Preface of Textbook
About the Textbook
About the Authors
Book Website at McGraw-Hill
DVD Contents
Stanford 1e Book Website
McGraw-Hill 1e Book Website
Book Contents
Table of Contents
Venture Opportunity, Concept and Strategy
Venture Formation and Planning
Functional Planning of the Venture
Financing and Building the Venture
  Business Plans (App. A)
  Case Studies (App. B)
Online Sources (App. C)
Sample Syllabus
Course Overview
Calendar of Sessions
Entrepreneurial Perspective
Idea or Opportunity
Gathering Resources
Managing Ventures
Entrepreneurship and You
Additional Resources
Schools Using This Textbook
Authors Blog

Entrepreneurship is a team sport. What are the critical human resource issues for new ventures? The NanoGene case examines the big three: building team, developing a compensation policy, and creating an innovative culture.


Relevant Texbook Chapters


Discussion Questions

  1. Evaluate the founding team and the resources they bring to the venture. Independent of the equity ownership issue, what are two risks associated with this founding team? How would these risks be reduced if Paige Miller joined the team?
  2. Although Susan Stone (the local venture capitalist) likes NanoGene's technology and business prospects, she seems concerned by the equity split among the founders. It's exactly the same for all. What consequences for NanoGene might she fear from the present even equity split?
  3. You are Will Tompkins from the case. Given your assumptions about hiring plans and the option packages for new hires over the next 18 months (e.g., Paige, research assistants, scientists, and senior scientists), is the present employee stock option pool sufficient? If not, what would you do next?
  4. Assess the venture's progress on each of the issues discussed in the last section, especially company culture.

Primary Case Study: NanoGene
The NanoGene case examines the big three: building team, developing a compensation policy, and creating an innovative culture.

Optional Case Study: Vinod Khosla and Sun Microsystems
Describes how Vinod Khosla got Sun Microsystems started, and a critical marketing challenge the company faced at the end of the first year. Objective is to illustrate how bold creative thinking can make or break start-ups.
Vinod Khosla: Taking Risks
Khosla believes that success comes from those who dare to dream dreams, and are foolish enough to try. Khosla relates this to his hang-bliding and sky-diving experiences. It is important for entrepreneurs to stretch themselves, to try the unreasonable and extraordinary. There is a level of foolishness --a belief in yourself and naivete that frees entrepreneurs, and allows them not to worry about constraints.
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