syllabus - december class
TRANSCRIPT
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ENTREPRENEURIAL 3-DAY MBADECEMBER 2-4, 2009
3-DAY MBA COVERSSTEPBYSTEPHTOSTART, RUNANDRAPIDLYGROWABUSINESSTHATCANBEBUILTINTOAGLOBALBRAND. THISCOURSEISNOTO
OFTHEORYORCONCEPTS. ITSABOUTVISION, ACTIONANDBUSINESSMODELEXECUTION. THECOURSESTARTSWITHIDEAGENERATIONANDLAUNCHINGAVISION, CONTINUESTHROUGHCAPITALANDSALESGROWTH, ANDENDSWITHAVIABLEEXITSTRATEGYFOROWNERSHIPLIQUIDITY. THECOURSEPLACESAFOCUSEDUNDERSTANDINGONTHEHUMANFACTORANDRAPIDGROWTH, SELLINGANDMARKETINGANDNAVIGATINGTHEENTIREFUNDRAISINGPROCESS. YOUWILLHEARANDSEETHATTHEISNOOTHERCOURSELIKEITONANYACADEMICORCORPORATESPHERE. ITISTHEBESTCOMBINATIONOFACADEMICACUMENLEADERSHIPANDTHE HARDKNOCKSOFREALWORLDEXPERIENCE.
-Day MBA
STEPBYSTEPHOWTOSTART, RUNANDRAPIDLYGROWABUSINESS
INTENSE, CANDID MBA TOPICSOF SHORTDURATIONS
HARD HITTINGAND ACADEMICALLYSOUNDCLASSES
WORLD CLASS PROFESSORSAND HARDKNOCKS
THE OXFORD 3S MODEL SALES, SERVICEANDSYSTEMS
SUCCESS FACTORSFOR EMERGINGENTREPRENEURIAL COMPANIES
AN ENTREPRENEURIAL CULTURETHAT THRIVESONGROWTH
THE ENTREPRENEURIAL ADVANTAGE
ENTREPRENEURIAL MARKETING
GLOBAL
BRANDS
EXIT STRATEGY
RARELY DO YOU FIND ANORGANIZATION THAT TRULYEXCEEDS YOUR EXPECTATIONS,
YET THE ENTREPRENEURADVISORS CLASS HAS DONE JUST
THAT. NOT ONLY DOES IT PROVIDFACINATING CASE STUDIES, BUT
THE DIVERSITY OF THE STUDENTSPROVIDES INVALUABLEPERSPECTIVE... OUR EXPERIENCE
HAS BEEN PRICELESS - M. GEARINGCEO, EOS MARKETING
AnEducation of
a Lifetime
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SYLLABUS
Wednesday, December 2, 2009
Strategy (Business Strategy 810)
Build your Strategy 3 Levels of Strategic Thinking Case Study: 3 Customer Strategies Walmart, REI, and A&K Case Study: Wrong Move? Walmart Definition of Luxury MBA Express 5 Critical Strategy Factors for Emerging Midcaps Customer Strategy
Market Segmentation Own the Customer Strong Message, Wrong Messenger
Wining Strategy Two Beautiful Words Can Own a Segment Create Legions of Customers 40 Year Old Pirate Emerging strategy Reinvent the Strategy Stick with the Strategy
10 Execution Mistakes Entrepreneurs Make
The MBA Visionary (Entrepreneurial Studies 610)
Mindset of the VisionaryThe Making of an Entrepreneur9 Success Skills for VisionariesManagement and CharismaTraits of the VisionaryEmotional IQEntrepreneurial EQNot the Average VisionaryStrength of VisionRevisionaryThe MBA Visionary
Salespeople
Fast Market Growth (Marketing 720)
Business Plans Waste of Paper 6 Steps to a Breakthrough, Fast Growth Enterprise Fast Growth Strategies for Emerging Companies If You Hear These, Run. Dont Walk Navigate Post-Recession, Pre-Recovery, Flexible Downsizing Talent Management in Fast Growth Companies: Motivating or Crushing Team Spir
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Getting your name in the Media Crossing the Chasm This is How You Rebuild Trust Efficient Labor Organization Entrepreneurial Marketing
22 Immutable Laws of Marketing Art and Science of Marketing The Marketing Brand
Case Study The Corey Tower Self Funded Marketing Department Case Study Royal Island
10 Dumb Inventions
4) Legal and Finance (Capstone Course Strategy 910)
Strategies for Emerging CompaniesMergers and AcquisitionsTaxable MergerTax-Free Reorganization
Forward Triangular MergerReverse Triangular MergerPotential Merger IssuesAcquisition Agreements and Related DocumentsLeveraged AcquisitionsLeveraged Buyouts and Build UpsManagement BuyoutsAnti-Takeover Measures
5) Accounting & Finance (Finance 680)
Revenue Recognition Accounting Systems and Reporting What Do You Need to Know About Accounting Homework
6) Investment Banking and Its Roles in Business (Entrepreneurial Studies 650)
7) Persuasive Speaking (Entrepreneurial 650)
The Great Communicator: Communicate and Personally Connect With YAudience
Best Practices: Body Language
8) People Are Leaders (Human Resource 740)
How do you Retain and Nurture Talent? HR Sales Best Practices Minimize Early Mistakes Entrepreneurial HR The Bad and The Ugly: The Entrepreneurs 10 Worst Partners
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All About Employees Lawyers, Accountants and Other Key Advisors CEO as a Sales Person When and Where to Get the Right CFO When to Board
9) Exit Strategy (Capstone Course Strategy 910)
Selling your Company Age Wave is Coming Whats my Company Worth Valuation How to Value Your Business Few Deals, Many VCs Strategic Process to Sell
10) A Successful Emerging Business from Vision to Exit Strategy (Capstone Course Strate910)
Building a Company that Wins The Upside of Developing an Exit Strategy While Planning a Market Entry Think of the End at the Start How Much is Your Business Worth? Sell the Company to your Employees? Smartest Path to an Exit Strategy Closing the Deal: Cashing Out and Other Premeditated Escapes Angel Investors: Heres What they Are Looking For Exiting Through an Initial Public Offering (IPO) 30-Second MBA: Bad News 30-Second MBA: Death 30-Second MBA: Dont Know
30-Second MBA: Leadership 30-Second MBA: Team
SYLLABUS
Thursday, December 3, 2009
CLASS DETAILS
Date: Wednesday, December 2, 2009
Time: 8 am 5 pm
Location: The Ritz-Carlton, Buckhead3434 Peachtree Road
Tuition: Members: ComplimentaryNon-members: $995
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1) Business Management (Accounting and Finance 680)
Financial Statements and ControlsDebits & Credits Cash AccountCash Vs. AccrualsRevenue Recognition
Expense Vs. Deferral and CapitalizationAccounting Systems and ReportingWhat you Really Need to Know About
Accounting Homework
2) Oxford 3S Model (Business Strategy 810)
McKinsey 7S Model Oxford 3S Model Sales
Sales Methodology
Sales Best Practices No Doesnt Always Mean No Customer Etiquette Closing in a Downturn Salespeople Submarine Offer and an EQ Response
Service What a Customer Really Wants Total Contact Ownership
SystemsFree Sales TeamNew SystemsSurviving the Downturn Prepare for the Upturn
3) Culture (Entrepreneurial Studies 650)
Emerging C: Culture, Chaos and Cash in your CompanyThe Emerging CultureFreedom and Responsibility Apply to our Salaried EmployeesCritical Culture FactorsSeven Aspects of an Emerging Companys CultureCase Study: Enron A Nice Sounding Value StatementHiringLoyaltyEffectivenessConfrontation and DisruptionPerformanceFlow Vs. ProcessGrowth ExplosionMarket Adaption
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LeadershipTeamworkCompensationRetentionOxford 3P Model
4) Business Cases (Business Strategy 810)Royal Island and Greenboard
SYLLABUSFriday, December 4, 2009
1) 5 Critical Strategy Factors for Emerging Midcaps (Business Strategy 810)
CLASS DETAILS
Date: Thursday, December 3, 2009
Time: 8 am 5 pm
Tuition: Members: $495Non-members: $995
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2) Business Management (Accounting and Finance 680)
Cash Vs. Accruals Revenue Recognition Accounting Systems and Reporting What do you Really Need to Know About Accounting Homework
3) MBA Contract Law of Entrepreneurs (Capstone Course Strate910)
Module 1: Formation and Interpretation of ContractsModule 2: Contractual Terms and ConditionsModule 3: Remedies for Breach of ContractModule 4: Contract Drafting and Contract Negotiation
Legal and Finance (Capstone Course Strategy 910)
Strategies for Emerging Companies
Roll-OutRoll-Up Joint VentureMergers and Acquisitions
5) Benefits and Drawbacks of Franchising, Licensing and PrivaEquity for Emerging Companies (Business Strategy 810)
LicensingFranchisingPrivate EquityAlternative FinancingHistorical Financing21st Century Financing
Negotiation (Capstone Course Strategy 910)
The Entrepreneurial NegotiatorImage and PerceptionTime: Is It on your Side or Not?
How to Get them to Show you the Money Explain the Past, Sell the Future
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CLASS DETAILS
Date: Friday, December 4, 2009
Time: 8 am 5 pm
Tuition: Members: $495
Non-members: $995