Topics: Venture capital, 1979, Strategic management Pages: 16 (4464 words) Published: March 14, 2013
| Fall Semester – 2012MAN 385.24 - Unique #04715|
ProfessorJohn N. Doggett
Class TimesMondays and Wednesdays from 12:30 to 2:00 pm
Class RoomUTC 1.118
Office CBA 5.124K
Office Hours Wednesdays from 5:15 to 6:15 pm or by appointment
Phone 512-232-7671
Course Web Pagevia Blackboard
Teaching AssistantDaniel J. Amodio

Course Objectives

I have taught this course since late in the last century. Today, as we approach a second global recession, helping people learn how to grow firms as astutely as possible will play a role in speeding the beginning of a new recovery. When companies like Cisco and HP abandon major market segments, it is even more important to think critically about how to grow a firm’s products. Given the chaotic period that we are entering, I have made several significant changes to this course.

First, I have done away with the individual midterm. The “next” recovery will be a group effort. So will your midterm.

Second, I have assigned you two books. These are two of the best books out there on how to think about innovation, competition and how to grow a business. They will become “let me read that again” go-to books that you will use long after you graduate from UT.

Third, I am going to press myself and all of you harder than I ever have. I fear that this new global recession will be deeper and more destructive than the one that hit us in 2007-2009, and that recession was the worst since 1948. I want to make sure that each and every one of you is prepared to take advantage of the economic chaos that is buffeting the world.

This course is for students who want to explore the challenges of running and growing an entrepreneurial company or a division of an established firm. We start by looking at the most basic question. Can the firm grow; should the firm grow? Since growth is a choice, we will also look at the trade-offs between aggressive growth and what venture capitalists call "life style" businesses. We will also look at the importance of identifying opportunities for new product development and responding to competitive threats.

We will then look at how managers can learn how to identify and respond to strategic inflection points that shape the growth potential of all firms. This is a critical first step before one can decide what growth model makes the most sense for a firm.

We will focus on the key things that managers must do to determine:

1. What is the right type of growth?
2. How much growth can their firms manage?
3. What will their competitors do in response?

Since growth is not a given, we will also look at the challenges that threaten the viability of firms that have escaped the launch pad and those that have been in existence for some time. A crucial part of our analysis will be to better understand how managers can anticipate and respond to the reaction of competitors to their growth strategies.

No course on entrepreneurial growth would be complete without asking the "was it all worth it?" question. While many think that owning a firm that is experiencing hyper-growth is a dream come true, the reality is that such explosive growth is like jumping out of an airplane with your hair on fire without a parachute. That is not for everyone. This course will continually ask students to look at the personal challenges of being the owner/manager of a growing, entrepreneurial firm.

Some cases in this course look at the challenge of growth from a non-US perspective. This is to help you understand the explosion in entrepreneurship that is happening outside of the US....
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