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Courses - Fall 2014

Fall 2014 Courses | Winter 2014 Courses | Ross Course Descriptions

ES 212 3.0 credits Entrepreneurial Business Basics
ES 250 3.0 credits Introduction to Entrepreneurship
ES/FIN 329 3.0 credits Financing Research Commercialization

ES 395

3.0 credits

Entrepreneurial Management

ES 399  1-3 credits  Independent Study Project 
ES 427(B) 1.5 credits Leading a Family Business
ES 444(B) 3.0 credits Introduction to Microfinance - Undergraduate
ES/LHC 504(B) 2.25 credits Legal Aspects of Entrepreneurship

ES 516(A)

1.5 credits

Entrepreneurship via Acquisitions

FIN 517 3.0 credits Real Estate Essentials
LHC 561 (A&B) 1.5 credits Management Presentations
MO/STRAT 563(A) 1.5 credits Leadning Creativity and Innovation
MKT 586 1.5 credits Entreprenuerial Marketing
ES 615 3.0 credits New Venture Creation
MKT 618 3.0 credits Marketing Research Design and Analysis
ES/FIN 623(A) 2.25 credits Venture Capital Finance
ES/FIN 624(B) 2.25 credits Private Equity Finance
ES 627(B) 1.5 credits Leading a Family Business
TO/STRAT 630(A) 2.25 credits New Age of Innovation
ES/FIN 629 3.0 credits Financing Research Commercialization
MO 637(B) 2.25 credits Social Intrapreneurship
ES 644(B) 2.25 credits Introduction to Microfinance - Graduate
STRAT 675 2.25 credits New Game Business Models
ES 701 1.5 credits Wolverine Venture Fund
ES 702 1.5 credits Frankel Commercialization Fund
ES 703 1.5 credits Social Venture Fund
ES 735(A) 1.5 credits Entrepreneurial Tunaround Management
ES 750 1-3 credits Independent Studies / Research Projects

Course Descriptions

ES 212 Entrepreneurial Business Basics - Erik Gordon
This business basics course covers how to make a product or service idea real in the form of a tangible, marketable product and an organization that can produce and distribute it. Topic areas covered include: motivation and social purpose of entrepreneurship, market research and product development activities, people resource management, capital resources management, and go-to-market management.

ES 250 Introduction to Entrepreneurship - Len Middleton
Introduction to Entrepreneurship is designed for all freshman, sophomores and juniors, including non-business students, who wish to learn about entrepreneurship, its role and importance in our society, and how to bring new ideas to marketplace both in the startup and corporate setting. This is an introductory course intended to provide students with a solid foundation on how entrepreneurs and entrepreneurship play a key role in the 21st century global economy. In the course, we will assess, explore, and critique the world of entrepreneurship. Entrepreneurship is approached as a way of thinking and acting, as an attitude and a behavior. Our emphasis is on entrepreneurship as a process that can be applied in virtually any organizational setting. The principle focus will be on the creation of new ventures, the ways that they come into being, and factors associated with their success. This is a course of many ideas and questions, and you will be encouraged to develop and defend your own set of conclusions regarding each of these issues. This course mixes theory with practice, and you will be challenged to apply principles, concepts and frameworks to real world situations.

ES/FIN 329 Financing Research Commercialization - David Brophy
This course is a practicum, offering an opportunity to apply collective team work of a student/mentor alliance to building a launch pad for a technology-based venture. This course is open to Ross School MBA and BBA students as well as all UM graduate students. Student teams will work with mentors and principal investigators (PI) from UM faculty in the Medical School, College of Engineering and other divisions to build a business and marketing plan for a new technology or invention. Projects are based upon disclosures made to UM Office of Technology Transfer, other universities and industrial companies.

ES 395 Entrepreneurial Management - Len Middleton
Entrepreneurship is about overcoming ambiguity, risk and failure, embracing it, and learning from it. This course will explore entrepreneurship and identify and many contexts in which entrepreneurship manifests, including start-up, corporate, social, and public sector. It will prepare students for starting and succeeding in an intrepreneurial venture. It will enable participants to sharpen their ability to find and evaluate opportunities for a new venture, as well as to think creatively and solve problems in highly unstructured situations. A broad range of topics essential to entrepreneurial ventures will be covered, including idea generation, feasibility analysis, raising capital, marketing strategies, financial modeling, attracting a capable team, creating a culture, and preparing for growth. In addition, the course will cover buying a business, franchising, and family business. The main course deliverable is a complete business plan and a presentation to an outside group of investors.

ES 399 Independent Study Project
Independent study projects, supervised by faculty, are available to juniors and seniors in good academic standing. To select a study project, students should consult the appropriate professor about the nature of the project and the number of the credit hours the work would earn. One to three credit hours may be earned. Junior and senior BBAs may elect only one independent study project in a term, and no more than three during the BBA program. No more than seven credit hours from study projects may be counted toward the BBA degree. To register for a project students must submit an approved Independent Study Project application, available online.

ES 427 / 627(B) Continuing a Legacy: Leading a Family Business - Len Middleton
This course explores the strategic, operating, financial, legal, family, career and business issues found in family-owned and managed companies or privately-held firms. The challenge of the course is to provide the tools to be successful, whether as part of a family business, work for one, or want to be a consultant to a family business (evening).

ES 444(B) Introduction to Microfinance - Undergraduate - Michael Gordon
Microfinance provides financial services to the poor, including credit, savings, and insurance. The field is undergoing a period of transition as microfinance institutions begin to seek money from capital markets. This course will explore how microfinance institutions are organized, how they raise money and are managed, and emerging trends that are shaping the field, all with an eye towards understanding the interplay between business models and poverty alleviation.

ES/LHC 504(B) Legal Aspects of Entrepreneurship - Cindy Schipani
Law provides entrepreneurs with many opportunities for competitive advantage. This course offers an examination of the issues that every entrepreneur should understand, from start-up to IPO. These issues include legal concerns that arise when you leave your current employer to start a business, creating an appropriate ownership structure, funding the venture, contracting with vendors and customers, hiring and retaining the best staff, protecting your intellectual property, and going public.

ES 516(A) Entrepreneurship via Acquisitions - David Hiemstra
This course is a pragmatic, "real-world" orientation to entrepreneurship through acquisition of a company. Many entrepreneurial oriented managers find that their skills are best utilized in the context of an acquisition and running of an existing firm, rather than via the start up of a new venture. This course addresses the range of relevant topics; acquisition restructuring, and the LBO search fund (evening).

FIN 517 Real Estate Essentials - Peter Allen
The course gives students tools to help develop cities with vitality, including lively, transit-oriented downtowns and livable neighborhoods through real estate development and investment. This is an interdisciplinary course oriented towards students in business administration, urban and regional planning, urban design, public policy, law, landscape architecture, natural resources and environment, and others. Students work in teams to understand the art and science of creating walkable, transit oriented downtowns and livable neighborhoods. Key course elements include eleven lectures, an interdisciplinary team project, discussions, visiting experts, frequent reference to Ann Arbor for emerging trends in urban revitalization, use of current web resources, and a text on how to invest wisely in downtown real estate. The course uses surrounding villages, Detroit and national case studies as teaching tools. Entry level course for Real Estate Certificate Program.

LHC 561(A&B) Management Presentations - Nancy Kotzian
This course stresses the concepts and skills needed to give effective oral presentations in professional settings. The course is guided by a theoretical framework that emphasizes strategic communication choices, expansion of communication styles, and adaptation to others within communication contexts. This course requires students to give professional business presentations in each of the four quadrants of management communication. In the course of doing these presentations, students develop outlines, create speaking notes, adapt content, and design supplementary materials. Students also practice questions management and impromptu speaking. By the end of the course, students will be able to design, develop, and deliver management presentations that employ a variety of audience-centered strategies.

MO/STRAT 563 Leading Creativity and Innovation - Jeff DeGraff and Michael Tschirhart
This course is designed to introduce students to the practices necessary to stimulate and manage innovation in a business. You will be given frameworks and methods for designing, developing and implementing innovation in real work situations. The aim of the course is to provide you with the perspective and skill base necessary to manage innovation-focused projects, people and ventures.

MKT 586 Entrepreneurial Marketing - S Sriram
Entrepreneurs face the challenging task of developing and launching new products and services. However, designing and launching new products is risky. Managing the new venture process therefore involves identifying new product ideas that have great potential, matching them with customer needs and fine tuning them via testing in order to lower the risk of their failure. Moreover, entrepreneurs need to be able to assess the demand potential for their concepts. This course is designed to acclimatize entrepreneurs with these essential tools. The course is divided into four modules: 1. Introduction to key marketing concepts 2. Opportunity identification and idea generation 3. Testing and sales forecasting 4. Going to market The course uses lectures, cases and outside speakers. In the Masters of Entrepreneurship program, the course will help students identify market opportunities, understand customer preferences, evaluate market acceptance, and devise the appropriate going to market strategies.

ES 615 New Venture Creation - Jim Price
In this capstone course, students learn and apply powerful frameworks and methodologies that are useful not only for planning and launching entrepreneurial ventures, but for corporate new-business-development and new-market-entry as well. Real-world lessons from entrepreneurs and investors are supplemented by a semester-long team project that entails each 4- to 5-student team researching and developing a business plan and investor presentation for a different startup business concept, with the professor's coaching.

MKT 618 Marketing Research Design and Analysis - Anocha Aribarg
This course focuses on managing the marketing research process which provides information as an input to marketing decision-making. This requires an understanding of the components of the marketing research process, how to utilize it effectively to obtain relevant information, and how to integrate such information into the marketing decision-making process. We will discuss both the "production" and "consumption" of information for marketing decisions.

ES/FIN 623(A) Venture Capital Finance - David Brophy
This course covers venture capital market structure and institutional arrangements and the application of financial theory and methods in a venture capital finance setting. It presents and applies the fundamentals of venture capital finance, employing "live" case studies to focus on financing startup and early stage, technology-based firms. The course covers four main aspects of venture capital: valuation, deal structuring, governance, and harvesting. The case method is used to demonstrate the practical, hands-on application of techniques following their development in class. Current "market" venture capital deal terms and principles of their understanding, as well as a number of state-of-the-art of financing techniques are covered in the course to give students a strong understanding of a VC deal flow from both sides - investor's and entrepreneur's. Cross-listed with: Fin 623 (evening)..

ES/FIN 624(B) Private Equity Finance - David Brophy
This course presents the fundamentals of private equity finance, focusing on financing mezzanine deals and buyout transactions. The course covers the private equity and buyout market structure, institutional arrangements and application of financial theory and methods in a private equity and buyout setting. The course covers four main aspects of private equity mezzanine investments and buyout transactions: valuation, deal structuring, governance, and harvesting. "Live" case studies are used to demonstrate the practical, hands-on application of techniques following their development in class. During this course, students compete in the Michigan Private Equity Competition with a target of creating an investment pitch for a public-to-private investment candidate. The competition is coordinated in conjunction with Glencoe Capital, a $1 billion buyout fund in Chicago and is sponsored by Alan Gelband Company, Inc. in New York. This course is open to all UM graduate students. Cross-listed with: Fin 624 (evening).

ES/FIN 629 Financing Research Commercialization - David Brophy
This course is a practicum, offering an opportunity to apply collective team work of a student/mentor alliance to building a launch pad for a technology-based venture. This course is open to Ross School MBA and BBA students as well as all UM graduate students. Student teams will work with mentors and principal investigators (PI) from UM faculty in the Medical School, College of Engineering and other divisions to build a business and marketing plan for a new technology or invention. Projects are based upon disclosures made to UM Office of Technology Transfer, other universities and industrial companies (evening).

TO/STRAT 630 (A) New Age of Innovation - M.S. Krishnan
This course introduces students to the emerging nature of competition and the critical capabilities that firms need to build to thrive in this environment. Based on the contents in a book co-authored by professors C.K. Prahalad and M.S. Krishnan, the course presents a different perspective on business innovation focusing on co-creating customer experience and global resource leverage with the social and technical architecture in the firm as the two key enablers. The specific implications for various business functions in this new approach to compete will be discussed. Students interested in functional roles or consulting will find this course useful.

MO 637 (B) Social Intrapreneurship: Leading Social Innovation in Organizations - Chris White & Jerry Davis
Getting a major initiative to succeed in big organizations is much like leading a social movement. It takes being able to read the opportunity structure and thinking like an entrepreneur as one?s career develops; mapping the social system to locate allies inside and outside the organization; mobilizing a team using available technologies; and framing the initiative in a way that motivates decision makers and makes the business case. The course draws on the latest advances in social research, network analysis, and information technology to provide a toolkit for leading social innovation within organizations. We first lay out a framework for how effective social movements change organizations. This framework includes four parts: reading the opportunity structure to recognize when the time is right for an innovation; mapping the social terrain to locate allies and supporters; mobilizing allies into a team; and framing the case effectively as a business proposition. The second session breaks down the process of recognizing opportunities, drawing on the experience of a successful intrapreneur who built a major social initiative at IBM. The third and fourth sessions are training in the tools of social network analysis and their application as a way to visualize and quantify the social terrain. Here we will see how to use public information to map out power structures inside and beyond the organization. The fifth session highlights newly available tools for mobilization that have underlain actions from whimsical "flash mobs" to political protests in the wake of contested elections. The sixth session lays out the rules for making the case for change to decision makers, from how to frame it to how to demonstrate its business value. In the second half of the course, we go through several cases of successful and unsuccessful social innovation in organizations. Innovations can be of several types: products (selling goods and services whose value extends beyond profit), practices (making how we do it more sustainable), people (making the workplace more just and rewarding), and public (building the community beyond). We end with live practice in making a compelling and brief pitch for your innovation to a client board.

ES 644(B) Introduction to Microfinance - Graduate - Michael Gordon
This live broadcast of a 7-week seminar speaker series hosted by the Haas School of Business University of California explores why and how microfinance operations have grown to proved financial services to poor and low-income people on a sustainable basis. The class brings together advice and best practices from successful practitioners and institutions around the world as well as new technology startups targeting the industry. This course will provide students with an excellent introduction to microfinance as an important development effort in the war against poverty, and it will also serve as an excellent forum to learn about current challenges and debates in the world of microfinance. This course represents a unique partnering with the Haas School of Business. A 2-hour webcast will be followed by an additional hour of discussion.

STRAT 675 New Game Business Models - Allan Afuah
The course explores new game business models - business models that are rooted in activities that overturn the rules of the game in an industry. It explores questions such as: What is a new game business model? What determines whether one new game strategy is better than another? What types of environments are conducive to new game business models? What is the difference between a new game strategy and a new game business model? Why do some new game business models fail? The course should be of particular interest to those who are interested in positions that have a direct impact on firm profitability or that are going into consulting or venture capital. It should also be of interest of those functional specialists (finance, marketing, HRM, engineering) who must participate in business model-oriented activities.

ES 701 Wolverine Venture Fund - Erik Gordon
The Wolverine Venture Fund was launched at the University of Michigan in Fall 1997, with a dual mission: to earn a venture rate of return, and to support the educational missions of the Ross School of Business in the area of private equity investing and entrepreneurship. Students have substantial input into decisions to invest in start-up ventures. This course is designed to give students "hands-on" experience in the entire process of venture investing, including: sourcing applicants, initial analysis, due diligence investment negotiation, and monitoring the portfolio of investment. An external advisory board provides assistance and input. This course is taught by Richard M. (Erik) Gordon.

ES 702 Zell Lurie Commercialization Fund - Stewart Thornhill
This course is provided for students interested in technology commercialization, new business creation and venture capital. The course combines class room learning with experience managing a student run investment fund formed to accelerate the rate of successful commercialization of ideas and technology found at the University of Michigan. Students will have an opportunity to evaluate new technologies, meet with inventors and company founders, perform due diligence on opportunity of interest, work with the inventors to develop a value adding investment plan for the idea, to prepare and obtain approval for a recommendation to invest, and most importantly, to convince the inventor to accept the investment team's investment proposal. Student teams will seek guidance from and make their recommendations to a Board of Advisors made up of successful business people and industry experts.

ES 703 Social Venture Fund - Uday Rajan
This course will provide students with the education, tools, and techniques essential to valuing and financing venture investments that create sustainable value for both the investor firms and society at large. Students will engage in action-based learning of the entire process of social venture investing: sourcing applicant deals, initial screening analysis, due diligence, investment negotiation and monitoring of the investment portfolio. The key distinguishing feature of this course is that all core investment competencies will be developed in the context of creating sustainable social value. Students will develop a broad-based understanding of social and environmental valuation with the objective of measuring and optimizing the blended value of financial and social return of an enterprise.

ES 735 Entrepreneurial Turnaround Management - Bill Hall
Turnaround management techniques will be examined in this course, led by an experienced practitioner. This "hands on" course evaluates analysis techniques, prioritization of tasks, communication strategies, strategic repositioning, financial restructuring, and the psychological aspects of troubled situations.

ES 750 Independent Studies / Research Projects
Independent study projects, supervised by faculty, are available to graduate business students in good academic standing. To select a project, students should consult the appropriate professor about the nature of the project and the number of credit hours the work would earn. Students earn one to three credit hours per project and may elect only one study project in a term. Graduate business students should consult their program bulletins for information regarding total number of projects and credits that can be applied to their degree. To register for a project students must submit an approved Independent Study Project application, available online.

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