In the Program for Entrepreneurs (P4E), undergraduate, graduate and professional students form multidisciplinary teams to explore potential markets for an innovation, evaluate the viability of a business model, develop strategies for bringing it to market and launching a new commercial or social venture - all in a structured participatory learning environment. This initiative is the capstone of Fuqua’s entrepreneurship educational offerings and is open to all university students. It leverages Fuqua’s academic research, courses and broad community of practitioners to work with entrepreneurs to define, plan, establish and finance new ventures.
http://www.dukep4e.org
Accelerating Success: A Study of Seed AcceleratorsGustav Larsson
A presentation of our bachelor thesis conducted at Chalmers University of Technology on the subject of accelerators. Learn more at acceleratorstudy.com.
Accelerating Success: A Study of Seed AcceleratorsGustav Larsson
A presentation of our bachelor thesis conducted at Chalmers University of Technology on the subject of accelerators. Learn more at acceleratorstudy.com.
Visionary House for Building a “People-Before-Profit” Economy & Ecosystem: A ...Rod King, Ph.D.
This presentation offers a fractal template for building a "PEOPLE-Before-Profit" Economy as well as Ecosystem. In simple terms, a PEOPLE-Before-Profit Economy involves exchanges and transactions in which the value of people especially employees and customers are placed first in lieu of short-term profit. This approach of PEOPLE Before Profit contrasts the traditional approach of Profit Before PEOPLE.
It is increasingly being realized that a culture of Profit Before PEOPLE creates "Bad Value" and in particular, "Bad Profit." Although a business may experience short-term profitability, the approach of Profit Before PEOPLE leads to high employee turnover, competitive disadvantage, and environmental degradation. Consequently, more and more people are looking for alternatives to the traditional approach of Profit Before PEOPLE.
The approach of PEOPLE Before Profit is not entirely new. Many authors or groups have been proposing ideas to disrupt or complement the approach of Profit Before PEOPLE. Approaches include Corporate Social Responsibility, Triple Bottom Line, Shared Value, Bottom of the Pyramid, Social Entrepreneurship, Conscious Capitalism, and Good Profit. However, there has not been any vibrant community outlining and driving an agenda of PEOPLE Before Profit. This is where Brad Fergusson and the PEOPLE Before Profit Group come in.
As Brad Fergusson usually comments, the PEOPLE Before Profit Group is a startup. In a recent article on LinkedIn, Brad summarized his vision for the PEOPLE Before Profit Group. I realized that Brad's paradigm of PEOPLE Before Profit extends to all projects and ventures focusing on PEOPLE Before Profit. In other words, the paradigm of PEOPLE Before Profit is a fractal. I therefore decided to visually summarize Brad's article and vision using my tool of the House of Strategy.
There are many advantages in using a House of Goals & Strategy (HoGS) to present the vision of PEOPLE Before Profit. For one, the House of Goals & Strategy is a one-page document that comprehensively illustrates the key parts of a project including its vision, purpose, core values, and strategy. Consequently, the WHO, WHY, WHAT, and HOW of the PEOPLE Before Profit paradigm can be rapidly understood and shared. Also, business models can be systematically developed using the House of Goals & Strategy as a frame of reference.
Dr. John Meewella's presentation about UAE and Dubai startup life, setting up OEC, and possibilities of setting up business in the Gulf Region at Starttaamo 23.4.2012
My presentation from the BVCA (British Venture Capital Association) conference talking about why we have seen the rise of the Micro VC. It's a natural outcome from a changing startup world.
A Benchmark for Open Innovation: How Good is Your Company?Stefan Lindegaard
In this presentation, I share my benchmark views on how open innovation in general has been adapted over the years. The benchmark is based on my free e-book, 7 Steps for Open Innovation.
The Center for Entrepreneurial Innovation (CEI) is a leading business incubator in Phoenix, Arizona, providing services and support to tech entrepreneurs in the region. This presentation, from Susie Pulido of the Maricopa Corporate College, will showcase how to build a incubation program and facility that offers relevance for startup companies for optimal impact and also diversified revenue streams for sustainability. *Note: This presentation was first given at the National Association for Community College Entrepreneurship (NACCE) 2015 Annual Conference in Houston, Texas; October 2015.
The Freedom from Cancer Startup Challenge OverviewRosemarie Truman
The Center for Advancing Innovation with support from the Laura and John Arnold Foundation and MedImmune is launching 100 startups to uncover new oncology diagnostics and therapies. Join us for our next bi-weekly info session! Sign up at http://bit.ly/2m3l62L
NUS-ISS Learning Day 2016 - Productisation - The New Thinking in Managing Sta...NUS-ISS
You are a vendor that builds and integrate systems for clients and are looking for ways to improve reuse and get better margins through building core products. You are in the regional HQ and have to build integrated global and regional IT systems but each site has common and different requirements.
Recently many situations have arisen where product management principles and best practices are used to understand your stakeholders, market and manage your IT systems and products to internal/external customers. Learn how to address some of these scenarios using best practices from product management.
Visionary House for Building a “People-Before-Profit” Economy & Ecosystem: A ...Rod King, Ph.D.
This presentation offers a fractal template for building a "PEOPLE-Before-Profit" Economy as well as Ecosystem. In simple terms, a PEOPLE-Before-Profit Economy involves exchanges and transactions in which the value of people especially employees and customers are placed first in lieu of short-term profit. This approach of PEOPLE Before Profit contrasts the traditional approach of Profit Before PEOPLE.
It is increasingly being realized that a culture of Profit Before PEOPLE creates "Bad Value" and in particular, "Bad Profit." Although a business may experience short-term profitability, the approach of Profit Before PEOPLE leads to high employee turnover, competitive disadvantage, and environmental degradation. Consequently, more and more people are looking for alternatives to the traditional approach of Profit Before PEOPLE.
The approach of PEOPLE Before Profit is not entirely new. Many authors or groups have been proposing ideas to disrupt or complement the approach of Profit Before PEOPLE. Approaches include Corporate Social Responsibility, Triple Bottom Line, Shared Value, Bottom of the Pyramid, Social Entrepreneurship, Conscious Capitalism, and Good Profit. However, there has not been any vibrant community outlining and driving an agenda of PEOPLE Before Profit. This is where Brad Fergusson and the PEOPLE Before Profit Group come in.
As Brad Fergusson usually comments, the PEOPLE Before Profit Group is a startup. In a recent article on LinkedIn, Brad summarized his vision for the PEOPLE Before Profit Group. I realized that Brad's paradigm of PEOPLE Before Profit extends to all projects and ventures focusing on PEOPLE Before Profit. In other words, the paradigm of PEOPLE Before Profit is a fractal. I therefore decided to visually summarize Brad's article and vision using my tool of the House of Strategy.
There are many advantages in using a House of Goals & Strategy (HoGS) to present the vision of PEOPLE Before Profit. For one, the House of Goals & Strategy is a one-page document that comprehensively illustrates the key parts of a project including its vision, purpose, core values, and strategy. Consequently, the WHO, WHY, WHAT, and HOW of the PEOPLE Before Profit paradigm can be rapidly understood and shared. Also, business models can be systematically developed using the House of Goals & Strategy as a frame of reference.
Dr. John Meewella's presentation about UAE and Dubai startup life, setting up OEC, and possibilities of setting up business in the Gulf Region at Starttaamo 23.4.2012
My presentation from the BVCA (British Venture Capital Association) conference talking about why we have seen the rise of the Micro VC. It's a natural outcome from a changing startup world.
A Benchmark for Open Innovation: How Good is Your Company?Stefan Lindegaard
In this presentation, I share my benchmark views on how open innovation in general has been adapted over the years. The benchmark is based on my free e-book, 7 Steps for Open Innovation.
The Center for Entrepreneurial Innovation (CEI) is a leading business incubator in Phoenix, Arizona, providing services and support to tech entrepreneurs in the region. This presentation, from Susie Pulido of the Maricopa Corporate College, will showcase how to build a incubation program and facility that offers relevance for startup companies for optimal impact and also diversified revenue streams for sustainability. *Note: This presentation was first given at the National Association for Community College Entrepreneurship (NACCE) 2015 Annual Conference in Houston, Texas; October 2015.
The Freedom from Cancer Startup Challenge OverviewRosemarie Truman
The Center for Advancing Innovation with support from the Laura and John Arnold Foundation and MedImmune is launching 100 startups to uncover new oncology diagnostics and therapies. Join us for our next bi-weekly info session! Sign up at http://bit.ly/2m3l62L
NUS-ISS Learning Day 2016 - Productisation - The New Thinking in Managing Sta...NUS-ISS
You are a vendor that builds and integrate systems for clients and are looking for ways to improve reuse and get better margins through building core products. You are in the regional HQ and have to build integrated global and regional IT systems but each site has common and different requirements.
Recently many situations have arisen where product management principles and best practices are used to understand your stakeholders, market and manage your IT systems and products to internal/external customers. Learn how to address some of these scenarios using best practices from product management.
Lean LaunchPad e@UBC Lessons Learned presented at iHub Nairobi 2014.08.12iain.verigin
Describes Lean LaunchPad program at UBC. Discusses what we've tried - what worked, what didn't, and what we're now trying.
We are not offering this program in Nairobi. We just wanted to share how we offer the program. Our program is a combination of university courses, non-credit LLPs, and mentorship via Office Hours.
Management Consulting - Personal Growth & LeadershipHocein
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Operational Excellence Consulting
Tips for starting a business :
1. The “Does it matter?”-Test
Trust your emotions.
Know that a problem can suddenly become an opportunity to start from scratch without a legacy to carry on. A project has to meet specific needs or create something compelling, like a feature that sparks an emotion that you want to see.
2. Make a little, Try a Little and Sell a Little
Avoid getting too much money too soon.
3. Selling Your project & Yourself
4. Community organizing
Identifying the people around you with whom you can create a common, passionate cause
5. Executing your project
Think of execution as a series of rapid prototypes. Great projects get instant feedback and do instant adjustment cycles. The more iterations you can rapidly go through, the faster you can execute your project.
Starting your own business with “Lean start-up” :
Lean startup is a methodology for developing businesses and products, which aims to shorten product development cycles and rapidly discover if a proposed business model is viable, because the primary objective is to have a safe cash flow which then can be invested in risky developments.
Central to the lean startup methodology is the assumption that when startup companies invest their time into iteratively building products or services to meet the needs of early customers, the company can reduce market risks like creating a complete product that doesn’t appeal to the customers or like creating a lot of features that are not used or required by the customers. So the advantage is that there is no need for large amounts of initial project funding and expensive product launches and failures. This is done with two techniques :
A minimum viable product “MVP” (similar to a pilot experiment) is the version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort
A split or A/B test is an experiment in which different versions of a product are offered to customers at the same time. The goal of a split test is to observe differences in behavior between the two groups and to measure the impact of each version on an actionable metric.
Customer feedback during the development of products or services is integral to the lean startup process, and ensures that the company does not invest time designing features or services that consumers do not want. Customer feedback is measured through two processes, using key performance indicators and a continuous deployment process.
Personal leadership - Lean startup, funding, business plan, new jobHocein
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Tips for starting a business :
1. The “Does it matter?”-Test
Trust your emotions.
Know that a problem can suddenly become an opportunity to start from scratch without a legacy to carry on. A project has to meet specific needs or create something compelling, like a feature that sparks an emotion that you want to see.
2. Make a little, Try a Little and Sell a Little
Avoid getting too much money too soon.
3. Selling Your project & Yourself
4. Community organizing
Identifying the people around you with whom you can create a common, passionate cause
5. Executing your project
Think of execution as a series of rapid prototypes. Great projects get instant feedback and do instant adjustment cycles. The more iterations you can rapidly go through, the faster you can execute your project.
Starting your own business with “Lean start-up” :
Lean startup is a methodology for developing businesses and products, which aims to shorten product development cycles and rapidly discover if a proposed business model is viable, because the primary objective is to have a safe cash flow which then can be invested in risky developments.
Central to the lean startup methodology is the assumption that when startup companies invest their time into iteratively building products or services to meet the needs of early customers, the company can reduce market risks like creating a complete product that doesn’t appeal to the customers or like creating a lot of features that are not used or required by the customers. So the advantage is that there is no need for large amounts of initial project funding and expensive product launches and failures. This is done with two techniques :
A minimum viable product “MVP” (similar to a pilot experiment) is the version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort
A split or A/B test is an experiment in which different versions of a product are offered to customers at the same time. The goal of a split test is to observe differences in behavior between the two groups and to measure the impact of each version on an actionable metric.
Customer feedback during the development of products or services is integral to the lean startup process, and ensures that the company does not invest time designing features or services that consumers do not want. Customer feedback is measured through two processes, using key performance indicators and a continuous deployment process.
A new way of funding your project is crowdfunding : Collect small amounts at a large public via the internet for your project
This module aims to explore your creative business, and adapting it from an idea into an opportunity. It will also examine the role of marketing research and thoroughly assess key sections of the actual business plan.
To Group or not to Group - What is the ProblemNAFCareerAcads
Ever have problems with student group work? This session will explore specific strategies for managing group work and using project-based instruction. Student co-presenters will give their perspective about project-based learning and explain how project and collaboration skills contribute to success in school and beyond.
Similar to Duke Program for Entrepreneurs (P4E) - Info Session (20)
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
2. Initial Questions for You
• When you graduate, what’s your…
– Dream Location (choose one city)
• If you had equally great job offers in multiple cities, which city would you
choose?
– Dream Company (choose one company)
• If we had a magical job offer for any company in the world, which company
would you choose?
– Dream Role (choose one job title)
• If the CEO of the company said “we want to hire you, just choose any role”
which role would you choose?
• Twenty years from now, what’s your…
– Dream Location (choose one city)
– Dream Company (choose one company)
– Dream Role (choose one job title)
3. Pre-MBA advice
• Pre-MBA internship
– It’s an unusual move, but if you can get a pre-MBA
internship at your dream city, company, role, do it.
• Spend time in your dream city
– If you have flexibility, spend time in your dream city.
Network with about three different people per day at target
companies.
• Work at your dream company in advance
– If you can arrange a remote internship to work with your
dream company (especially for smaller companies), while
you are in school, do it.
4. Want to work at a startup?
• Create a Job Search Spreadsheet
– Use this template
– Put only companies that you’d want to work at
– Go through AngelList to find companies you’d love
• Angel.co/locations
• Angel.co/markets
• Angel.co/duke-university
– Don’t limit yourself to companies that are hiring right now
• Mid-sized Companies with Momentum
– Great Andy Rachleff article
• https://blog.wealthfront.com/2016-career-launching-companies-list/
– Go through his list of companies
– Also, look at the http://www.breakoutlist.com/why
5. Want to start a company?
• Talk to target customers and pitch them on your idea
– Find 10 that “love your idea”
• Start to recruit team members
• Join us on Facebook
– https://www.facebook.com/groups/dukegen/
– https://www.facebook.com/groups/dukep4e/
• Watch this Udacity course by Steve Blank
– Lean Launchpad course:
https://www.udacity.com/course/how-to-build-a-startup--
ep245
7. P4E Process
January
July
October, 1st year
Fall 2, 1st year
Spring 1 & 2, 1st year
Fall 1 & 2, 2nd year
Selection
1.Application
2.Idea matching
3.Screen
4.Recruit team
NV 1 - Opportunity Evaluation
Business Plan
NV 2 - Strategy development
NV 3 - Operating plan
Company Launch
Strat. 848 NV: Opportunity Eval.
Strat. 849 & 850 NV: Strategy Dev.
Strat. 851 & 852 NV: Operating Plan
Timing Courses
8. Highlights of P4E
• Start a company while you are at school
• Receive Course Credit
• Matched with Mentors
• Structured Courses over 1.5 years
13. P4E Process
Selection
1.Application
2.Idea matching
3.Screen
4.Recruit team
NV 1 - Opportunity Evaluation
Business Plan
NV 2 - Strategy development
NV 3 - Operating plan
Company Launch
January
July
October, 1st year
Fall 2, 1st year
Spring 1 & 2, 1st year
Fall 1 & 2, 2nd year
Strat.848 NV: Opportunity Eval.
Strat. 849 & 850 NV: Strategy Dev.
Timing Courses
Strat. 851 & 852 NV: Operating Plan
14. Two entry points
Pros
• Avoid conflicts in Fall 2 – easier to
fit into your schedule
• Possibly prep time can be valuable
– won’t prematurely dismiss a good
idea.
Cons
• There’s less time but not less work
• This will be particularly an issue if
there are multiple complex markets
to explore
• October: In general, entry is at NV1 with occasional rare exceptions.
• January: Entry is available at NV2, assuming larger teams and some
progress.
• The final report will
• Require some portions of the need portion of the NV1 report to be covered
under “Target Customer.”
• The other portions of NV1 report made explicit as foundation for other
questions.
• But we can help with that
16. Two types of roles
• Committed Students
– Committed to starting
this company , assuming
it looks like a worthwhile
opportunity
– “I want to start a
company while getting
my degree”
– Must be at least one per
team
• Supporting Roles
– “I’d like to experience
being part of a startup
while getting my degree,
but it’s not my main
career choice.”
17. Advisors
• Ashish Arora, Professor, Strategy
• Rich Burton, Professor, Strategy
Jon Fjeld, Professor of the Practice,
Strategy; Executive Director, Center
for Entrepreneurship & Innovation
• Jonathan Gindes, Chief Financial
Officer and Senior Vice-President of
Business Development, Affinergy
• Doug Green, Entrepreneur
• Donald Haile, Venture Partner,
Fidelity
• Karen LeVert, CEO, Southeast
TechInventures
• Matthew Megaro, Executive-in-
Residence, Center for
Entrepreneurship & Innovation
• Chris Moorman, Professor,
Marketing
• Howie Rhee, Managing Director,
Center for Entrepreneurship &
Innovation
• David Robinson, Professor, Finance;
Director of Entrepreneurship
Research, Center for
Entrepreneurship & Innovation
• Rich West, CEO, Advanced Liquid
Logic
• Joe Velk, Contender Capital
19. EntoGenetics creates Spider Silk from
genetically modified silk worms
20+ yrs research and millions of dollars into Spider Silk, called
the “Holy Grail” of fabrics because it is light, tough, and elastic
19
Solution OverviewProblem Definition Market Opportunity Operations Funding Need
50% weight savings over competing fibers
Ten times (10x) more elastic than Kevlar
Higher breaking energy & greater toughness
20. Spider Silk can replace Kevlar in
ballistic vests
Solution OverviewProblem Definition
Military ballistic vests can weigh 30+lbs
without gear (weapons, supplies)
Average soldier in Afghanistan is carrying
a load of 96 pounds
Soldiers complain that body armor in Iraq
is “too heavy and bulky” for the mission
20
Market Opportunity Operations Funding Need
21. Other Markets Have High Need
o Parachutes: shock cords, canopies
o Ropes / Cords: harnesses, climbing ropes, fall protection
o Medical: Surgical sutures, cell scaffolds, stents
o Clothing: Lightweight, natural, elastic
o Aerospace: Composites for airplane bodies and supports
21
29. New Ventures 1: Opportunity
Evaluation
1. Is there a sufficiently attractive
market opportunity?
2. Is your proposed solution
feasible, both from a market
perspective and a technology
perspective?
3. Can we compete (over a
sufficiently interesting time
horizon): is there sustainable
competitive advantage?
4. Do we have a team that can
effectively capitalize of this
opportunity?
5. What is the risk / reward profile
of this opportunity, and does it
justify the investment of time and
money?
Selection
1.Application
2.Idea matching
3.Screen
4.Recruit team
NV 1 - Opportunity Evaluation
NV 2 - Strategy development
Company Launch
NV 3 - Operating plan
30. EntoGenetics Team for NV1
• Advisors: Matt Megaro, Don Haile, Jon Fjeld
• Inventor: David Brigham, Entomologist based
in Charlotte
• Students
– Mark Smallwood ‘10, Fuqua
– Jonathan Gibbs ‘10, Fuqua
32. New Ventures 2: Strategy
Development
• Analysis for this
course
–Target customers
–Business model
–Competitive
position
–Company
objectives
Selection
1.Application
2.Idea matching
3.Screen
4.Recruit team
NV 1 - Opportunity Evaluation
NV 2 - Strategy development
Company Launch
NV 3 - Operating plan
33. EntoGenetics Team for NV2
• Advisors: Matt Megaro, Don Haile, Jon Fjeld
• Inventor: David Brigham, Entomologist based
in Charlotte
• Students
– Mark Smallwood ‘10, Fuqua
– Jonathan Gibbs ‘10, Fuqua
– Gautham Pandiyan ‘08, ‘09
• Master’s in Cancer Biology
• Master of Engineering Management
36. Summer - worked at internships
• Mark Smallwood
– Delta Airlines
• Jonathan Gibbs
– SJF Ventures, cleantech venture firm
• Gautham Pandiyan
– Mi-Co, replacing paper processes with e-forms
New: Can get into Summer Innovation Program
($5,000 per team) via Duke Start-Up Challenge
37. New Ventures 3: Operating
Plan
• Core competencies
• Elements of the
operating plan
– Sales forecast
– Gross margin
– Sales and marketing plan
– Research and development
– Operations and
manufacturing
– General and administrative
• Budget
• Financing plan
Selection
1.Application
2.Idea matching
3.Screen
4.Recruit team
NV 1 - Opportunity Evaluation
NV 2 - Strategy development
Company Launch
NV 3 - Operating plan
38. EntoGenetics Team for NV3
• Advisors: Matt Megaro, Don Haile, Jon Fjeld
• Inventor: David Brigham, Entomologist based in Charlotte
• Students
– Mark Smallwood ‘10, Fuqua
– Jonathan Gibbs ‘10, Fuqua
– Gautham Pandiyan ‘08, ‘09
– Robert Olinger ‘10, Fuqua
– Matt Brancato ‘11, Fuqua
– Nishant Patel ‘10, Trinity
– Dmitriy Rokhfeld ‘10, Trinity
– David Chen ‘10, Trinity
39. Last day of NV3, 12/12/09
Dmitriy
Dave
Matt B
Don
Matt Mark
Robert
Jonathan
40. Highlights of P4E
• Start a company while you are at school
• Receive Course Credit
• Matched with Mentors
• Structured Courses over 1.5 years
41. P4E history
Class of
2010
Class of
2011
Class of
2012
Cass of
2013
Class of
2014
Class of
2015
Class of
2016
Selection 30 ideas
8 students*
*Handpicked
students
70 ideas
68 students *
• Used an
• application
80 ideas
90 students
50 ideas
100 students
71 ideas*
104 students*
*Matchmaker
Directory
108 ideas
112 students
N/A ideas
110 students
NV1
Opp. Eval.
8 projects 13 projects
48 students
11 projects
37 students
17 projects
53 students
11 projects
38 students
11 projects
~39 students
12 projects
34 students
NV2
Strategy
4 projects 10 projects
32 students
7 projects
22 students
9 projects
25 students
6 projects
16 students
4 projects
14 students
8 projects
26 students
NV3
Plan
3 projects
14 students
4 projects
20 students
3 projects
14 students
1 project
2 students
5 projects
17 students
2 new
projects
9 students
Launch EntoGenetics Investors
Mosaic
Hootli
Medici
K Kane
AIPatents
Jobbertunity CrowdTunes
Broota
All9s
Jobbertunity
HowIDidIt
KOI
Physao
42. "I got offers from Bank of America
and Walmart (Finance and
Strategy, 1 of only 8 total, they
typically recruit from Harvard,
Kellogg, Chicago). I think my
experience over the two years in
P4E was definitely the reason I got
both offers"
-Mark Smallwood, Fuqua '11
43. “I've told several incoming
students that P4E taught me more
in business school than anything
else”
-Ted Getten Fuqua ’12
44. Tommy Thekkekandam ‘10 Adam Mangone ‘10Ted Getten ‘12
Joe Knight ‘11Mark Smallwood ‘10Rasheed Wiggins ‘10
Meghan Gallagher ‘11 Olgun Kukrer ‘12 Melanie Oberman ‘10
45. Tomorrow’s Pitch
• 3 minutes to pitch, 5
minutes of Q & A,
• Multiple slides ok,
slides not necessary.
• Fill out an RSVP
form
• Deadline for RSVP is
tonight at 9pm, so I
can share Dropbox
folder with you.
46. Main Action Items
• Kickoff in July
• Announce “P4E Candidacy” by August 20
– You want to be in, we will publicize your goals and needs
– This will be a Google Form I will send out
– How do you think you’ll get in
• P4E Matchmaker Event is mid-Sept
• Pitch yourself or your startup idea
• Get team into P4E (New Ventures 1) by October 8th
– Minimum Team of 3 for Course Credit
• Exceptions of 2 will be considered
– Must have met with, and recruited, one of our advisors
– Need to inform myself and Jon Fjeld
47. Tips from the last few years
• Finding teammates is a challenge.
– Spend time now doing it.
• You’ll be very busy in Fall
– Expect it
• Paradigm: This isn’t a typical course
– Starting on your own, with support from us
• No Certificate (on purpose)
– This is meant for those that want the experience
48. Ways to get in
1. Your own startup
– Find startup idea, form team, and get in.
2. Match
– We identify technologies, you choose one.
3. Problem-focused
– Team up on a problem
• Recruit like-minded people
• Find a problem
• Move from problem statement to a business idea
• We need you to self identify
49. P4E history
Class of
2010
Class of
2011
Class of
2012
Cass of
2013
Class of
2014
Class of
2015
Class of
2016
Selection 30 ideas
8 students*
*Handpicked
students
70 ideas
68 students *
• Used an
• application
80 ideas
90 students
50 ideas
100 students
71 ideas*
104 students*
*Matchmaker
Directory
108 ideas
112 students
N/A ideas
110 students
NV1
Opp. Eval.
8 projects 13 projects
48 students
11 projects
37 students
17 projects
53 students
11 projects
38 students
11 projects
~39 students
12 projects
34 students
NV2
Strategy
4 projects 10 projects
32 students
7 projects
22 students
9 projects
25 students
6 projects
16 students
4 projects
14 students
5 projects
20 students
NV3
Plan
3 projects
14 students
4 projects
20 students
3 projects
14 students
1 project
2 students
5 projects
17 students
2 new
projects
9 students
Launch EntoGenetics Investors
Mosaic
Hootli
Medici
K Kane
AIPatents
Jobbertunity CrowdTunes
Broota
All9s
Jobbertunity
HowIDidIt
KOI
Physao
50. P4E outcomes to date
• 69 projects over 5 years
• 18 continued existence in some form
• 42 of 49 failures (86%) due to absence of
market
50
51. A few points to consider
– Ask why - make sure you understand the reasons
for the process being the way it is.
– Ask whether it is more important to work on my
idea or a good idea.
– Gates - we don't tell you what to do - we try to
help you make good decisions
– Team - need some committed students – P4E is
opportunity for you to recruit other students to
work with you.
55. Biannual event where 6 startups founded by Duke alumni or
students are selected to pitch to a panel of Duke investors
• San Francisco in June 2014
– Held @ Google’s office
– 400 Duke attendees
• NYC in November 2014
– Held @ AppNexus
– 200 Duke attendees
DukeGEN Startup Showcase
Next Startup Showcase is November in NYC
70. • What is it? The club for students
interested in Entrepreneurship and
Venture Capital.
– Winner “MBAA Club of the
Year” in 2009
• When is it? Events all throughout
the year
• Why? Provide great activities and
camaraderie
• Who? Students interested in
Entrepreneurship and Venture
Capital. There are many options for
getting involved.
71. What is it? Entrepreneurship
Competition at Duke
When is it?
Fall – Round 1 due
Spring – Round 2 and Demo Day
Summer – Summer Incubation
Fall/E-week – Finale, 50K
competition
Why? Win money, learn through
experience
Where? Various locations at Duke
Who? Three student Co-presidents
72. What is it? An alumni network
for Duke’s entrepreneurial
community that students can
also join. The main group has
7000+ members and there are
many Interest Groups
When is it? 24/7
Why? To help alumni and
students start companies
Where? www.dukegen.com
Who for? Alumni and students
73. Incubators
~1,200 sq ft
student incubation
space on campus.
Staffed by part-
time EIR and
student manger.
Virtual Space that
serves as creativity
incubator.
• Duke I&E a Founding Partner
• Co-working Space and Small Offices
The Underground @ Main Street
Editor's Notes
https://www.youtube.com/watch?v=8ZtG5DX5FR0
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