This document is a syllabus for the course FINAN 6310 Advanced Venture Capital: Financing New Ventures. The key points are:
- The course will cover raising capital for new businesses, focusing on the company, context, investors, and deal terms. Students will learn about venture opportunities, pitching to investors, and deal structures.
- Grading will be based on quizzes, a midterm exam, case analyses, and a fundraising pitch presentation. The largest components are participation, the fundraising pitch, and case analyses.
- Students will take on the role of analysts, evaluating case studies of businesses and investment opportunities. They will provide a recommendation to "buy" or "sell" the
This document outlines the syllabus for a course on venture capital and financing new ventures. The course will consist of 5 modules delivered online over 15 weeks. It will include videos, readings, quizzes, discussions, and team projects. Students will learn about evaluating investment opportunities from the perspective of venture capitalists. They will analyze an actual case study and develop a business plan as a team project. The goal is for students to gain confidence in assessing risks and making financial decisions regarding new ventures. Assessment will include quizzes, discussions, a business plan presentation, peer reviews, and a final exam.
Lecture 3: The Entrepreneur Model | Adv. Venture Capital-FINAN 6310 | Chad Ja...Chad Jardine
The document appears to be from a course on venture capital and financing new ventures. It includes slides on topics like the entrepreneur's journey, different funding options for startups at various stages, equity valuation and financing rounds, and considerations for when to sell stock after an IPO. Sample slides discuss structuring a new company, matching it with appropriate investors over time, how equity is allocated during funding rounds from bootstrap to IPO, and factors that influence when founders and early investors should sell their stock.
Lecture 4: How VC funds work | Adv. Venture Capital-FINAN 6310 | Chad Jardine...Chad Jardine
Section 4: How venture capital funds work
This video is part of a series of lectures by Chad Jardine, teaching FINAN 6310, Adv. Venture Capital at the University of Utah, 2008–.
This video series is NOT a complete online course of itself (with context, exercises, examinations, etc.), but it contains lecture content from FINAN 6310 Advanced Venture Capital, which builds on the concepts introduced in FINAN 6300 and further develops the language, skills, know-how, concepts, attitudes and information surrounding raising capital for new and growing businesses. We’ll focus on four dimensions of funding a new venture: Company, Context, Investors and the terms of the Deal.
This course aims to increase your odds for success in dealing with investors, by learning to think like one. In addition to becoming familiar with the process of financing a new venture, the course focuses on how to build fundamental value within a company and increase a new venture’s investment worthiness. These include concepts like the importance of the opportunity, favorable deal structure, clear customer acquisition strategy, presentation of current and projected financials, mitigating the four components of risk, legal and capital structures, venture capital, private placements, initial public offerings (IPO), mezzanine debt, preferred stock, warrants and other forms of new venture financing.
How to Prepare Your Startup for Venture Capital Investmentideatoipo
Getting venture capital funding is the ultimate yet often elusive goal of many Silicon Valley startups. Venture capital funding dramatically improves a startup's chances of having a big IPO or buy out exit. Most startups at their inception have the hope, if not the expectation, that they will eventually receive venture capital funding.
In the current environment, venture capital funding has become more competitive, but it is still available. This presentation will cover what a startup should do to prepare for venture funding, what essential steps to take, what venture capitalists expect and how to avoid venture capital deal breakers.
Lecture 9: Term Sheets | Adv. Venture Capital-FINAN 6310 | Chad Jardine, Univ...Chad Jardine
Section 9: Term Sheets
This presentation is part of a series of lectures by Chad Jardine, teaching FINAN 6310, Adv. Venture Capital at the University of Utah, 2008–.
This video series is NOT a complete online course of itself (with context, exercises, examinations, etc.), but it contains lecture content from FINAN 6310 Advanced Venture Capital, which builds on the concepts introduced in FINAN 6300 and further develops the language, skills, know-how, concepts, attitudes and information surrounding raising capital for new and growing businesses. We’ll focus on four dimensions of funding a new venture: Company, Context, Investors and the terms of the Deal.
This course aims to increase your odds for success in dealing with investors, by learning to think like one. In addition to becoming familiar with the process of financing a new venture, the course focuses on how to build fundamental value within a company and increase a new venture’s investment worthiness. These include concepts like the importance of the opportunity, favorable deal structure, clear customer acquisition strategy, presentation of current and projected financials, mitigating the four components of risk, legal and capital structures, venture capital, private placements, initial public offerings (IPO), mezzanine debt, preferred stock, warrants and other forms of new venture financing.
Angel investors provide the majority of early stage funding for startups. They are high net worth individuals who invest their own money in companies, often locally, and typically invest between $25,000-$500,000. Angels fill an important role by providing the earliest professional funding for startups between friends/family and venture capital. They invest at the seed and startup stages where 90% of outside equity comes from angels.
Capital investments involve a long-term commitment of funds.
Investments must earn a reasonable rate of return.
The process should include a plan for encouraging and rewarding employees for submitting proposals.
This document outlines the syllabus for a course on venture capital and financing new ventures. The course will consist of 5 modules delivered online over 15 weeks. It will include videos, readings, quizzes, discussions, and team projects. Students will learn about evaluating investment opportunities from the perspective of venture capitalists. They will analyze an actual case study and develop a business plan as a team project. The goal is for students to gain confidence in assessing risks and making financial decisions regarding new ventures. Assessment will include quizzes, discussions, a business plan presentation, peer reviews, and a final exam.
Lecture 3: The Entrepreneur Model | Adv. Venture Capital-FINAN 6310 | Chad Ja...Chad Jardine
The document appears to be from a course on venture capital and financing new ventures. It includes slides on topics like the entrepreneur's journey, different funding options for startups at various stages, equity valuation and financing rounds, and considerations for when to sell stock after an IPO. Sample slides discuss structuring a new company, matching it with appropriate investors over time, how equity is allocated during funding rounds from bootstrap to IPO, and factors that influence when founders and early investors should sell their stock.
Lecture 4: How VC funds work | Adv. Venture Capital-FINAN 6310 | Chad Jardine...Chad Jardine
Section 4: How venture capital funds work
This video is part of a series of lectures by Chad Jardine, teaching FINAN 6310, Adv. Venture Capital at the University of Utah, 2008–.
This video series is NOT a complete online course of itself (with context, exercises, examinations, etc.), but it contains lecture content from FINAN 6310 Advanced Venture Capital, which builds on the concepts introduced in FINAN 6300 and further develops the language, skills, know-how, concepts, attitudes and information surrounding raising capital for new and growing businesses. We’ll focus on four dimensions of funding a new venture: Company, Context, Investors and the terms of the Deal.
This course aims to increase your odds for success in dealing with investors, by learning to think like one. In addition to becoming familiar with the process of financing a new venture, the course focuses on how to build fundamental value within a company and increase a new venture’s investment worthiness. These include concepts like the importance of the opportunity, favorable deal structure, clear customer acquisition strategy, presentation of current and projected financials, mitigating the four components of risk, legal and capital structures, venture capital, private placements, initial public offerings (IPO), mezzanine debt, preferred stock, warrants and other forms of new venture financing.
How to Prepare Your Startup for Venture Capital Investmentideatoipo
Getting venture capital funding is the ultimate yet often elusive goal of many Silicon Valley startups. Venture capital funding dramatically improves a startup's chances of having a big IPO or buy out exit. Most startups at their inception have the hope, if not the expectation, that they will eventually receive venture capital funding.
In the current environment, venture capital funding has become more competitive, but it is still available. This presentation will cover what a startup should do to prepare for venture funding, what essential steps to take, what venture capitalists expect and how to avoid venture capital deal breakers.
Lecture 9: Term Sheets | Adv. Venture Capital-FINAN 6310 | Chad Jardine, Univ...Chad Jardine
Section 9: Term Sheets
This presentation is part of a series of lectures by Chad Jardine, teaching FINAN 6310, Adv. Venture Capital at the University of Utah, 2008–.
This video series is NOT a complete online course of itself (with context, exercises, examinations, etc.), but it contains lecture content from FINAN 6310 Advanced Venture Capital, which builds on the concepts introduced in FINAN 6300 and further develops the language, skills, know-how, concepts, attitudes and information surrounding raising capital for new and growing businesses. We’ll focus on four dimensions of funding a new venture: Company, Context, Investors and the terms of the Deal.
This course aims to increase your odds for success in dealing with investors, by learning to think like one. In addition to becoming familiar with the process of financing a new venture, the course focuses on how to build fundamental value within a company and increase a new venture’s investment worthiness. These include concepts like the importance of the opportunity, favorable deal structure, clear customer acquisition strategy, presentation of current and projected financials, mitigating the four components of risk, legal and capital structures, venture capital, private placements, initial public offerings (IPO), mezzanine debt, preferred stock, warrants and other forms of new venture financing.
Angel investors provide the majority of early stage funding for startups. They are high net worth individuals who invest their own money in companies, often locally, and typically invest between $25,000-$500,000. Angels fill an important role by providing the earliest professional funding for startups between friends/family and venture capital. They invest at the seed and startup stages where 90% of outside equity comes from angels.
Capital investments involve a long-term commitment of funds.
Investments must earn a reasonable rate of return.
The process should include a plan for encouraging and rewarding employees for submitting proposals.
Fatfish Internet (ASX:FFG) Investor Presentation (Apr 2018)Kin-Wai Lau
Fatfish Internet Group is an Australian venture builder that invests in consumer internet and blockchain/crypto businesses. It has a portfolio of 13 consumer internet companies generating over $30M annually. It is also investing in cryptocurrency exchanges, mining operations, and an ICO advisory firm. Fatfish aims to help its ventures grow and pursue IPOs or acquisitions to generate shareholder value. It has regional hubs in Australia, Singapore, Sweden, and Malaysia and access to talent and capital markets across Asia and Europe.
University of Technology Sydney, 2May15Mathias Kopp
This document provides information about angel investing and the Sydney Angels group. It discusses what angel investors and angel groups are, and describes typical characteristics of Australian angel investors. It then outlines the Sydney Angels investment process, portfolio characteristics, and tips for successful pitches to angel investors. The Sydney Angels group has grown to be Australia's largest angel association and has made close to 40 investments to date, playing an important role in Australia's startup ecosystem.
The document discusses various methods for valuing start-up companies, including the asset approach, discounted cash flow (DCF) analysis, and price-earnings ratio. It notes that the asset approach is not suitable for start-ups, while DCF and price-earnings ratio methods are better suited but still difficult given the high risk and lack of financial history for most start-ups. Angel and VC investors typically use valuation approaches that emphasize ownership percentage over precise valuation figures early on, with valuations often in the $1-2 million range for seed or Series A funding.
Understanding Angel & Venture Term Sheets: A Play in 3 ActsThe Capital Network
This document summarizes a potential seed investment round for SpeedyCharge, a startup developing a device to speed up electric vehicle charging times. It outlines the key events and terms being negotiated between the founders (Dinesh Melwani and JiWon Park) and a potential seed investor (Will Perkins).
In Act I, the founders present their initial capitalization table allocating 900,000 shares (90%) to themselves and leaving 100,000 shares (10%) for an option pool. In Act II, terms like convertible notes, preferred stock, valuation, and option plans are discussed. In Act III, other important investment terms are brought up such as board seats, information rights, and legal expenses. The document
Research Results: UCT Graduate School of Business Alumni Angel Investing Int...Sarah-Anne Alman
The lack of funding for early stage startups is one of the major problems for entrepreneurs in emerging markets. There’s a limited number of local Angel Investors in South Africa and their growth has not been proportionate with the increasing number of startups in the local ecosystem.
The Solution Space, along with the GSB Entrepreneurship Club, set out to understand whether GSB Alumni are interested in forming a dedicated GSB Angel Investor Network that provides funding to South African startups in the seed and startup phase.
SI second day power point financial managementHenry Tep
This document provides an agenda and overview for a supplemental instruction session for a finance course. The objective is to master key concepts from Chapter 1. The agenda includes filling out a learning assistance center card, doing a warm-up pictionary activity, defining key terminology, having group discussions, an end of day quiz, and a get to know you survey. Key terminology that will be defined includes the Sarbanes-Oxley Act, different business forms, intrinsic value, stockholder wealth maximization, and ethics. There will also be group discussions around scenarios involving setting CEO compensation, choosing between investment projects, and considering debtholder vs. stockholder interests. Homework questions from Chapter 1 will also be reviewed.
Michael, Ryan, and Dwight have been selected as potential co-founders for a new social media startup called WUPHF. Michael has an MBA and management experience, Ryan has technical skills in software engineering, and Dwight has experience in logistics. However, the document outlines several legal issues that should be addressed when working with co-founders, such as properly splitting equity shares, establishing vesting schedules, handling potential immigration issues, and determining roles and responsibilities. It is important for the founders to structure the company carefully and set clear expectations to help prevent future disputes.
Termsheets are formal documents that outline the key terms of an investment deal between a startup and venture capital firm. They include details such as the valuation of the startup, the amount of funding being provided, whether the VC will take board seats, and how shareholder dilution will work. Termsheets are non-binding but serve as an overview of the proposed fundraising deal before legally binding documents are drafted. A sample termsheet is then provided from firstcheque.vc as an example of the type of information typically included.
The document provides 5 rules for managing pay during a period of increased hiring. The rules are to: 1) Separate compensation for temporary versus permanent employees; 2) Understand the company's compensation philosophy; 3) Emphasize value sharing for both short and long-term performance; 4) Keep compensation plans simple but with a dual focus on short and long-term goals; and 5) Ensure compensation strategies remain flexible to changing economic conditions.
The document discusses how financial advisors can use AdviceIQ to connect with and promote themselves to potential new clients. It notes that over 50 million US households do not have a financial advisor and outlines challenges both consumers and advisors face in finding each other. AdviceIQ aims to improve this process by publishing daily financial articles that also promote advisors, and by featuring advisor profiles and credentials to help consumers source trusted advisors. The document encourages advisors to join AdviceIQ to enhance their digital brand, understand competition, and showcase themselves as a local resource to attract new clients.
This document provides guidance on securing board seats. It discusses developing credentials through organizations like NACD and ACCD. Having governance certification and experience listed in proxy statements can strengthen applications. Cover letters, bios, resumes, and LinkedIn profiles should emphasize one's value proposition and fit for a board. Networking widely and getting quality referrals increases odds of opportunities. Thorough preparation and having answers to common interview questions also helps one stand out. Ultimately, fit is as important as credentials for landing a board seat.
David Weekly's Angel Investment Deck. Meant as an introduction to investing in US-based companies as an accredited investor. Covers Angel List, syndicates, syndicate funds, venture capital, common risks and pitfalls.
NOTE: Does not constitute legal or financial advice and is not a solicitation for investment.
The document provides an overview of various topics related to landing positions in private equity, including:
- Different types of positions in private equity like operating partner, principal, portfolio company CEO.
- How to market yourself effectively to private equity firms by highlighting relevant experience, skills, and track record of value creation rather than just tenure.
- An overview of the private equity industry including the top firms, typical funds and returns, and the investment process from sourcing deals to harvesting returns.
- Strategies for positioning yourself for private equity roles, including marketing yourself proactively, optimizing your online presence, and starting with service firms to build relevant experience.
The document provides biographies of four speakers at a TCN FastTrack event on valuing early stage companies: Jeremy Halpern, Enrico Picozza, Bill McCullen, and Joshua Herzig-Marx. It then discusses common sources of early stage capital like bootstrapping, equity financing from angels and VCs, and types of equity investment vehicles. Finally, it covers topics like avoiding the "capital gap" and how dilution works as valuation increases.
This presentation given to entrepreneur graduates of a recent cohort of ACCES Employment outlines the importance of selecting a mentor and either having advisors or creating a Advisory Board before a founder raises professional capital. Then we delve into the various capital raising alternates that include Angel and VC.
Introduction
Finding The Perfect Mentor
Advisory Boards
Financing Alternatives
Who Accesses Equity Financing
The 5W’s of Angel Investing
Angel Network in Canada
The Entrepreneur's Benefits
Pros and Cons of Accessing Venture Capital
Some Pitfalls to Avoid
Market Trends
The Private Equity Play by Mike Lorelli (PDF)Mike Lorelli
This document outlines a 100-day plan for a private equity firm's investment in a nutrition company called Project NTL. The plan focuses on rapidly improving revenue through initiatives targeting the base business, international sales, and herbal/tea products. It also aims to make capital work harder by reallocating underperforming assets. The private equity firm intends to create value faster than the previous ownership by prioritizing execution and an 80/100 rapid change approach over long-term theoretical solutions.
Co-founder of Hack Upstate, Mitchell Patterson presents the basics of raising capital. From Sources of Seed Capital, How to Prepare, The Pitch, and what to do once you receive funding.
This document provides guidance on implementing a simple planned giving program with minimal resources. It recommends starting by establishing basic infrastructure like sample bequest language and policies for accepting different types of gifts. Specific gift options that could be promoted include pooled income funds, charitable gift annuities, and charitable remainder trusts. The document also offers tips on evaluating the program and expanding it over time if successful in generating interest and planned gifts.
Collective Investments Jan 2015 - Goals Based InvestingDeslin Naidoo, CFA
This document discusses goals-based investing and how it differs from traditional approaches. Goals-based investing focuses on achieving specific life goals for investors rather than solely maximizing returns or beating benchmarks. It involves identifying an investor's goals, prioritizing them, setting timelines, and structuring investment plans around achieving those goals. This helps highlight the realistic ability of a goal being achieved given the investor's risk tolerance and available opportunities. The document also discusses some of the challenges of transitioning to goals-based investing from traditional approaches and different investment strategies used for goals-based investing.
Building a Successful Money Management BusinessCale Smith
This document provides an overview of Cale Smith's presentation on building a successful money management business from the ground up. Cale is the founder of Islamorada Investment Management, a value investing firm with two funds. He discusses the stages of growing a one-man firm, focusing initially on putting up good numbers and serving investors. Cale also outlines his approach of creating "Spoke Funds", which are more transparent and affordable alternatives to traditional mutual funds and hedge funds. The presentation covers best practices and key tools for operations, compliance, marketing and growing assets in a sustainable way.
Page 1 Kaplan Business School Assessment Outline
Assessment 4 Information
Subject Code: MBA603
Subject Name: New Venture Capital Raising
Assessment Title: Capital Raising Strategy for Business
Assessment Type: Individual Presentation and Written Summary
Presentation
Length:
8-10 Minutes (+/-10%)
Number of Slides 10 Slides (+/-10%)
Word Count 800 Words (+/-10%)
Weighting: 30%
Total Marks: 100
Submission: Oral presentation in class; Written Summary via TurnItIn
Due Date:
Oral Presentation in Class in Week 12
Written Summary through Turnitin by Tuesday, Week 12 23:55pm
AEDT
Your Task
The purpose of Assessment 4 is to create a capital raising plan for your start-up.
Assessment Description
Learning Outcome 1: Critically analyse corporate ventures.
Assessment Instructions
Using your own company or a start-up idea, estimate how much money you will need at various stages
of your company’s development, based on your financial projections. If you do not have you own start
up you can negotiate with your lecturer to chose an existing start up. Your financial projections will
help guide you when considering how to stage your finding round. The following table will help you
formulate your strategy.
Stage of
Development
Amount of
Money
Needed at
this Stage
Potential Source What is the Money For Percent
ownership willing
to give up in round
Founder’s
percent
ownership
Bootstrapping $5000 Founders personal
savings, credit card,
family & friends
Developing skeleton
website, hiring someone
to developing website,
business planning
0% 100%
Seed $10000 Reward Based
Crowdfunding
To further develop
prototype, pre-sales
0% 100%
Seed $50000 Accelerator (no
equity)
Mentoring; develop
concept in more detail
5% 95%
Seed $100000 Angel Investors Fully function
operations, hire key
personnel, marketing
15% 80%
Expansion
(Series A)
$500,000 Angel Investors Expand to overseas
market
20% 60%
It is important that you give an overview of your company as well as the target market, strategies, etc.
Page 2 Kaplan Business School Assessment Outline
to set a context for the capital raising strategy. A template of the slide deck can also be found on the
portal.
Students must have a minimum of six (6) references which can include references supporting the
reason / justification to pursue a specific capital source, the URLs to accelerators, angel groups, etc.
Additionally, students will have the opportunity to present to an angel investor or mentor their capital
raising strategy as if they were interviewing to be part of an accelerator / incubator. This will be by
invitation only.
Submission mode
Face to Face Students
You will present your capital raising plan to the class in class in Week 12. This individual presentation
should be between 9-.
OL 421 Midway Company Performance Summary Guidelines and Rub.docxcherishwinsland
The document provides guidelines for an OL 421 capstone project consisting of two components: 1) an executive summary analyzing the progression of the student's company from Capsim simulation rounds 1 through 3; and 2) a reflection on business communication skills, collaboration, and the capstone experience. The executive summary must include sections on company progress, current situation (SWOT analysis), future plans, challenges, and global expansion considerations. The reflection addresses skills practiced in the capstone and business core courses. Students are assessed on demonstrating business concepts through both components.
Fatfish Internet (ASX:FFG) Investor Presentation (Apr 2018)Kin-Wai Lau
Fatfish Internet Group is an Australian venture builder that invests in consumer internet and blockchain/crypto businesses. It has a portfolio of 13 consumer internet companies generating over $30M annually. It is also investing in cryptocurrency exchanges, mining operations, and an ICO advisory firm. Fatfish aims to help its ventures grow and pursue IPOs or acquisitions to generate shareholder value. It has regional hubs in Australia, Singapore, Sweden, and Malaysia and access to talent and capital markets across Asia and Europe.
University of Technology Sydney, 2May15Mathias Kopp
This document provides information about angel investing and the Sydney Angels group. It discusses what angel investors and angel groups are, and describes typical characteristics of Australian angel investors. It then outlines the Sydney Angels investment process, portfolio characteristics, and tips for successful pitches to angel investors. The Sydney Angels group has grown to be Australia's largest angel association and has made close to 40 investments to date, playing an important role in Australia's startup ecosystem.
The document discusses various methods for valuing start-up companies, including the asset approach, discounted cash flow (DCF) analysis, and price-earnings ratio. It notes that the asset approach is not suitable for start-ups, while DCF and price-earnings ratio methods are better suited but still difficult given the high risk and lack of financial history for most start-ups. Angel and VC investors typically use valuation approaches that emphasize ownership percentage over precise valuation figures early on, with valuations often in the $1-2 million range for seed or Series A funding.
Understanding Angel & Venture Term Sheets: A Play in 3 ActsThe Capital Network
This document summarizes a potential seed investment round for SpeedyCharge, a startup developing a device to speed up electric vehicle charging times. It outlines the key events and terms being negotiated between the founders (Dinesh Melwani and JiWon Park) and a potential seed investor (Will Perkins).
In Act I, the founders present their initial capitalization table allocating 900,000 shares (90%) to themselves and leaving 100,000 shares (10%) for an option pool. In Act II, terms like convertible notes, preferred stock, valuation, and option plans are discussed. In Act III, other important investment terms are brought up such as board seats, information rights, and legal expenses. The document
Research Results: UCT Graduate School of Business Alumni Angel Investing Int...Sarah-Anne Alman
The lack of funding for early stage startups is one of the major problems for entrepreneurs in emerging markets. There’s a limited number of local Angel Investors in South Africa and their growth has not been proportionate with the increasing number of startups in the local ecosystem.
The Solution Space, along with the GSB Entrepreneurship Club, set out to understand whether GSB Alumni are interested in forming a dedicated GSB Angel Investor Network that provides funding to South African startups in the seed and startup phase.
SI second day power point financial managementHenry Tep
This document provides an agenda and overview for a supplemental instruction session for a finance course. The objective is to master key concepts from Chapter 1. The agenda includes filling out a learning assistance center card, doing a warm-up pictionary activity, defining key terminology, having group discussions, an end of day quiz, and a get to know you survey. Key terminology that will be defined includes the Sarbanes-Oxley Act, different business forms, intrinsic value, stockholder wealth maximization, and ethics. There will also be group discussions around scenarios involving setting CEO compensation, choosing between investment projects, and considering debtholder vs. stockholder interests. Homework questions from Chapter 1 will also be reviewed.
Michael, Ryan, and Dwight have been selected as potential co-founders for a new social media startup called WUPHF. Michael has an MBA and management experience, Ryan has technical skills in software engineering, and Dwight has experience in logistics. However, the document outlines several legal issues that should be addressed when working with co-founders, such as properly splitting equity shares, establishing vesting schedules, handling potential immigration issues, and determining roles and responsibilities. It is important for the founders to structure the company carefully and set clear expectations to help prevent future disputes.
Termsheets are formal documents that outline the key terms of an investment deal between a startup and venture capital firm. They include details such as the valuation of the startup, the amount of funding being provided, whether the VC will take board seats, and how shareholder dilution will work. Termsheets are non-binding but serve as an overview of the proposed fundraising deal before legally binding documents are drafted. A sample termsheet is then provided from firstcheque.vc as an example of the type of information typically included.
The document provides 5 rules for managing pay during a period of increased hiring. The rules are to: 1) Separate compensation for temporary versus permanent employees; 2) Understand the company's compensation philosophy; 3) Emphasize value sharing for both short and long-term performance; 4) Keep compensation plans simple but with a dual focus on short and long-term goals; and 5) Ensure compensation strategies remain flexible to changing economic conditions.
The document discusses how financial advisors can use AdviceIQ to connect with and promote themselves to potential new clients. It notes that over 50 million US households do not have a financial advisor and outlines challenges both consumers and advisors face in finding each other. AdviceIQ aims to improve this process by publishing daily financial articles that also promote advisors, and by featuring advisor profiles and credentials to help consumers source trusted advisors. The document encourages advisors to join AdviceIQ to enhance their digital brand, understand competition, and showcase themselves as a local resource to attract new clients.
This document provides guidance on securing board seats. It discusses developing credentials through organizations like NACD and ACCD. Having governance certification and experience listed in proxy statements can strengthen applications. Cover letters, bios, resumes, and LinkedIn profiles should emphasize one's value proposition and fit for a board. Networking widely and getting quality referrals increases odds of opportunities. Thorough preparation and having answers to common interview questions also helps one stand out. Ultimately, fit is as important as credentials for landing a board seat.
David Weekly's Angel Investment Deck. Meant as an introduction to investing in US-based companies as an accredited investor. Covers Angel List, syndicates, syndicate funds, venture capital, common risks and pitfalls.
NOTE: Does not constitute legal or financial advice and is not a solicitation for investment.
The document provides an overview of various topics related to landing positions in private equity, including:
- Different types of positions in private equity like operating partner, principal, portfolio company CEO.
- How to market yourself effectively to private equity firms by highlighting relevant experience, skills, and track record of value creation rather than just tenure.
- An overview of the private equity industry including the top firms, typical funds and returns, and the investment process from sourcing deals to harvesting returns.
- Strategies for positioning yourself for private equity roles, including marketing yourself proactively, optimizing your online presence, and starting with service firms to build relevant experience.
The document provides biographies of four speakers at a TCN FastTrack event on valuing early stage companies: Jeremy Halpern, Enrico Picozza, Bill McCullen, and Joshua Herzig-Marx. It then discusses common sources of early stage capital like bootstrapping, equity financing from angels and VCs, and types of equity investment vehicles. Finally, it covers topics like avoiding the "capital gap" and how dilution works as valuation increases.
This presentation given to entrepreneur graduates of a recent cohort of ACCES Employment outlines the importance of selecting a mentor and either having advisors or creating a Advisory Board before a founder raises professional capital. Then we delve into the various capital raising alternates that include Angel and VC.
Introduction
Finding The Perfect Mentor
Advisory Boards
Financing Alternatives
Who Accesses Equity Financing
The 5W’s of Angel Investing
Angel Network in Canada
The Entrepreneur's Benefits
Pros and Cons of Accessing Venture Capital
Some Pitfalls to Avoid
Market Trends
The Private Equity Play by Mike Lorelli (PDF)Mike Lorelli
This document outlines a 100-day plan for a private equity firm's investment in a nutrition company called Project NTL. The plan focuses on rapidly improving revenue through initiatives targeting the base business, international sales, and herbal/tea products. It also aims to make capital work harder by reallocating underperforming assets. The private equity firm intends to create value faster than the previous ownership by prioritizing execution and an 80/100 rapid change approach over long-term theoretical solutions.
Co-founder of Hack Upstate, Mitchell Patterson presents the basics of raising capital. From Sources of Seed Capital, How to Prepare, The Pitch, and what to do once you receive funding.
This document provides guidance on implementing a simple planned giving program with minimal resources. It recommends starting by establishing basic infrastructure like sample bequest language and policies for accepting different types of gifts. Specific gift options that could be promoted include pooled income funds, charitable gift annuities, and charitable remainder trusts. The document also offers tips on evaluating the program and expanding it over time if successful in generating interest and planned gifts.
Collective Investments Jan 2015 - Goals Based InvestingDeslin Naidoo, CFA
This document discusses goals-based investing and how it differs from traditional approaches. Goals-based investing focuses on achieving specific life goals for investors rather than solely maximizing returns or beating benchmarks. It involves identifying an investor's goals, prioritizing them, setting timelines, and structuring investment plans around achieving those goals. This helps highlight the realistic ability of a goal being achieved given the investor's risk tolerance and available opportunities. The document also discusses some of the challenges of transitioning to goals-based investing from traditional approaches and different investment strategies used for goals-based investing.
Building a Successful Money Management BusinessCale Smith
This document provides an overview of Cale Smith's presentation on building a successful money management business from the ground up. Cale is the founder of Islamorada Investment Management, a value investing firm with two funds. He discusses the stages of growing a one-man firm, focusing initially on putting up good numbers and serving investors. Cale also outlines his approach of creating "Spoke Funds", which are more transparent and affordable alternatives to traditional mutual funds and hedge funds. The presentation covers best practices and key tools for operations, compliance, marketing and growing assets in a sustainable way.
Page 1 Kaplan Business School Assessment Outline
Assessment 4 Information
Subject Code: MBA603
Subject Name: New Venture Capital Raising
Assessment Title: Capital Raising Strategy for Business
Assessment Type: Individual Presentation and Written Summary
Presentation
Length:
8-10 Minutes (+/-10%)
Number of Slides 10 Slides (+/-10%)
Word Count 800 Words (+/-10%)
Weighting: 30%
Total Marks: 100
Submission: Oral presentation in class; Written Summary via TurnItIn
Due Date:
Oral Presentation in Class in Week 12
Written Summary through Turnitin by Tuesday, Week 12 23:55pm
AEDT
Your Task
The purpose of Assessment 4 is to create a capital raising plan for your start-up.
Assessment Description
Learning Outcome 1: Critically analyse corporate ventures.
Assessment Instructions
Using your own company or a start-up idea, estimate how much money you will need at various stages
of your company’s development, based on your financial projections. If you do not have you own start
up you can negotiate with your lecturer to chose an existing start up. Your financial projections will
help guide you when considering how to stage your finding round. The following table will help you
formulate your strategy.
Stage of
Development
Amount of
Money
Needed at
this Stage
Potential Source What is the Money For Percent
ownership willing
to give up in round
Founder’s
percent
ownership
Bootstrapping $5000 Founders personal
savings, credit card,
family & friends
Developing skeleton
website, hiring someone
to developing website,
business planning
0% 100%
Seed $10000 Reward Based
Crowdfunding
To further develop
prototype, pre-sales
0% 100%
Seed $50000 Accelerator (no
equity)
Mentoring; develop
concept in more detail
5% 95%
Seed $100000 Angel Investors Fully function
operations, hire key
personnel, marketing
15% 80%
Expansion
(Series A)
$500,000 Angel Investors Expand to overseas
market
20% 60%
It is important that you give an overview of your company as well as the target market, strategies, etc.
Page 2 Kaplan Business School Assessment Outline
to set a context for the capital raising strategy. A template of the slide deck can also be found on the
portal.
Students must have a minimum of six (6) references which can include references supporting the
reason / justification to pursue a specific capital source, the URLs to accelerators, angel groups, etc.
Additionally, students will have the opportunity to present to an angel investor or mentor their capital
raising strategy as if they were interviewing to be part of an accelerator / incubator. This will be by
invitation only.
Submission mode
Face to Face Students
You will present your capital raising plan to the class in class in Week 12. This individual presentation
should be between 9-.
OL 421 Midway Company Performance Summary Guidelines and Rub.docxcherishwinsland
The document provides guidelines for an OL 421 capstone project consisting of two components: 1) an executive summary analyzing the progression of the student's company from Capsim simulation rounds 1 through 3; and 2) a reflection on business communication skills, collaboration, and the capstone experience. The executive summary must include sections on company progress, current situation (SWOT analysis), future plans, challenges, and global expansion considerations. The reflection addresses skills practiced in the capstone and business core courses. Students are assessed on demonstrating business concepts through both components.
This document outlines the requirements for a business plan presentation project assigned in an Introduction to Business course. Students will form groups of up to 4 members and develop a business plan for a business idea they select. Each group will give a 10-minute presentation on their business plan, covering topics like the business background, market analysis, marketing strategies, management strategies, and financial plan. Students will be assessed based on the content and delivery of their group presentation, as well as individual contributions and presentation skills. Guidelines are provided on the presentation content and format, as well as research and citation requirements.
This document provides the syllabus for an Entrepreneurial Finance course. It outlines the course objectives, which are to sharpen skills in identifying business opportunities, estimating resource needs, securing financing, and managing resources. The course will cover assessing financial performance, financial planning, external financing needs, business valuation, venture capital terms and agreements, and IPOs. Students will complete case assignments on specific companies. The syllabus details grading criteria, required materials, recommended reading, class schedule and assignment due dates.
The document discusses how to prepare and present an effective business case. It explains that a business case makes the business reason for a project clear to decision makers and provides information for them to determine if the project should be funded. The document outlines what should be included in a business case such as the project description, costs, benefits, risks, and implementation plan. It also provides guidance on how to present the business case by knowing the audience and tailoring the presentation to their decision making style.
The document outlines the process for a wealth management team to develop a profile that introduces themselves to clients and prospects. It includes creating bios for each team member, defining roles and responsibilities, identifying any gaps in services, and establishing centers of expertise either within or outside of the team. It also describes developing a consultative process through repetitive discovery meetings, investment plan presentations, and mutual commitment meetings to engage clients over time. The goal is to clearly define what the team does and how they do it to effectively serve clients.
Assignment 1 Models for Competitive DynamicsDue Week 2 and wort.docxfelicitytaft14745
Assignment 1: Models for Competitive Dynamics
Due Week 2 and worth 105 points
Competition has, since the 90s, led to wider gaps between industry leaders and laggards. There are more “winner-take-all” environments and greater churns among industry sector rivals. We have witnessed sharp increases in quality and quantity of IT (Information Technology) investments. We’ve seen striking competitive dynamics, particularly in sectors that spend the most on IT. Some of the competitive dynamics models include the Destroy Your Business (DYB) strategy, the Grow Your Business (GYB) strategy, the Information Systems (IS) and strategic advantage, and the social business strategy.
Write a four to five page paper in which you:
1. Compare and contrast the DYB and GYB strategies in terms of the ability to sustain a business in the marketplace over the long term, to be competitive against rivals, and profitability.
2. Examine the “cannibalization” strategy and determine if it is or is not a better strategy compared to the DYB strategy for growth, competitiveness, and market leadership. Provide two business examples.
3. Determine whether or not changes in business strategy should entail reassessment of IS. Provide three reasons to support your position.
4. Examine how firms can use social IT in alignment with organizational strategy and IS strategy. Consider collaborative capabilities; and what, how, and who should use social IT for a social business strategy.
5. Use at three quality resources in this assignment. Note: Wikipedia and similar websites do not qualify as quality resources.
Your assignment must follow these formatting requirements:
· This course requires use of Strayer Writing Standards (SWS). The format is different than other Strayer University courses. Please take a moment to review the SWS documentation for details.
· Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
· Demonstrate an understanding of the integration of enterprise systems with inter-organizational partners.
· Use technology and information resources to research issues in enterprise architecture.
· Write clearly and concisely about enterprise architecture topics using proper writing mechanics and technical style conventions.
Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric.
Click here to view the grading rubric for this assignment.
Strategic Plan
Strategic Plan Assignment
The ability to think strategically and make choices based on solid analysis and evaluation, in order to capitalize on achieving optimal results when applying limited resources of the firm, are at the core of this strategic initiative plan. Stra.
Ashesi University Entrepreneurship Course Outline Fall 2014Todd Warren
Course Outline for Entrepreneurship Fall 2014 at Ashesi University, taught by Sena Agyepong and Todd Warren. Based on the Lean LaunchPad curriculim from steve blank and co.
The New York School of Finance provides intensive finance training programs that include courses in areas like corporate finance, banking, and financial modeling, as well as internships. The programs range from 16 weeks for a full-time analyst investment banking track to 6 weeks for a summer analyst program. Courses are taught by experienced Wall Street professionals and focus on hands-on learning. Graduates of the programs have a high rate of placement in analyst roles on Wall Street. The document provides details on the curriculum, outcomes, and costs of the various New York School of Finance training programs.
The document outlines the requirements for a group business plan presentation project assigned in an Introduction to Business course. Students must form groups, choose a business idea, and present a 10-15 minute presentation on their proposed business plan. The presentation should describe the business background, market analysis, marketing strategies, management strategies, and financial plan. It will be assessed based on topic content, verbal presentation skills, and peer evaluation of individual contribution. The project aims to help students understand how to evaluate factors that affect a business and explain business goals, functions, and key business concepts.
OL 620 Total Rewards Sample ToolkitOverviewEach week y.docxhopeaustin33688
OL 620 Total Rewards Sample Toolkit
Overview
Each week you will be assigned a different portion of the Toolkit to develop. At the end of the course, you will have sample policies from a variety of sources that cover a range of compensation and benefits practices. You will also share perspectives on the quality and value of these samples with your classmates through discussion board conversations. You are free to add these to a comprehensive toolkit for your own use.
Outcomes
To successfully complete this project, you will be expected to apply what you have learned in this course and should include several of the following course objectives:
· Survey wage and benefit administration practices
· Develop a “real world” understanding of wages and benefits administration
· Gain a greater appreciation of the ever-evolving nature of benefits and compensation
Main Elements and Format
Assume you are a consultant who has been called in to present a client with a sample of best practices as they relate to the types of compensation and benefits services that you can assist the client with.
1. Obtain relevant sample(s) of compensation and benefits policies/practices that you would consider illustrative of “best practices” for the assigned topic from the eight categories of the sample toolkit using the list provided (below). You must provide at least one example, but no more than two.
2. Complete the assigned blog post for each category in which you will provide a title, brief description, and a brief commentary on why you would consider these samples illustrative of a “best practice.”
3. Each week after you complete steps 1 and 2, you will post your sample(s) to the Total Rewards Sample Toolkit. This will create a substantial collection of samples that you can make use of.
Grading
Your sample kit will be graded on two dimensions:
· Quality of the sample you obtained
· Degree to which it is illustrative of the category
· Degree to which it is illustrative of a “best practice”
· Analysis of the sample(s)
· Explanation of the elements that make this a “best practice”
Deliverable Milestones
Milestone
Samples
Module Due
1
Time Off Policies (Paid and Unpaid)
Includes all time away from work, paid and unpaid, such as vacation, holidays, sick and personal time, jury duty, bereavement, voting, FMLA, maternity/paternity leaves, military leave, sabbaticals, etc.
Two
2
Retirement Plans
Includes pension, 401k, and 403b, among others
Three
3
Survivor/ Family Benefits
Includes term life, AD&D, supplemental life, dependent life, and funeral arrangements, among others
Four
4
Liability Protection
Typically voluntary programs such as group umbrella liability, travel, legal, automobile, home insurance, and tax preparation, among others
Five
5
Incentive Pay Philosophy and Plan
Typically includes cash bonus, recognition, merit pay, equity-based rewards, and sales incentive plans, among others
Seven
6
Special Pay Topics
May include pay for grievance time, clo.
The document discusses taking an evidence-based approach to decision making. It explains that an evidence-based approach involves using the best available evidence from multiple sources to increase the likelihood of a favorable outcome. It outlines four sources of evidence: scientific literature, organizational data, practitioner experience, and stakeholder values. The document provides an example decision around improving graduate productivity and engagement and walks through analyzing different evidence sources to determine the most trustworthy information to make the best decision.
Course SyllabusCourse DescriptionPresents the fundamen.docxvanesaburnand
Course Syllabus
Course Description
Presents the fundamentals of business principles and practices. Business strategies emphasized are decision-making and
planning, teamwork, technology, and communication. Topics include analysis of the business environment, starting a new
business, managing business and employees, marketing, accounting, and finance.
Course Textbook(s)
No physical textbook is required; resources are integrated within the course.
Course Learning Outcomes
Upon completion of this course, students should be able to:
1. Identify basic business concepts.
2. Examine the different environments in which businesses operate, to include social, technological, economic, legal,
and market.
3. Explain management functions of planning, organizing, leading, and controlling.
4. Identify the basic principles of marketing.
5. Determine the function and role of human resources, including key aspects of human resource management.
6. Discuss the importance of ethics and social responsibility in business.
7. Evaluate concepts associated with entrepreneurship.
8. Explain how outsourcing, offshoring, and foreign entities affect the operation of businesses in the United States.
Credits
Upon completion of this course, the students will earn 3 hours of college credit.
Course Structure
1. Study Guide: Course units contain a Study Guide that provide students with the learning outcomes, unit lesson,
required reading assignments, and supplemental resources.
2. Learning Outcomes: Each unit contains Learning Outcomes that specify the measurable skills and knowledge
students should gain upon completion of the unit.
3. Unit Lesson: Unit Lessons, which are located in the Study Guide, discuss lesson material.
4. Reading Assignments: Units contain Reading Assignments from one or more chapters from the textbook and/or
outside resources.
5. Suggested Reading: Suggested Readings are listed within the Study Guide. Students are encouraged to read the
resources listed if the opportunity arises, but they will not be tested on their knowledge of the Suggested Readings.
6. Discussion Boards: Discussion Boards are part of all CSU Term courses. More information and specifications can
be found in the Student Resources link listed in the Course Menu bar.
7. Unit Quizzes: This course contains Unit Quizzes. It is suggested that the quizzes be completed before students
complete the Unit Assessments. Quizzes are used to give students quick feedback on their understanding of the unit
material.
8. Unit Assessments: This course contains Unit Assessments, which test student knowledge on important aspects of
the course. These tests may come in many different forms, ranging from multiple choice to written response
questions.
9. Unit Assignments: Students are required to submit for grading Unit Assignments. Specific information and
instructions regarding these assignments are provided below. Grading rubrics are included with each assignment.
Specific information about a.
1
Assessment Brief
Module Name:
Module Code Level Credit Value Module Leader STRM059 7 30
Assessment title:
Research Project Report (7500 words)
Weighting: 100%
Submission dates: 7 Jan 2023
Feedback and
Grades due:
Please see NILE under Assessment Information
Please read this assessment brief in its entirety before starting work on the Assessment Task.
Purpose of Assessment
The purpose of this assignment is to enable learners to develop advanced-level independent
research and critical problem-solving skills within a business context. Learners will develop
knowledge of, proficiency in, and application of a range of management research
methodologies including qualitative and quantitative research methods resulting in proposals/
recommendations.
The Assessment Task
In the current international economic environment, entrepreneurs and managers are
frequently required to undertake business planning, project and consultancy work in addition
to their core responsibilities. Frequently, these projects are focused upon investigating new
business opportunities or potential strategic changes in order to create, retain and extend
competitive position.
The assessment task is to produce a 7500 words (±10%) research project report based on an
independent research, which investigates a business/organisational or management problem,
2
issue or challenge, applies appropriate research techniques and analysis, and consequently
informs the development of a business plan and/ or results in recommendations for change.
Where the submission exceeds the stipulated word limit by more than 10%, the submission will
only be marked up to and including the additional 10%. Anything over this will not be included
in the final grade for the assessment item. Abstracts, bibliographies, reference lists, appendices
and footnotes are excluded from any word limit requirements.
Where a submission is notably under the word limit, the full submission will be marked on the
extent to which the requirements of the assessment brief have been met.
Additional Guidance
Projects should be submitted with the UoN Faculty of Business & Law Ethics Form which has
been signed by your project supervisor. The blank Ethics Form, sample Participant Information
and Consent Forms/ Templates are available at the end of this assignment brief. Please see
NILE for additional guidance about appendices.
Learning Outcomes
On successful completion of this assessment, you will be able to:
Subject-Specific Knowledge, Understanding & Application
a) Critically assess and apply theoretical concepts, constructs and models required to analyse
business-related problems, plans and issues.
b) Evaluate and implement appropriate research methodologies to examine management and
business-related issues.
c) Enact appropriate ethical standards and use suitable tools to collect quantitative and
qualitative data.
d) Demonstrate the ability to link question formulation or research aim and objectives to data
analyses, interpretations.
This document provides an overview of a course on venture creation. The course objectives are for students to identify a market opportunity and develop a business model. Key deliverables for the course include components of the business model like the customer value, marketing strategy, operations strategy, revenue model, and cost structure. Students will work in teams to develop these deliverables in a series of presentations. The document outlines the reading materials, grading criteria, schedule, and required non-disclosure agreement for the course.
Syllabus for my Managing Marketing Processes course in the MGM program at the Stockholm School of Economics, http://www.hhs.se/EDUCATION/MSC/MSCGM/Pages/default.aspx
Strategic ManagementDetails This course emphasizes the def.docxdessiechisomjj4
Strategic Management
Details This course emphasizes the definition,
formulation, and execution of strategy within
organizations. It analyzes the effects on
corporate strategy of the rapid shift to a
multipolar and complex global marketplace.
This course focuses on innovative strategy
and leadership and its impact on the quest for
customers and key stakeholders. This course also
stresses the growing importance of management of
intangible assets and organizational alignment
with the view to gaining a sustainable competitive
advantage over global rivals. Finally, this course
integrates the creation of a very structured and
comprehensive assignment (creation of a market
entry or market expansion or diversification,
or M&A plan) that address competencies such
as Critical Thinking, Leadership, Effective
Communication and Global Awareness, and Business
Domains such as Marketing, Management, HR,
Operations, Finance and Accounting. Prerequisites:
ACC-650, FIN-650, MGT-605, and MKT-607.
Credit Hours 4.0
PreRequisites ACC-650, FIN-650, MGT-605, and MKT-607
coRequisites None
Course Add-Ons Additional Material
Textbook
Strategic Management
Bouclier, O. (Ed.). (2008). Strategic management.
New York: McGraw-Hill. ISBN-13:9781121264823
(Available as eBook for online students only)
http://gcumedia.com/digital-resources/mcgraw-
hill/2011/strategic-management_ebook_1e.php
Other
Distance Still Matters: The CAGE Distance
Framework!
Other
Marketing Plan
Other
MGT-660 Capstone Project Overview
Topics
Topic 1: Strategy As an Art Duration: 7 days
Description:
Objectives:
1. Support a position on the essence of strategy.
2. Compare Porter's three generic strategies to the strategy of a
company.
3. Identify the competitive advantage of a company.
Topic Material:
Other
1. MGT-660 Capstone Project Overview
Read "MGT-660 Capstone Project Overview." This document will provide
detailed instructions for completing each piece of the Capstone
Project.
Other
2. Marketing Plan
Refer to "Marketing Plan."
Lecture Note
3. MGT-660 Lecture 1
Read Lecture 1.
Gradable Items Details Points Possible
Assignment Overview
Review "MGT 660 Capstone Project
Overview."
Create an overview draft (350-500
words) that addresses the following:
Describe briefly the context and your
organization.
Articulate the vision, mission, and
strategy of your organization, business
unit, or division.
What are its sources of competitive
advantage?
What is the business opportunity?
Prepare this assignment according to
the APA guidelines found in the APA
Style Guide, located in the Student
Success Center. An abstract is not
required.
This assignment uses a grading rubric.
Instructors will be using the rubric
to grade the assignment; therefore,
students should review the rubric prior
to beginning the assignment to become
familiar with the assignment criteria
and expectations for successful
completion of the assignment.
You are required to submit this
assignment to Turnitin. R.
This document provides an introduction and overview of a financial modeling course presented by Ankur Kapur. Ankur has over 12 years of experience in finance and currently manages over $100 million in assets. The course will cover advanced Excel skills, financial statement analysis, cost of capital calculation, stock valuation models, DCF modeling, and mergers and acquisitions. The course is intended for commerce graduates, MBAs, financial analysts, CFOs, and others seeking to improve their financial modeling and valuation skills. Key topics will include beta calculation, estimating the cost of equity, and using industry peers to refine beta estimates. The online course runs for 21 hours over several weekends with assignments and a final project.
This document provides information for mentors of the Technology Entrepreneurship course at Stanford University. It outlines that mentors will be assigned to advise one student team on their two projects - an Opportunity Assessment project to analyze a business opportunity, and an Opportunity Execution project to develop a plan to execute on that opportunity. Mentors are expected to meet with their assigned team at least three times and provide guidance, challenges, and real world experience. They may also attend student presentations. The goal is for mentors to help students think through opportunities and provide an outside perspective to help students validate their ideas.
Lecture 10: Due Diligence & Pitching to Win | Adv. Venture Capital-FINAN 6310...Chad Jardine
Section 10: Due Diligence and Pitching to Win
This presentation is part of a series of lectures by Chad Jardine, teaching FINAN 6310, Adv. Venture Capital at the University of Utah, 2008–.
This video series is NOT a complete online course of itself (with context, exercises, examinations, etc.), but it contains lecture content from FINAN 6310 Advanced Venture Capital, which builds on the concepts introduced in FINAN 6300 and further develops the language, skills, know-how, concepts, attitudes and information surrounding raising capital for new and growing businesses. We’ll focus on four dimensions of funding a new venture: Company, Context, Investors and the terms of the Deal.
This course aims to increase your odds for success in dealing with investors, by learning to think like one. In addition to becoming familiar with the process of financing a new venture, the course focuses on how to build fundamental value within a company and increase a new venture’s investment worthiness. These include concepts like the importance of the opportunity, favorable deal structure, clear customer acquisition strategy, presentation of current and projected financials, mitigating the four components of risk, legal and capital structures, venture capital, private placements, initial public offerings (IPO), mezzanine debt, preferred stock, warrants and other forms of new venture financing.
Lecture 7: Econ & Why VCs Say "No" | Adv. Venture Capital-FINAN 6310 | Chad J...Chad Jardine
Section 7: More economics & Why VCs say "no."
This presentation is part of a series of lectures by Chad Jardine, teaching FINAN 6310, Adv. Venture Capital at the University of Utah, 2008–.
This video series is NOT a complete online course of itself (with context, exercises, examinations, etc.), but it contains lecture content from FINAN 6310 Advanced Venture Capital, which builds on the concepts introduced in FINAN 6300 and further develops the language, skills, know-how, concepts, attitudes and information surrounding raising capital for new and growing businesses. We’ll focus on four dimensions of funding a new venture: Company, Context, Investors and the terms of the Deal.
This course aims to increase your odds for success in dealing with investors, by learning to think like one. In addition to becoming familiar with the process of financing a new venture, the course focuses on how to build fundamental value within a company and increase a new venture’s investment worthiness. These include concepts like the importance of the opportunity, favorable deal structure, clear customer acquisition strategy, presentation of current and projected financials, mitigating the four components of risk, legal and capital structures, venture capital, private placements, initial public offerings (IPO), mezzanine debt, preferred stock, warrants and other forms of new venture financing.
Lecture 11: Ch. 16 | Int'l Marketing-MKTG 335-G | Chad Jardine, Utah Valley U...Chad Jardine
Chapter 16: Marcom
This presentation is part of a series of lectures by Chad Jardine, teaching MKTG 335-G, International Marketing at Utah Valley University, 2015–2017.
International marketing is a fascinating topic and I hope publishing my lectures will inform and educate. It's important to note that this is NOT an online course. The video contains lecture content only and is presented without the course context where assignments, exams, and a schedule of other coursework would be included. Enjoy!
Lecture 9: Ch. 14 | Int'l Marketing-MKTG 335-G | Chad Jardine, Utah Valley Un...Chad Jardine
Chapter 14: Marketing B2B
This presentation is part of a series of lectures by Chad Jardine, teaching MKTG 335-G, International Marketing at Utah Valley University, 2015–2017.
International marketing is a fascinating topic and I hope publishing my lectures will inform and educate. It's important to note that this is NOT an online course. The video contains lecture content only and is presented without the course context where assignments, exams, and a schedule of other coursework would be included. Enjoy!
Lecture 6: Ch. 6–7 | Int'l Marketing-MKTG 335-G | Chad Jardine, Utah Valley U...Chad Jardine
This document is a course syllabus for an international marketing class. It covers several topics related to international business and marketing, including the political environment, legal issues, and dispute resolution. It provides an overview of key concepts to understand in each area, such as sovereignty, political instability, different legal systems and intellectual property rights. Examples and case studies are also presented to illustrate various challenges companies may face when operating internationally.
Lecture 5: Ch. 5 | Int'l Marketing-MKTG 335-G | Chad Jardine, Utah Valley Uni...Chad Jardine
Chapter 5: Culture, Management Style, and Business Systems
This presentation is part of a series of lectures by Chad Jardine, teaching MKTG 335-G, International Marketing at Utah Valley University, 2015–2017.
International marketing is a fascinating topic and I hope publishing my lectures will inform and educate. It's important to note that this is NOT an online course. The video contains lecture content only and is presented without the course context where assignments, exams, and a schedule of other coursework would be included. Enjoy!
Chapter 3-4: History, Geography, Culture
This presentation is part of a series of lectures by Chad Jardine, teaching MKTG 335-G, International Marketing at Utah Valley University, 2015–2017.
International marketing is a fascinating topic and I hope publishing my lectures will inform and educate. It's important to note that this is NOT an online course. The video contains lecture content only and is presented without the course context where assignments, exams, and a schedule of other coursework would be included. Enjoy!
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Introduction to AI for Nonprofits with Tapp Network
2021 Syllabus FINAN 6310
1. FINAN 6310
Advanced Venture Capital: Financing New Ventures
Chad Jardine
Syllabus
Photo credit: Huffington Post
2. Page 1
FINAN 6300 Syllabus
Course Schedule
Due Deliverable Pts.
Aug 31
Quiz 0. Course Introduction 20
Quiz 1. Lecture 1, Text Ch. 1 & 7 35
Icebreaker Video 30
Sep 7
Quiz 2. Lecture 2, Text Ch. 13 & 16 35
Case #1 50
Icebreaker Video Peer Feedback 10
Sep 14
Quiz 3. Lecture 3, Text Ch. 8 & 10, Article Psychology of Investing 35
Sep 21
Quiz 4. Lecture 4, Text Ch. 3, 11, & 14 35
Case #2 50
In-Class Participation Part 1 80
Sep 28
Quiz 5. Lecture 5, & CYO 35
[DRAFT] Executive Summary 30
[DRAFT] Fundraising Pitch and Pitch Deck 45
Oct 5
[DRAFT] Fundraising Pitch Peer Feedback 10
Midterm Exam 150
FINAN 6310 | Advanced Venture Capital: Financing New Ventures | Tue 6–10pm | GARFF 2335
Chad Jardine
Consultation: by appointment
(801) 701-1802
chad@chadjardine.net
Text: Venture Deals: Be smarter than your
lawyer and venture capitalist, 4th. ed.
by Brad Feld and Jason Medelson
(ISBN: 978-1119594826)
Additional material will come from the business
press (Bloomberg, WSJ, Forbes, etc.), cases, ar-
ticles, blogs, podcasts and other sources which
will be provided.
3. Page 2
FINAN 6300 Syllabus
Course Objectives
FINAN 6310 Advanced Venture Capital builds
on the concepts introduced in FINAN 6300 and
further develops the language, skills, know-how,
concepts, attitudes and information surrounding
raising capital for new and growing businesses.
We’ll focus on four dimensions of funding a new
venture: Company, Context, Investors and the
terms of the Deal.
Company. How do you fund a world-
changing idea? You’ll learn how to identify
and understand the four components of risk
in a startup company and see how successful
entrepreneurs build value for themselves and
others by creating a fundable venture.
Context. This course will cover the environment
and culture around seeking investment in
startup and growth companies. We’ll look
at identifying the resources available, ethical
business practices, and the historical context of
finance, government, and economic factors that
influence investors.
Investors. Financing your company requires
that you understand your audience, what
makes a great opportunity, how to craft a
compelling pitch, and what criteria investors
use to screen and evaluate the opportunities
and risks of a prospective investment. We’ll
also introduce you to the language of investing,
which will enhance your credibility.
The Deal. We will cover valuation strategies,
heuristics and implications for how funding
deals go together. You’ll learn when and how
to use alternative deal structures, understand
various exit/harvest strategies as well as basics
of term sheets and due diligence.
This course aims to increase your odds for
success in dealing with investors, by learning to
think like them. In addition to becoming familiar
with the process of financing a new venture, the
course focuses on how to build fundamental
value within a company and increase a new
venture’s investment worthiness.
These include concepts like the importance of
the opportunity, favorable deal structure, clear
Course Schedule
Due Deliverable Pts.
Case #3 50
Oct 12 FALL BREAK—NO CLASS
Oct 19
Quiz 6. Lecture 6, Text Ch. 4, 5, 6, & 9 35
[FINAL] Executive Summary 40
[FINAL] Fundraising Pitch and Pitch Deck 70
Oct 26
[FINAL] Fundraising Pitch Peer Feedback 20
Quiz 7. Lecture 7, Meeker, Text Ch. 2 & 15 35
Nov 2 Inter-team Evaluations 20
In-Class Participation Part 2 80
4. Page 3
FINAN 6300 Syllabus
customer acquisition strategy, presentation
of current and projected financials, mitigating
the four elements of risk, legal and capital
structures, venture capital, private placements,
initial public offerings (IPO), mezzanine debt,
preferred stock, warrants and other forms of
new venture financing.
In this course, you will enjoy a safe environment.
This allows you to ask questions, proffer
analysis, interact with your peers and become
familiar with the subject at essentially no cost—
decreasing your odds of a blunder when facing
costs and risks in the real world.
Student Objectives
Upon completion of FINAN 6310, you should
be able to:
• Follow current events in the business press and
understand how they relate to the historical
context and how they may impact the climate
for securing financing.
• Synthesize the tools and frameworks provided,
learning from other courses in your academic
program and insights from this course to
analyze and evaluate a potential investment from
the venture capitalist’s perspective.
• Apply venture opportunity screening criteria and
techniques to an actual start-up idea. Develop
and prepare an executive summary and pitch
materials.
• Provide substantive feedback to instructor,
guests and peers. Understand how successful
entrepreneurs and investors create and build
value for themselves and others
Your objective is to build confidence in your
ability to discern the best alternatives for a
particular firm. More than anything else, this
course lets you practice making financial
judgments and management decisions in a
safe & cost-free environment.
Course Format
This course utilizes case studies, real
world examples, interactive lectures, guest
presentations, student presentations, and/or
supplemental activities to facilitate analysis and
discussion.
We will discuss actual firms facing real-world
challenges, and actual events. They are
inherently complex, there is often a lack of
information and no clear or predetermined
solution. This may initially make you
uncomfortable.
Grading
The grading scale used is as follows:
Grade Points %
A ≥ 930 pts. ≥ 93%
A- 891–929 pts. 90%–92%
B+ 861–890 pts. 87%–89%
B 831–860 pts. 84%–86%
B- 801–830 pts. 81%–83%
C+ 771–800 pts. 78%–80%
C 741–770 pts. 75%-77%
C- 711–740 pts. 72%–74%
D+ 681–710 pts. 69%–71%
D 651–680 pts. 66%–68%
D-/F ≤ 650 pts. ≤65%
5. Page 4
FINAN 6300 Syllabus
There are 500 points possible, excluding bonus
points. Points are allocated as follows:
Points %
Participation 160 16%
Video Icebreaker 40 4%
Quizzes 265 27%
Midterm 150 15%
Case Analysis Reports 150 15%
Fundraising Pitch 235 24%
TOTAL 1,000 100%
Course
Requirements
Submissions
Assignments should be turned submitted via
Canvas by the date and time specified.
In-Class Participation
160 points—16% of course grade
Attendance is factored into your participation
points. Come prepared by reviewing cases and/
or reading prior to class.
Students are expected to drive class discussion
with moderation from the instructor. I expect
you to contribute to discussing cases and
concepts, sharing your perceptions, thoughts,
interpretations, and analysis with with your
peers.
You will be called on from time to time,
however, your participation is your own
responsibility. Since participation is such a
large part of your grade, it is imperative that
you attend and participate in every class. (If
you are uncomfortable participating or will miss
class for any reason, come and see me for a
make-up assignment. Make-up work provides
a maximum of 70% of the points for any given
day.) To receive a high participation grade,
you should be prepared to make substantive
contributions several times per class. The
caliber of your contributions will be measured
by:
• Are your points relevant to the discussion?
• Do your comments merely recite the facts, or
do you offer additional insight, interpretation or
analysis?
• Are the implications of your comments clearly
drawn?
• Do you provide supportive evidence in addition
to expressing your opinion?
• Are your comments linked to those of others?
• Do your comments further the class’s
understanding of the issues discussed?
• Do your comments raise interesting questions?
• Do you make use of models and techniques
from readings and/or lectures?
• Are your comments professional, constructive,
and respectful?
Video Icebreaker & Peer Feedback
40 points = 4% of course grade
For this assignment, you will record a short
video introducing yourself to the class, and give
each other feedback.
In addiiton to helping you get to know
your classmates, this will familiarize you
with GoReact, the system we will be using
with Canvas for Business Model Canvas
presentations later in the course.
Course Quizzes (8)
20 pts. x 1, 35 pts. x 7 = 265
points—27% of course grade
Videos and reading assignments will often be
followed up by a quiz. Quizzes will be submitted
via Canvas.
Midterm Exam
150 Points—15% of Course Grade
A midterm exam will be administered via
Canvas. It will cover the principles discussed in
6. Page 5
FINAN 6300 Syllabus
class to that point. Lecture slides and review will
be provided to review prior to the exam.
Case Analysis Reports (3)
50 points = 150 points—15% of course grade
You will assume the role of an analyst (or
team of analysts). Your objective is to make a
recommendation to your client, the investor,
on an investment scenario (business plan,
fundraising documents, etc.), i.e., the case.
Your recommendation will be in the form of
a BUY (make the investment) or SELL (pass
on the investment) rating, just as an industry
analyst would. Your report must also contain
the key points of your critical analysis, so the
client can understand why you recommended
as you did.
Cases will be submitted via Canvas.
Essentials. Ensure that your team names
are on the front page as well as your
recommendation. Important: you MUST
provide an investment recommendation (BUY or
SELL) to receive credit for the report.
Case Reports should contain four sections;
each section is worth 10 points (your rank
among your peer teams will be worth up to an
additional 10 points.
Case Analysis Report Format
The four sections are, Summary & Presentation,
S.W.O.T. Analysis, Risk Analysis, and
Quantitative Analysis and should contain the
following:
I. Summary and Presentation (1–3 pages)
In addition to the housekeeping items on the
front page (see Essentials) this section should
summarize your analysis, reasoning, and
recommendation. If this were the only section
your client read, he or she should be able to
understand why you recommended as you did.
This section should also include a review of
the overall quality and presentation of the case
materials. There is no one way to prepare
fundraising documents. However, there are
some common themes used by companies that
actually get funded.
Some questions you should consider are: Was
the plan easy to read? How was the spelling
and grammar? Did it convey the opportunity?
Was the structure of the investment
compelling? Were the assumptions and the
financial statements (if any) well laid out and
clear to discern?
Remember, the first page MUST include your
recommendation (BUY or SELL) or the report
will receive ZERO points.
II. S.W.O.T. Analysis (1 page)
This section explores the qualitative issues
of the case. The section should contain two
parts: a S.W.O.T. (Strengths, Weaknesses,
Opportunities, Threats) analysis in chart/
bullet format, and supportive reasoning of the
S.W.O.T. in paragraph format.
Try to contain the length of each bullet to one or
two sentences. Your supportive narrative should
be organized into the four areas and include
your rationale for why you saw it as a strength,
weakness, etc. You should be able to highlight
the most important issues from the investor’s
perspective without lengthy discussion.
III. Four Components of Risk (1 page)
This section should include your summary of
the four strategic components of risk: Product,
Market, Team & Execution and Financial.
A. Product:
Ask yourself, are the products fully developed
and ready for sale? Where are the products in
the product life cycle? What is the expected
longevity of these products? What is the
plan when these products decline? Are there
additional products being developed? What
are the characteristics of the value chain the
company depends on for the production
of these products? What is the production
7. Page 6
FINAN 6300 Syllabus
capability of the company or the sourcing
company?
Are there economies of scale that need to be
reached to maximize the growth potential? Are
there, or will there be problems with inventory?
Does the company have a research and
development department? If so, who runs it?
Who are the key personnel responsible for the
development of the company’s products? What
products does the company depend on for its
business?
How do the products compare with the
competition? Is the product or service industry
disrupting? Does the company have first-mover
or exclusive advantages over the competition?
What is the major competitive advantage in
terms of utility (product, place, price, promotion,
personnel)? What is the unique value
proposition of the product or service? Is there a
technology risk (imitation, obsolescence, failure)
to the product?
Does the company have product liability
insurance? Has the product undergone third-
party testing? Are the results of such testing
available? What are the capital expenditures to
produce the product and support it? Does the
company financing plan support the production
and development of the product? Does it
support the development of replacement
products if required? Are there patents or other
intellectual property rights to the product or
service and who owns these rights?
Do other stakeholders of the company
have interest in the product, inventory, and
intellectual property rights? Are the products
or services too diversified or too concentrated
from a risk perspective?
B. Market:
Ask yourself, can the product be sold?
Furthermore, has the company proven that
customers are willing to buy it? Have they sold
one?
Does the company have a fully developed
Customer Acquisition Model (CAM)? What is
the pricing structure? How does it compare
with the competition? Is the pricing in line with
the segment of the market that the company
is targeting? What is the advertising model?
What is the company’s budget for sales and
marketing? Is the market scalable? Is there
a brand name or names associated with the
product or service?
Can the company describe the distribution
channel or channels? Have any feasibility
studies been performed? Does the product
or service serve a niche market? If so, how
big is the niche market? Is it expanding or
retracting? Does the company have any third-
party endorsements? Are the sales and revenue
projections reasonable? What are the barriers to
entry into the markets? Does the company have
a competitive advantage over the competition?
Where is break-even for the company in dollars
and units?
C. Team & Execution:
Can management execute to make the
company successful? There is a saying in
the venture capital business, “Bet on the
jockey, not the horse.” The ability to ascertain
the inter-personal skills of management is
difficult. In this section, you want to discover
background like work experience, education
and professional achievements. You do this by
looking at the bios of key management. How
old are they? Is there a nice blend of age to
show the excitement of youth and the wisdom
of experience? Is management working in the
same field as their educational and professional
background?
You want to consider the organizational chart of
the company. Is the organization too horizontal
or too vertical? Are there missing personnel in
the organization?
Are there cash flow issues and do you think
management has the experience to work and
succeed under this type of pressure? What are
8. Page 7
FINAN 6300 Syllabus
the financing issues the company is having; is
management well equipped to deal with them
and utilize assets in the company to solve these
problems? What other immediate threats or
weakness will pose management issues for
the company? Does management have key
relationships that will help the company?
Does the CEO have vision and engender
confidence? Does management have the skills
to run a large organization or do you think
that more seasoned management needs to
eventually be brought in?
Does management look like they have the ability
to set budgets, implement and analyze? Has
the company laid out a strategic growth plan
that looks attainable? What are management’s
long term goals? Does the company have a
board of directors or advisory board that will aid
in the achievement of company potential? Does
management own of enough of the company
to keep them incentivized to stay through the
tough times? Does management have real
money invested in the company that will cause
them fight as hard for you as the investor as
they will for themselves?
D. Financial:
Can the investor get his/her money back?
How? Can he/she get his/her required rate of
return? Concerns over getting their money back
are not isolated only to venture capitalists but to
any person who invests. You must look at the
overall business model, structure, management,
board of directors and consultants with the
company to ascertain if they can provide
confidence and security that they can return
money to investors with the required rate of
return.
IV. Quantitative Analysis
This section is where you analyze the
quantitative areas of the deal. Look at
the capital structure as it pertains to the
Valuation Formula, probability of risk and
return and required rates of return. On this
page you should try to construct a Capital
Structure Sheet, a detailed break-down of
the Valuation Formula, what the hurdle rate is,
projected earnings per share and other salient
management accounting-type issues.
The narrative for this section should provide
your basic assessment of the qualitative
elements of the company. By the numbers,
would you recommend investing? Does what
the company is offering meets your hurdle rate?
Can you tell?
It’s common for young companies to struggle to
provide complete financials and strong financial
performance. The risk of the deal is often
apparent in this section. So, you will need to
work with what you have, however scant, and
derive whatever you can in order to influence
your final recommendation.
If you need to include additional information
that supports but does not summarize your
quantitative conclusions, please attach it as
an appendix, and keep this section to one
page for summarizing the quantitative elements
and how they impact your recommendation
decision. Grading is more lenient early on as
you are learning and becoming comfortable
with the format for these.
Final Team Project
235 points—24% of course grade
Your final project will be done as a team. You
will prepare fundraising materials including
a written executive summary, a pitch deck
(slides), and an oral presentation where you will
pitch your company in class.
You will give the pitch twice in order to
incorporate feedback and learning from the first
presentation into the final.
The business will be an original business idea
(real or contemplated) which you or someone
on your team feels passionately about starting.
Since writing this report merely for the mental
exercise will avail you little, I and your peers will
be judging how passionate you come across.
9. Page 8
FINAN 6300 Syllabus
Projects will include 4 elements:
• Fundraising Pitch
• Pitch Deck
• Executive Summary
• Peer Evaluations
Fundraising Pitch (In-Class)
Each team will deliver a presentation which
will be in-class. Each team member should
participate.
Pitch Deck
Slides accompanying your presentation will be
uploaded to GoReact as a PDF and synced to
your presentation.
Executive Summary
This should generally follow the format of the
weekly Case Analysis Reports done throughout
the course, with your original idea as the
subject. More instructions are available on
Canvas. It must be original work. You may not
copy, rewrite or use someone else’s business
plan or work.
Peer Feedback
You will required to give feedback to your peers.
We will be using the GoReact software platform
for capturing instructor and peer feedback.
Inter-team Evaluation.
You will be required to individually submit a one-
page paper describing your own contribution
to the team project, as well as an evaluation of
each of your team members. These will be kept
confidential.
If you have an unresolvable difficulty working
with someone in your team, the team can
submit a letter to the instructor and vote a
member out for not fulfilling their part, not
pulling their weight, or any other substantive
reason. All remaining team members must be
unanimous in this decision. If you are voted
out, you will be responsible for doing a similar
project totally on your own.
Scores will be given according to the following:
Project Grading
Fundraising Pitch [DRAFT] 25 pts. 10.6%
Pitch Deck [DRAFT] 20 pts. 8.5%
Executive Summary [DRAFT] 30 pts. 12.8%
Peer Feedback [DRAFT] 10 pts. 4.3%
Fundraising Pitch [FINAL] 50 pts. 21.3%
Pitch Deck [FINAL] 20 pts. 8.5%
Executive Summary [FINAL] 40 pts. 17.0%
Peer Feedback [FINAL] 20 pts. 8.5%
Inter-team Evaluation 20 pts. 8.5%
TOTAL 235 pts. 100%
Policies
Late Assignments
All assignments are due at the time indicated
on the course schedule. Late work is not
accepted.
Should you be unable to attend a class, you
must still submit your assignment by the due
date, via alternate methods (Canvas or email).
If you have a legitimate medical or family
emergency, please discuss it with me.
Participation
Online courses make interaction with me,
with guests, and with your classmates more
difficult. Much of what you see will be videos
of myself or others, which is only one-way
communication.
To get the most from this course, I encourage
you to ask questions publicly via Canvas unless
the issue is personal and requires privacy. Seek
out opportunities to interact.
I expect you to contribute to discussing cases
and concepts, sharing your perceptions,
thoughts, interpretations, and analysis with with
your peers.
10. Page 9
FINAN 6300 Syllabus
Netiquette
If you’re a troll, stop it.
Communication/Expectations
I’m an adjunct. The University uses adjuncts for
two main reasons: 1. We are typically working in
the field and can bring a real-world perspective
to the classroom, and 2. We are much less
expensive than a full-time career instructor.
As a result, I may not be as responsive as
a full-time instructor. I will respond to all
communications, and am very sensitive to
questions that impact your ability to deliver
work by the due date. But, you may not hear
back from me for 24 hours or more in some
cases.
DESB Grading Policy
Grading provides feedback to students on
how well they have mastered the content and
learning objectives of a particular course to
allow students to capitalize on strengths and
work to improve weaknesses through future
courses of action. The DESB grading policy
is intended to ensure grades offer reliable
feedback regarding student performance, and
to ensure fairness and consistency across the
School. The faculty member is responsible for
arriving at a grade for each student that the
faculty member believes appropriately reflects
the student’s mastery of the course material
and learning objectives. The faculty member will
then consider the class’ overall performance in
terms of School guidelines. These guidelines
are provided to ensure that grading, on average
for the School as a whole, is sustained at a
reasonable level over time. The guidelines are
as follows:
Course Level Guideline
1000–2000 2.4–2.8
3000–3990 2.6–3.0
4000–5990 2.8–3.2
6000–6990 3.1–3.5
If students have a concern about their grade
in a particular course, they should consider
whether it reflects an accurate evaluation
of their mastery of the course material and
learning objectives, in terms of the above
descriptors. If they need clarification of the
instructor’s evaluation, they should meet with
the instructor to obtain additional information
and feedback. If after doing so, they believe
their grade was arrived at in an inappropriate
manner, they may pursue an appeal through
the School’s appeals process as described in
Section 5.15 of the University of Utah Code
of Student Rights and Responsibilities (Policy
6-400).
DESB Statement of Professional
and Ethical Conduct
Because of the importance of professional and
ethical behavior in business, and its emphasis
in our program, professional or academic
misconduct is not tolerated in the David Eccles
School of Business. Students are expected to
adhere to the standards of behavior outlined in
the University of Utah Code of Student Rights
and Responsibilities (Policy 6-400). Students
engaging in behavioral misconduct could be
subject to suspension or dismissal from the
University. Students involved in any form of
academic misconduct, including but not limited
to cheating on tests, plagiarism and collusion
may, at the instructor’s discretion, receive a
failing grade in the course, examination, or
academic assignment. In addition to or instead
of this sanction, the instructor may refer the
case to the Student Behavior Committee for
hearing. If the instructor chooses not to do so,
the Associate Dean for Academic Affairs, after
appropriate investigation, may do so along
with a recommendation to dismiss the student
from the Business School. If, after hearing the
evidence, the Committee determines that the
student in question is guilty of the misconduct
charged, the Committee may impose sanctions
in addition to those taken by the professor. If
the academic dishonesty is not proven, the
instructor must rescind any sanctions imposed
11. Page 10
FINAN 6300 Syllabus
and will be required to evaluate the student’s
performance with the assumption that there has
been no misconduct. The School will treat the
student likewise. If a student suspects another
student of academic misconduct, he/she
should refer the incident to the instructor, the
appropriate department, the Associate Dean
for Academic Affairs, or the Student Behavior
Committee, administered by the Associate
Dean of Students, 270 Union.
Americans with Disabilities Act
The University of Utah seeks to provide equal
access to its programs, services and activities
for people with disabilities. If you will need
accommodations in this class, reasonable
prior notice needs to be given to the Center for
Disabled Student Services, 162 Olpin Union
Building, 801-581-5020. CDS will work with
you and the instructor to make arrangements
for accommodations.
All written information in this course can be
made available in alternative format with prior
notification to the Center for Disability Services.
The Americans with Disabilities Act
The University of Utah seeks to provide equal
access to its programs, services and activities
for people with disabilities. If you will need
accommodations in this class, reasonable
prior notice needs to be given to the Center for
Disability Services, 162 Olpin Union Building,
801-581-5020. CDS will work with you and
the instructor to make arrangements for
accommodations.
All written information in this course can be
made available in alternative format with prior
notification to the Center for Disability Services.
Addressing Sexual Misconduct
Title IX makes it clear that violence and
harassment based on sex and gender (which
Includes sexual orientation and gender identity/
expression) is a civil rights offense subject
to the same kinds of accountability and the
same kinds of support applied to offenses
against other protected categories such as
race, national origin, color, religion, age, status
as a person with a disability, veteran’s status
or genetic information. If you or someone
you know has been harassed or assaulted,
you are encouraged to report it to the Title IX
Coordinator in the Office of Equal Opportunity
and Affirmative Action, 135 Park Building,
801-581-8365, or the Office of the Dean of
Students, 270 Union Building, 801-581-7066.
For support and confidential consultation,
contact the Center for Student Wellness, SSB
328, 801‐581‐7776. To report to the police,
contact the Department of Public Safety,
801‐585‐2677 (COPS).
Campus Safety
The University of Utah values the safety of
all campus community members. To report
suspicious activity, call campus police at
801-585-COPS (801-585-2677). You will
receive important emergency alerts and safety
messages regarding campus safety via text
message. For more information regarding
safety and to view available training resources,
including helpful videos, visit safeu.utah.edu.
Names and Personal Pronouns
My belief is that the trend for pronouns to be a
point of offense does a disservice to all parties,
is a barrier to civil discourse, and supplants the
noble aim that a university be a place of vibrant
cultural contrast and diversity in people and
ideas with a culture of victimization that stifles
the expression of these ideals.
Furthermore, I respect the rights of every
student or faculty member to disagree with me.
You are welcome and valued in my class. If you
have a preferred name, nickname, or prefer a
particular pronoun, I will try to address you by it.
If you prefer to establish your gender by societal
norms of name spelling, dress, grooming,
or other traditional approach to designating
yourself as masculine/feminine, I’ll do my best
12. Page 11
FINAN 6300 Syllabus
to perceive and respect that—and address you
accordingly.
In addition, you may address me however
you wish. I am not easily offended. While I
enjoy tokens of respect as much as the next
person, I’m sensitive to anything that increases
your cognitive load. My hope is that whatever
energies you have available are directed toward
learning.
Diversity and Inclusivity
I view the diversity that students bring to this
class as a resource, strength and benefit.
Please don’t deprive me or your classmates
of the benefit of your individual perspective,
beliefs, culture, or personality. Education and
personal growth often require us to become
uncomfortable as we wrestle with new ideas
and understanding. In this course, we will have
the courage to discuss difficult or controversial
topics that are relevant to the course. However
it’s my intent to present all materials and
activities in ways that are respectful.
Your suggestions are encouraged and
appreciated. Please let me know ways to
improve the effectiveness of the course for
you personally or for other students or student
groups.
COVID-19
University leadership has urged all faculty,
students, and staff to model the vaccination,
testing, and masking behaviors we want to see
in our campus community.
These include:
• Vaccination
• Masking indoors
• If unvaccinated, getting weekly asymptomatic
coronavirus testing
Vaccination
Get a COVID-19 vaccination if you have not
already done so. Vaccination is proving highly
effective in preventing severe COVID-19 symptoms,
hospitalization and death from coronavirus.
Vaccination is the single best way to stop this
COVID resurgence.
Visit http://mychart.med.utah.edu/, http://alert.
utah.edu/covid/vaccine, or http://vaccines.gov/ to
schedule your vaccination.
Masking
Treat masks like seasonal clothing (i.e. during
community surges in COVID transmission,
masks are strongly encouraged indoors and in
close groups outside).
Testing
If you are not yet vaccinated, get weekly
asymptomatic coronavirus tests. This is a
helpful way to protect yourself and those
around you because asymptomatic individuals
can unknowingly spread the coronavirus to
others.
Students must self-report if they test positive for
COVID-19 via this website: https://coronavirus.
utah.edu/.
Student Mental Health Resources
Rates of burnout, anxiety, depression, isolation,
and loneliness have noticeably increased during
the pandemic. If you need help, reach out for
campus mental health resources, including
counseling, trainings and other support.
Consider participating in a Mental Health First
Aid or other wellness-themed training provided
by our Center for Student Wellness and sharing
these opportunities with your peers, teaching
assistants and department colleagues.