New Venture Development Management 哈佛管理經營講座系列

IBA1025 New Venture Development Management

哈佛管理經營講座系列 - 新事業發展管理實務

I. 課程概述與目標 (Course Objectives)

The New Venture Development Management focuses on the tasks and skills needed to exercise general manager responsibilities as an entrepreneur. The course aims to teach the vision entrepreneurs use in identifying market opportunity and creating new business ventures; the analytic skills that are needed to practice this vision and execution; and the domain knowledge and managerial skills that are necessary for dealing with the recurring issues involved in starting-up, growing, and harnessing the value of new ventures. The cases used in the course are scheduled according to a venture's organizational life cycle in venturing team set-ups, market entry, product launch, resource networking buildup, value creation, crisis management, corporate governance, and global expansion.

本課程的目標是使學員能夠
一.理解新事業發展歷程可能面臨的議題
二.理解身為新事業發展管理者所需具備的知識、技能、態度
三.學習新事業發展成功的關鍵要素
四.應用管理知識及經驗,從整體面以系統觀分析新事業發展的問題
五.整合資源及開創新事業發展的優勢與價值

II. 課程參考書目(Required texts and Readings)

1. 創業管理的12堂課, 劉常勇著天下文化,2004 .

2. 非常競爭優勢 (John Nesheim, 2000, High Tech Start up)

3. 藍海策略台灣版 – 15個開創新市場的成功故事, 朱博湧主編, 天下遠見

4. 藍海策略, W.Chan Kim & Renee Mauborgne, 黃秀媛譯, 天下遠見

5. 開放式經營：創新獲利新典範, Henry Chesbrough, 李芳齡譯, 天下雜誌

6. New Venture Creation, J. A. Timmons and S. Spinelli; Irwin, McGraw Hill, Sixth Edition, 2003

7. High-Tech Ventures: The Guide for Entrepreneurial Success; C.G .Bell and JE McNamara, Addison Wesley, 1991.

8. Venture Capital: The Complete Guide for Investors, A.D. Silver; New York: John Wiley & Sons, 1985.

9. No Longer MOOT: The Premier New Venture Competition From Idea to Global Impact, G.M. Cadenhead; (Remoir: Austin, U Texas Co-op, 2002.

III. 教學要點概述 (Course Format)

The course is taught using a combination of lectures, case analysis, book chapter reading, and class discussion. The textbook will give you a broad picture of what a new business venture is all about. To enhance your grasp of various business management problems venture capitalist face, in-class case analyses and Harvard Business School cases are scheduled. All in-class case analyses, case presentation, and books reading will be conducted by student groups. Eight teams will be formed. Each team will be made up of a number of students, and will work as a unit throughout the semester. The course content is the following:

1.       新事業發展管理的範疇

2.       新事業發展人力資源議題

3.       新事業發展資金募集與管理

4.       新事業發展的技術策略

5.       新事業行銷策略

IV. 學期作業、考試、評量 (Course Evaluation)

Case homework (小組書面報告 30%；期末小組簡報 10% )	40%
Individual contribution on group discussion (課堂發言個人貢獻)	30%
Case presentation (小組個案導讀 - 2 cases for each team)	20%
Classroom participation (出席情形)	10%

個案討論 (Case Discussions)

Experience is the best teacher -- and this EMBA course provides the most divergent and colorful knowledge into every hour of learning among our executive students. In case analysis, students are introduced to the reality of decision making -- including incomplete information, time constraints, and conflicting goals -- giving you first-hand experience in analyzing new venture business situations. The exercises seek to provide not only a more in-depth understanding of specific entrepreneurship issues, but also to improve your interpersonal, leadership, and presentation skills. Your participation in these exercises is vital to your individual success and the success of the class. Thus, absences will work to your detriment in class in the same way they do in the workplace. You will miss important information and let down your work team.

Please ensure that your case presentation, homework and case discussion (1) is a team effort and (2) is of professional quality. The first condition requires that (a) all questions be answered and (b) all members understand and contribute to the answer to each of the questions (so that any member is comfortable with answering or explaining any part of any question). The second condition requires (a) early and thorough proofreading for grammar, spelling, style, relevant content, supportable logic, and citation of sources, (b) appropriate dress and mannerisms to be used during the oral presentation, (c) knowing your material so well that you DO NOT READ YOUR PRESENTATION, and (d) e-mailing me your case summary homework (MS Word file) and case presentation (PowerPoint slides) one day prior to our scheduled case discussion date. Each case homework is to be no more than 3 pages, double-spaced, 12 point font, with one inch margins. Depending on the complexity of the case, each case presentation is expected to finish within 30 minutes.

榮譽與智慧 (Academic Integrity)

The University's Code of Academic Integrity is designed to ensure that the principles of academic honesty and integrity are upheld. All students are expected to adhere to this Code. Violations include: plagiarism* and exam misconduct. The NCTU Management School does not tolerate academic dishonesty. On each assignment you will be asked to write out and sign by all your team members the following pledge. "I pledge on my honor that I have not given or received any unauthorized assistance on this exam/assignment."

*Note: Make sure not to plagiarize anyone else’s work either intentionally or unintentionally. Plagiarism is defined as using someone else's words or ideas without proper attribution. The proliferation of Web pages and electronic publications makes it easy for plagiarism, accidental or otherwise, to occur. When in doubt, make sure to include a full citation either as a footnote or as a reference at the end of the paper.

V. 課程進度表(每月單周周六、日下午5:30 ~ 8:30; 交大浩然圖書館B1國際會議廳)

日期	授課老師	課程說明	教材 (個案)
09 / 05 (六)	唐瓔璋/ 周吉人	哈佛個案學習、商業談判	個案簡介: Salt Harbor鹽港地產
09 / 06 (日)	朱博湧	藍海策略、科技創業模式	Lecture: 藍海策略, Vermeer Technology (A)
09 / 19 (六)	唐瓔璋	創新產品經營模式	Product Team Cialis HW
09 / 20 (日)	馮正民	創新營運模式的淬煉	Zipcar HW
10 / 17 (六)	巫木誠	建構新事業的價值鏈	Keurig HW
10 / 18 (日)	唐瓔璋	新產品定位、市場進入與擴大	Quanta; OLPC HW
11 / 07 (六)	唐瓔璋	技術商品化、顧客需求、與創造市場價值	TiVo 2002; TiVo 2007 HW (Guest Speaker)
11 / 08 (日)	唐瓔璋	創新行銷模式 (trademark 、IP)	Rambus2005; Qualcomm HW (Guest Speaker)
11 / 21 (六)	唐瓔璋	龍頭企業寰視下的勝出策略	Intel 1968--2003; AMD HW
11 / 22 (日)	巫木誠	全球競爭策略、科技品牌	Samsung Global Marketing HW
12 / 05 (六)	陳安斌	行銷獲利模式、定價、通路	Mountain Man Brewing HW
12 / 06 (日)	鍾惠民	上市與出場決策分析	Warburg Pincus and emgs: The IPO decision HW
12 / 19 (六)	鍾惠民	創業籌資與策略	The Tale of the Lynx HW
12 / 20 (日)	巫木誠	高科技成功經驗複製新市場的挑戰	TSMC : A Global Company’s China Strategy HW (Guest Speaker)
01 / 09 (六)	唐瓔璋	內部創新、領導統御	Jack Welch; Talent machine in GE HW (Guest Speaker)
01 / 10 (日)	唐瓔璋/ 周吉人	期末課程總結	各小組心得報告 (公司或產業個案)

座位表

2008 課表

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