 |
 |
||||||||||
 |
|||||||||||
|
|||||||||||
|
 |
||||||||||
|
|||||||||||
|
|||||||||||
|
|
||||||||||
|
|||||||||||
|
|||||||||||
|
|||||||||||
|
|
|
|
|||||
             
|
 Recommended course sequence for Tuck students interested in a career in private equity or entrepreneurship.
PRIVATE EQUITY FINANCE The Private Equity Finance course is one of the most popular second-year elective courses. The objectives of the Private Equity Finance course are to: Provide an
understanding of the role of private equity in the economy, the structure
of the industry, its participants and the forces that shape its development;
Develop analytical and deal structuring techniques used in private equity;Offer
opportunities to interact with private equity professionals and learn
about their issues and challenges. Private equity investing can involve
unique risks including reduced information, lack of liquidity, minimal
regulatory protection and unproven companies. Accordingly, successful
private equity investing requires different institutions, skills and strategies
than public equity investing.The course is recommended for students interested
in private equity investing, investment banking, investment management
or entrepreneurial management. The course conceptually covers everything
from the seed funding for a start-up venture to the acquisition or buyout
of a mature business. ADVANCED ENTREPRENEURSHIP This course is integrative and experiential in nature, drawing from a broad range of business basics. Its main focus will be in-depth exposure to the process of starting and scaling an enterprise from an idea and business plan into a company. The course will cover: 1) developing a startup idea in technology, research, a small business, or a nonprofit; 2) crafting a promising execution strategy and validating market potential; 3) developing a credible business plan and delivering effective presentations, for investors if startup capital is required, or in an alternative context if bootstrapped; 4) building a team of employees, partners, and investors; 5) managing growth while effectively executing product development; 6) and marketing, sales, and operations. The class will expose students to what entrepreneurship takes in a startup context, and how integrative, entrepreneurial execution can be successfully utilized in a variety of career and work contexts. Students will formulate a plan to take an idea into execution, present and articulate elements of this plan in multiple sessions, and defend it against challenge and criticism. There will be a special effort to integrate concrete, operational, and execution-related information, to define key areas an entrepreneur should be aware of, to expose students to a variety of successful entrepreneurs, and to provide a framework of "toolkit" resources relevant to startup execution. The class will be structured to accommodate both students with a pre-existing plan and those wishing to develop of an idea. ENTREPRENEURIAL MANAGEMENT- First Year Project
FIELD STUDY IN PRIVATE EQUITY This course provides hands-on experience working with private equity practitioners and growth ventures so students can learn to plan, manage, and invest in the contexts in which they operate. Graduates lacking such experience are at a disadvantage in getting jobs at private equity firms and are less prepared to succeed when presented with private equity or growth venture opportunities. Unlike independent study, in which student teams report only to their faculty sponsors, this course requires teams to present their work to their classmates, so all may learn from each other. More specific learning objectives will depend on each project's topic.
GROWTH STRATEGIES OF EMERGING ENTERPRISES The purpose of this course is to explore the many dimensions of the process of converting new venture into a profitable and sustainable business. The course adopts a decision-making perspective on growing a new entrepreneurial venture. The basic premise is that the performance of the venture is a function of the quality of the decisions made by the entrepreneur. We will focus on the challenges confronting entrepreneurs at the growing phases. Those challenges include: expanding the scope of activities, attracting and retaining high-quality managers, developing and leveraging internal and external resources and capabilities, delegating responsibilities, attracting financing for maintaining the momentum, and updating the business model. INTRODUCTION TO ENTREPRENEURSHIP This course is designed to
provide basic education in commercialization of technology, entrepreneurship, and the starting of new business ventures.
The course will address fundamentals in major areas of conceptualizing and launching a successful new business, including:
concept development, market and competitive assessment, business plan development, team building, financing and investor
presentations, and execution. Students will be exposed to the startup process in detail. The course will combine lectures
and visiting speakers, workshop sessions, and readings. Throughout the term, participants will develop an executive
summary of a business idea, which they will present to a panel of potential investors at the conclusion of the course. Management of Life Sciences Companies
|
|||||||
 |
 |
|||||||
|
||||||||
As
part of the First Year Project, this module
provides an initial exposure to concepts central to the creation and management
of new business ventures. The class covers (1) selecting winning opportunities:
learning how to evaluate entrepreneurial ideas on the basis of potential
for success and investor interest; (2) business-plan basics: learning
the elements of a convincing business plan and how to read and dissect
business plans; and (3) introduction to venture capital and entrepreneurial
finance: learning how venture capital firms operate and basic strategies
for financing new ventures.
This mini-course will cover topics relevant to the management of the life science enterprise. Companies engaged in developing products and services in the life sciences area face a myriad of unique factors and challenges. This course will focus on the strategic and practical aspects of management in this rapidly growing and changing sector. No specific technical knowledge of the “science” behind life sciences is required. The mini- course will cover: (1) an overview of the life sciences sector—the major players and recent trends that are likely to shape the operating environment over the coming decade; (2) the business models common to the industry; (3) a close look at the Food and Drug Administration (FDA) and how the regulatory environment impacts life sciences companies; and (4) the financing of life sciences ventures. The course will make use of readings, case studies, and invited speakers in a workshop environment.