Other Entrepreneurial Course Options
Given the high interest in some of the new entrepreneurial courses, many students have not been able to get into all of their preferred courses. As we adjust for demand in upcoming quarters, we wish to highlight one entrepreneurial course that still has availability.
ENTR 965: Global Governance of Private Companies
This course counts toward the Entrepreneurship major, the International Business major, and will also satisfy the Global Elective Requirement.
This interdisciplinary course covers the entire spectrum of governance of power centers of organizations. It starts with the factors a startup should consider to determine the type of entity to form, who should be on a board of advisors/directors, and how things change as the organization raises funding and grows.
Almost all Kellogg graduates will serve as an officer and director of a U.S. or foreign organization during their careers, whether a family company, a partnership, or a company with many shareholders. Discussions cover best practices for all types of organizations as well as debating current headlines exposing bad behavior in companies of any size. Invited guests include the heads of private equity, consulting, and investment banking firms.
Entrepreneurial Experience/Independent Study
This class has been cancelled for the spring, but student teams who wish to do an independent project with an entrepreneurial company can apply directly to Professor Linda Darragh, Executive Director of KIEI.
Currently, there are three companies who would like assistance from a student team:
Lisle Technology Partners: Serial entrepreneurs recently built and sold an enterprise security business, Athena Security. They are now researching a new business concept in the "big data" space. Student team would help with researching the competitive landscape.
Innovation Factory: Stores that offer designers, engineers, architects and entrepreneurs access to the latest 3D design and printing technologies in order to design and collaborate on startup projects. Student team would work on a go-to-market strategy.
Titan Aerospace: Company is building a solar powered low earth orbit satellite that is a fraction of the cost of traditional satellites. Student team would prepare an investor deck and identify potential investors.
If you are interested in registering for the Independent Study, or for any of these projects, contact Professor Darragh at email@example.com . ______________________________________________________________________________________________________________
New Kellogg Innovation & Entrepreneurship Initiative (KIEI) Courses
Global Governance of Private Companies (ENTR-965)
Professors: James Shein, William Sutter
Governance issues must be addressed by the power centers of all organizations, ranging from startups to mid-market and other non-public companies. Almost all Kellogg graduates will serve as an officer, director and/or an advisor for one of these U.S. or foreign organizations. The aim of this interdisciplinary course is to equip students with the knowledge and skills necessary to handle controversial governance issues which often fall in the intersection of business, law and ethics. Concepts will cover key governance challenges facing private equity, consulting, investment banking and closely held firms, both in the United States and abroad. We will debate current issues and proposed regulations that affect directors in the U.S. and internationally to help executives and their advisors do the right thing and avoid liabilities. Guests will include the heads of private equity, consulting and investment banking firms.
Entrepreneurial Selling: Business to Business (MKTG-962-B)
Professor: John Aiello
Without a doubt, the biggest challenge to starting and growing a successful entrepreneurial venture is selling. Whether the sale is to early employees, prospective investors, or (of course) customers, entrepreneurs must be the chief evangelists and salespeople for their businesses. The process for Business to Business (B2B) selling is significantly different from selling to consumers (B2C). The B2B sales process is inherently more complex, time-consuming, costly and involves relationship building and contract negotiations with many stakeholders.
This course will use a unique blend of frameworks, structured content and practical experience. Topics that will be covered include: how to develop an impactful message for various targets; how to prepare for early sales calls with customer prospects; how to conduct an initial sales call; how to develop and implement a repeatable sales process; how to ask for the deal; and how to navigate a deal to close. Class lectures will be augmented by guest speakers with real world examples of topics discussed in class, role playing to practice the art and science of selling, discussion and Q&A, and written assignments to assess a student’s progress.
Innovation Lab I (ENTR-940)
Innovation Lab II (ENTR-941)
Professors: Linda Darragh, Tom Parkinson
This new experiential course is targeted to students who have business concepts that they would like to launch and that do not fit the industry sectors integrated in the existing NUvention courses (energy, web/mobile, medical, nano or social impact). The class will use the Lean Launchpad methodology and tailor the instruction to the characteristics of industries represented in the class such as consumer products & services.
A significant portion of the workload for this course will occur outside of the classroom. Students must be prepared to test and validate their business model hypotheses by engaging with potential customers and industry experts. Within the classroom, students will be encouraged to share learning experiences and help other student teams. The course work will be supplemented by guest speakers who are experts in specific industries as well functional areas related to the business model canvas. In addition, students will have access to a pool of alumni and local mentors who can assist in the development of their businesses.
Intellectual Property for Entrepreneurs
Professor: James Conley
(Tentative Course Description) This course addresses what entrepreneurs need to know to secure and leverage the intangible, knowledge based assets of their business. The course begins with a survey of various intellectual property forms for inventions, original expressions, source identifiers/brands and confidential information etc. We then explore the cost effective paths to registering these intangibles as patents, copyrights, trademarks, or secrets. Methods for leveraging IP ownership to realize investment and or exit from the business are reviewed. Case studies explore entrepreneurship challenges in the electronics accessories, sound engineering, and consumer durable contexts.
The Entrepreneurial Experience (ENTR-967)
Professor: Linda Darragh
This course offers a unique blend of theoretical constructs and practical experience as they relate to emerging businesses. Analytical methodologies and management processes used in large corporations are not directly applicable to emerging companies that are often cash and resource poor. Classroom lectures and discussion focus on growth strategies, marketing, management and financing of small enterprises given limited resources.
Classroom instruction and discussion is augmented by actual experiences with emerging ventures. Teams composed of 3-5 students will work on a specific project with a growth enterprise during the 10-week course. Projects include researching new markets, new channels and customer acquisition tactics; developing marketing and/or pricing strategies; and analyzing operations to increase efficiencies. Companies selected for the course are chosen for their proximity to Chicago so that students have the opportunity to meet and work closely with the entrepreneurs and thereby immerse themselves in an entrepreneurial environment.
Students are expected to work 6 – 8 hours out of class each week. This includes team and client meetings, independent and group research, interviews, presentation preparation and more. Individual team meetings are scheduled with the professor at least every 2 weeks.
Project management is a key focus of the class. Many of the entrepreneurs have not used consultants before and consequently, students are expected to guide the consulting process and insure that deliverables meet the client’s expectations. Part of each class is devoted to discussing strategies and actual project issues in order to arrive at desired results.
The ultimate objective of the class is to provide students with a hands-on experience in an entrepreneurial venture. This type of immersion is insightful for students considering founding a company, working in a start-up, consulting to small business and/or providing services or products to small businesses.
Entrepreneurial Tools for Digital Marketing (MKTG-961-A)
Professor: Troy Henikoff
Most people agree that the Internet has been the single biggest change to business in the last 100 years, yet very few know how to effectively leverage the web as a tool for customer acquisition, retention and growth.
This course is based on the framework of the customer relationship funnel but will focus solely on the web/mobile channel. Customer discovery and validation in the web/mobile channel involves strategies and tactics that are faster and less expensive than physical channels. Consequently, digital marketing is an integral part of both the entrepreneurial and corporate environments.
This class will be very hands on and tactical, giving you exposure to the basic concepts of UI/UX, A/B testing, conversion funnels, SEO, SEM, Google Analytics, Google Webmaster Tools and much more. Expect to be working in groups in practical settings. There is not a textbook for this class, guest speakers and lectures will provide the information, and hands on exercises will provide the learning.
The Entrepreneurial Firm: Building the Winning Team (MORS-952-B)
Professor: Joe Dwyer
Most venture capitalists will agree that the key determinant of success in an early stage company is the management team. In an environment where formal business plans are of little help and ideation continues around the development of the right business model, management teams must be innovative, resourceful and adaptive. People, not plans, define outcomes.
But attracting, coordinating, and encouraging the right co-founders and employees is incredibly tricky, even when you're not faced with scarce resources and deep uncertainty.
This five-week course explores the factors that define high-functioning teams, and offers frameworks and approaches to assembling, motivating, and coordinating effective teams in highly fluid and challenging contexts. Topics include the psychology of teams, legal aspects of team building, and how to divide responsibility, compensation, and equity among the founders.
Culture is key to sustainable success in the face of evolving needs, crises, and opportunities. We leverage a powerful intent-driven framework designed to define and grow corporate cultures to create lasting value. The goal is a repeatable methodology for achieving a “flow state” of innovation bringing together founders, employees, customers, and investors to achieve extraordinary outcomes.
Entrepreneurship & New Venture Formation (ENTR-462)
Professors: Carter Cast, Troy Henikoff, David Schonthal
This new version of 462 will focus on the initial stages of idea generation, team formation and testing key assumptions of a business idea. Through this ‘launchpad’ course students will determine if their ideas are unique, relevant, profitable, and sustainable. At the end of the course, If students have a credible business concept they will be encouraged to enroll in the NUvention courses or Kellogg mentorship programs in subsequent quarters. Students enrolling in 462 do not need a team or a fully developed business idea. Grading will be on an individual basis.
Content of the course will focus on the ‘discovery’ process, often referred to as Stage Zero in the innovation process. This is perhaps the most important moment in the life of a business. Get the idea right and your primary challenge will be how to scale your business. Get the idea wrong and scaling your business will be the least of your worries. This course is designed to help you identify opportunities and then improve the quality of your ideas. You will learn how to identify problems worth solving, test your assumptions about possible solutions, adjust your initial hypothesis based on market feedback, and ultimately accelerate the time between inspiration, execution, operations, and growth.