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

A startup must build and maintain an ecosystem of investors, partners, suppliers and other stakeholders in order to get off its feet. With little to negotiate critical relationships, startups must be skillful and persistent and leverage their intellectual property. We use WebTV as an example.


Relevant Texbook Chapters


Discussion Questions

  1. How did WebTV define its critical ecosystem of partners, investors and stake holders?
  2. What were Steve Perlman's greatest strengths and weaknesses in negotiating with stakeholders?
  3. What are the key differences between negotiating a transaction and negotiating a relationship?
  4. What are WebTVs three most important terms to ask Sony for? What is the case vice-versa?
Main Case Study: Steve Perlman and WebTV (A)
Explores the dynamics of a linked series of inegotiations involved in launching, growing, and selling a high-tech, Internet start-up. Steve Perlman initiated alliances with content and Internet service providers, maneuvered into negotiation with major consumer electronics players and ultimately decided on selling the firm.
Alternative Case Study: Danger Inc.
Danger has a complete solution that enables wireless carriers to offer innovative and affordable voice and data products to their customers over next-generation networks. It must now build a portfolio of strategic relationships that would help bring its technology to mainstream markets.
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