended to assist student preparation prior to discussion in class. The solution will be
graded on a three point scale. Case solutions should be written up in a one page solution.
Margins should be no smaller than 1" all around. Fonts should be no smaller than 10pts. All
references should be as footnotes, font may be 8pt. All exhibits must fit in the one page.
Three of the following cases are to be undertaken individually:
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Th!nk: The Norwegian Electric Car Company (9-808-070) & The Electric Car: The Major Players
Apple Inc., 2008 (9-708-480)
Tivo
Sermo (9-809-142)
Each is worth 10 points (Total = 30pts)
For the following two cases no write up is required. Case discussion grades will be assigned.
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e-Ink in 2008 (9-709-443) [April 2009] & e-Ink (9-800-143)
Keurig (899180-PDF-ENG)
Yelp (9-709-412)
Participation points Total = 10 points
SIMULATIONS
SIMULATION I
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BSC
This simulation is to be done individually.
The grading will also consist of examining the students’ ability to maximize the profit potential of
a case study simulation (CD-ROMs). The grading scale will be based upon performance level
achieved
Simulation 20pts
SIMULATION II Radiophone LHRB
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This simulation is to be done in groups of 2 students.
The grading will consist of examining the students’ ability to maximize the profit potential of the
case study simulation (CD-ROMs). The grading scale will be based upon performance level
achieved
Simulation Analysis: 40pts
Total number of points: 100pts
CLASSROOM CONDUCT POLICY*
SCHOOL OF BUSINESS ADMINISTRATION
The following are policies students should assume are in force in the School of Business
Administration courses, unless their instructors explicitly establish alternate policies.
Laptops, Cell Phones, Smartphones, PDAs and Other Electronic Devices (such as recording
equipment) may not be used during class except at the express discretion of the instructor.
Attendance
Each student is required to attend every class and attendance will be part of the grade. Faculty
will excuse absences only in cases of documented serious illness, religious observance, civic
obligation or participation in an activity approved by the Academic Deans Policy Council.
Otherwise your attendance is expected. If you will miss class for religious observance or a civic
obligation, you must inform your instructor at least one week in advance.
Any other absences such as absences for work related travel, or family emergency may be
excused at the
discretion of the faculty upon receiving supporting documentation. It is the student’s
responsibility to contact the instructor within one week after any unanticipated absence.
Instructors and administrators shall endeavor not to schedule any examination or other graded
class event on a major religious holy day.
Arriving Late, Leaving Early, Coming & Going
Classes start on time and students must arrive to class on time and stay to the end of the class
period. Students may enter class late only if given permission by the instructor, and only if they
can do so without disrupting the class. In addition,
• Students may not leave and re‐enter the class once class has started except by permission from
the
instructor, and only if they can do so without disrupting the class.
• Arriving late or leaving class early will have impact on the course grade as determined by the
instructor.
Please note that instructors are not obligated to admit late students or may choose to admit them
only at specific times. Instructors are not obligated to readmit students who leave class.
Late Submission of Assignments
Late assignments will either not be accepted or will incur a grade penalty unless they are due to
documented serious illness or a family emergency. Instructors may make exceptions to this policy
for reasons of religious observance or civic obligation, only when the assignment cannot
reasonably be completed prior to the due date and the student makes arrangements for late
submission with the instructor in advance.
General Behavior
Students will conduct themselves with respect and professionalism toward faculty, students, and
others present in class and will follow the rules prescribed by the instructor for classroom
behavior. Students who fail to do so may be asked to leave the classroom with a grade penalty.
Collaboration on Graded Assignments
Students may not work together on graded assignments unless the instructor gives express
permission or unless explicitly indicated on the course syllabus.
*Endorsed by the Vice Deans and Department Chairs
Disabilities Information
Accommodations for disabilities will only be given to students who have secured the
proper documentation from UM's Office for Student Disabilities. Such documentation
must be provided to the instructor within the first two weeks of the start of class. Students
should contact the Office of Disabilities to secure appropriate accommodations.
CIS 498 / 598 – Entrepreneurship: Launching a High Tech Venture
Faculty Information:
Dr. Plant: Office: 421C Jenkins Building
Phone (Dept): (305) 284-6105
Phone (Direct): 284-1963 Fax: (305) 284-5161
email: rplant@miami.edu
Office Hours: By Appointment
Faculty Background
Robert T. Plant, is an Associate Professor in the Department of Computer Information Systems at The
University of Miami, and Research Director of The Intelligent Computer Systems Research Institute. Dr.
Plant obtained his Ph.D. in Computer Science at The University of Liverpool, England. Previously having
studied Computation at The Programming Research Group, Oxford University, England, and Wadham
College, Oxford.
His research interests are in Strategy and Information Systems, Software Methodology and Artificial
Intelligence, having recently published "The Disappearing Data Center” in Harvard Business Review and
“When will you outgrow your data Center” in Harvard Business Review. He has also published over 60
articles in academic publications and at conferences around the world.
Dr. Plant is on the editorial board of IEEE Intelligent Systems, a Chartered Engineer (U.K.), a European
Engineer, a Senior Member of the American Institute of Aeronautics and Astronautics and a Fellow of the
British Computer Society. Dr. Plant and is a Research Affiliate of Templeton College, Oxford University,
England, Visiting Professor of Information Systems and Strategy at Universidad Gabriela Mistral, Santiago
de Chile, and Visiting Fellow at Victoria University, New Zealand, as well as Visiting Professor Wuhan
University, P.R. China. Dr Plant was received the 2003 teaching excellence award for the school of
business.