ucsb engineering 185b

ENG 122/222Entrepreneurship

Introduction

04/10/2023 ENGR185B/285B 1 - Introduction 2

Today’s Roadmap

• TMP Overview• Who Should Take This Course?• Course Objectives• Syllabus, Assignments, Grading, etc.• In-class Exercise


UCSB - Always On Cutting Edge & Entrepreneurial

• Dr. Glen Culler, UCSB Faculty

• Culler established UCSB as one of the four original ARPAnet sites

• Started several companies• > 25 companies came out of

his lab

Dec.1969


Real Life Entrepreneurial Impact of UCSB

Software.comSonosExpertcityAsk JeevesGoogleEZ AppsQAD Inc.InRoads Technology Inc.CallWaveOccam NetworksAppFolioRightCartRevUpNet

Active Life TechnologiesCommission JunctionEstaleaComputer MotionInTouch HealthDigital InstrumentsRedMojoAgility CommunicationsInogenRightScaleMayim Visual SolutionsDemarc SecuritySavings.com

More than 200 High Technology Businesses Owe their Existence to UCSB Faculty and Student Founders

What Is The TMP? Classroom Real World

Star Sighting

Distinguished Lecture Series“The Tomorrow Makers”

Michael Crandell, RightScale Inc.

Robert Siegel, X/Seed Capital Management

Davis Brimer, Active Life Technologies

Ali Perry, Inogen Inc.

Dan Doiron, La Querencia Partners

Rodney Ferguson, Panorama Capital

Alexander Manu, InnoSpa International

Kara Swisher, Wall Street Journal, D: All Things Digital

“Technology; Change and Challenge”

Arpit Malaviya, ProDIGIQ

Dennis Clegg, Molecular, Cellular and Developmental Bio

Kenneth Kosik, Neuroscience Research UCSB

Ian Kilpatrick, BeenUp2.com, KilMil

Johnny Cupcakes, Best Entrepreneur 2008

Randy Churchill, PricewaterhouseCoopers

“Entrepreneurship and Society”

Calestous Juma, Professor JFK School of Govt. & Harvard University

S. James Nelson Jr., CFO Cal Dive International Inc.

Ted Jenkins, Intel, Cal Tech Board of Trustees

Kurt Johnson, Fastclick

Patrick Yam, Sensei Partners LLC

Lecture Series 2008- 2009

EAT: Entrepreneur at the Table2008/2009 School Year:

Marie Williams, Capital One Calestous Juma, Harvard Matt Vlasach, Pacific Swell Patrick Yam, Sensei Partners John Hunt, CompuVision Fred Steck, UCSB AlumArpit Malaviya, ProDIGIQ, IncMichael Crandell, RightScale, Inc. Virgil Elings, Technology Pioneer Randy Churchill, PriceWaterhouseCoopers Brett Bullington, UCSB Alum Rod Ferguson, Panorama Capital Alexander Manu, InnoSpa InternationalJeffrey Henley, Oracle Corp.

Technology Entrepreneurship Certificate

Dynamic Growth

TEC RequirementsRequired courses offered through UCSB

ENGR 111 (formerly ENGR 102 A, B, C) Opportunities and Perspectives in Technology, Business, and Society, 2 units

ENGR 120 (formerly ENGR 185A) Business Strategy & Leadership Skills, 4 units

ENGR 122 (formerly ENGR 185B) Entrepreneurship, 4 units

Required courses offered through Extension

ENGR X130A (formerly ENGR 191A) Entrepreneurial Marketing, 2 units

ENGR X130B (formerly ENGR 191B) New Venture Finance, 2 units

ENGR X130C (new) Entrepreneurial Leadership of Teams & Talent, 2 units

See full requirements here: http://www.tmp.ucsb.edu/academics/undergraduate.html

http://extension.ucsb.edu/search/publicCourseSearchDetails.do?method=load&courseId=22790706

http://extension.ucsb.edu/search/publicCourseSearchDetails.do?method=load&courseId=22790720

http://www.tmp.ucsb.edu/academics/undergraduate.html

GPMP Requirements1) Students take 12 units of business foundation courses:

management, entrepreneurial marketing and new venture finance.

2) Students then choose another 4 units in either:New Venture Creation: Entrepreneurship course or

New Product Development course

3) Students also need to either:– complete an internship, – participate in our business plan competition or

See full requirements here: http://www.tmp.ucsb.edu/academics/graduate.html

http://www.tmp.ucsb.edu/academics/graduate.html

New Venture Competition


• Several Feasibility Studies have evolved into real companies


Student Entrepreneurs at UCSB• Delta Sigma Pi

http://orgs.sa.ucsb.edu/deltasigmapi/brothers.html

• Student Entrepreneurs Associationhttp://www.ucsbsea.org/

• Business Economics Associationhttp://www.ucsbbea.com/

• Alpha Kappa Psihttp://www.akpsiucsb.com/new/

• AIESEChttp://orgs.sa.ucsb.edu/aiesec/

• Latino Business Associationhttp://orgs.sa.ucsb.edu/lba/

http://orgs.sa.ucsb.edu/deltasigmapi/brothers.html

http://www.ucsbsea.org/

http://www.ucsbbea.com/

http://www.akpsiucsb.com/new/

http://orgs.sa.ucsb.edu/aiesec/

http://orgs.sa.ucsb.edu/lba/

Who the Heck is John Greathouse?

• Teach 122 & 134 • University of MD: BS, Accounting, CPA• Wharton School: MBA, Entrepreneurial Management • Taught at Wharton, UCSB and ISIM

Who the Heck is John Greathouse?

• Teach 122 & 134 • University of MD: BS, Accounting, CPA• Wharton School: MBA, Entrepreneurial Management • Taught at Wharton, UCSB and ISIM• Salesman in CFO clothing

– Raising money is a ‘sales job’• Raised approx $80M venture funding

– Convertible debt, IPO’s, PPM’s, venture rounds, etc.• Senior leader on teams which created > $500M of shareholder wealth• Most satisfying aspect of my career - positive impact on teammates

– Watching families grow - people fulfilling the dream of staying in SB

Office Hours: Phelps Hall, Rm. 1408, M & W: 4:00 - 4:45

Operating Executive Roles

• Computer Motion, CFO & VP Bus Dev (1993 – 1999)– IPO in 1997 @ $110M– Sold in 2002 for $148M

• Expertcity / Citrix, CFO & SVP Bus Dev: (1999 – 2004)– Sold in 2004 for $230M

• CallWave, EVP Sales & Bus Dev: (2004 – 2005) – IPO in 2004 @ $200M

• Rincon Venture Partners, Venture Partner (2007 – Present)– Early-stage venture capital firm

Investor, addVisory & Board Roles• RedMojo – Investor & addVisor

– Sold to Novell

• RightCart – addVisor– Sold to Buy.com

• RingRevenue – Board Member

• Eucalyptus – Seed Investor

• Tearaways – Band Manager

Investor, addVisory & Board Roles

• RevUpNet – Co-founder and addVisor

• RightScale – Seed investor and addVisor

• AppFolio – Seed Investor

• The Resumator – Board Member

• Central Desktop – Board Member • ElephantDrive – Board Member


Teaching Assistant: Gustavo Rincon

• Ph.D. Candidate - Media Arts & Technology, UCSBM.A. - Architecture, UCLAM.F.A.- Art, Cal Arts

• ~ 10-years business experience• Startup Experience: Director, Foundation for Art Resources• Small business experience: Design Principal, Wildstar Design

Contact: [email protected]

• OFFICE: TMP Office Phelps, Room 1332 or CNSI (Elings Hall), room 2003

• OFFICE HRS: W: 4:00 - 4:45 and Th 3: 00 - 4:00 by appointment only

mailto:[email protected]


Course Goals• 120 & 122

– ENGR120 is about how to run a successful company– ENGR122 is about how to start a successful company

• Teach effective entrepreneurial and general management practice from the perspective of the Founder and Stakeholders – Provide exposure to the real-world challenges of working within a team

• Apply an entrepreneurial perspective to business problems– Form value creation framework

• Expose students to real world issues impacting a start-up’s feasibility• Help students assess their appetite for entrepreneurial risks / rewards

– Identify what is keeping you from ‘taking the plunge’


Who Should Attend?

This class involves a TON of work


Who Should Attend?

• Are you an entrepreneur? Cheap way to find out…– Have you always ‘sold’ something or created things– Want to have your own company– Have confidence and stamina to master challenges– Are you independent– Do you thrive in ambiguity– Fast, logical and flexible thinker with leadership skills– Good at relationships and can build up a strong network

• Want to know more about start-ups?– Do I aim for a corporate or a start-up career?– What is different and do I have the right skills to participate?


When You Complete the Course, You Will Be Able To:

• Impress your friends with lots of arcane business jargon…• Identify the critical driving forces of venture creation process• Create, identify, & differentiate profitable & durable opportunities• Determine how to create and build value• Identify & determine the resources required for new ventures• Identify business models and components of a business plan• Work effectively in cross-disciplinary new venture teams• Articulate your entrepreneurial strengths and weaknesses

• What do you want to know / expect?


Experiential Learning – Lots of Moving Parts• Interactive course format

– Guest lecturers– Instructor lectures – In-class exercises and discussions

• Learn by doing - NOT A PASSIVE EXPERIENCE– Learn to do a Feasibility Study– Create a Personal Assessment

• WARNING: Casual, unengaged students will become LOST• Assignments not directly covered in class – unconventional approach• Learn from actual entrepreneurs• Experience the power (and pain!) of diverse teams• Learn from other teams, interact, provide feedback

04/10/2023 ENGR185A285A 1 - Introduction 29

Add Codes

• TMP class size “goals” – 70 students• Attend first four classes• Add codes given out after second Wed class, space permitting


In-class Exercise – Personal Pitch

Two minutes to deliver your Personal Elevator Pitch• Who are you?• Where are you going?• How are you going to get there?

– Do you need a group or team members for your group?

Scenario, at a cocktail party and you are asked: “What do you plan to do when you grow up?”

Remember – people cannot help you if you cannot articulate your “Plan”


Required Readings – All On Loan In Library

Purchase• The Art of the Start, Guy Kawasaki, Portfolio, 2004• infoChachkie Reader – available in class $20

Loaned To You• The MouseDriver Chronicles: John Lusk & Kyle Harrison• infoChachkie readings available online at

www.infoChachkie.com Recommended• The Map of Innovation, Kevin O’Connor (Library Reference)

Reading Approach• Read chapters & articles weekly - discuss in class• Periodic quizzes associated with the required reading


infoChachkie – Entrepreneurial Readings Why Buy?Matthew!

• Convenience – search site

• Reader ~ follows syllabus

• No need to print your copies

• You can highlight, review, etc.

• Retain for future reference

• Past classes majority buys

• IOU’s accepted

• Refunds if you drop class ordo not get an add

code


Entrepreneurial Opportunity

• Need Ombudsman• Gather feedback from students and filter to

Instructor• Up to 5 points extra credit on “Participation”

grade


Assignments• There are four types of assignments

– Weekly venture ideas– Personal Assessment (Graduate Students Only)– In-class Exercises– Feasibility Study

• Again: Assignments not directly linked with lectures

• Syllabus – available online– Please be on time when we have speakers (usually each Wed)

• Email all Assignments to: [email protected]



Assignments

Class website: https://ucsb.centraldesktop.com/engr185b/ – Username: engr122

Password: engr122

• Collaborate with group members• Assignments, syllabus, etc.• Assorted readings

https://ucsb.centraldesktop.com/engr185b/


Weekly Venture Idea

Complete individually, max one page Twenty potential points shall be divided equally as follows:– Creativity / uniqueness– Feasibility– Market size (bigger is better)– Personal applicability

Objective is to see the world as fraught with opportunities

Very difficult to achieve 20-points, just like in the ‘real world’

See Venture Idea Checklist

Due Dates: Generally each Monday class; see Assignments– Note: Class 3 requires 2 Venture Ideas; thereafter, 1 idea is required weekly


Personal Assessment – Graduate Students OnlyComplete individually, max five pages of Introspective Analysis:• Do you have ‘what it takes’ to be a successful entrepreneur• Examine your skills, experiences, strengths, weaknesses, etc. • Articulate your risk profile• Determine team members needed to mitigate your weaknesses

Personal Business Plan Executive Summary – outline path to success• Product, Marketing, Financial, SWOT, etc.• Craft Personal “Elevator Pitch”

Objective: greater self-awareness and a polished personal elevator pitch

See Assignment 16 for more details


Assignments – Feasibility Study• Identify, analyze and develop a business opportunity • “Is this a good idea, is it worth pursuing?”• Go / No Go decision • Present business opportunity to an expert panel• Start brainstorming now• Keep your idea simple • Good feasibility study:

– Realistic evaluations– Diligent and logic steps in the process – Pros / cons evaluation– Clear recommendations– Deal appropriately with incomplete information


Assignments – Feasibility Study

Team Requirements• 4 - 6 people (depending on class size)• Combine graduate and undergraduate• Combine liberal arts and engineering students


Graduate Grading Recap

• 20% Weekly Venture Ideas• 15% Assignments (Assignments Not Otherwise Specified Here)• 10% Personal Assessment• 25% Participation, In-class Exercises and Reading Quizzes• 30% Feasibility Study

– Teams will receive one grade– Team peer evaluation will determine how the grades are assigned among

the team members– Presentations are timed and graded on accuracy, grasp of concept and

theory and depth of analysis


Undergraduate Grading Recap

• 20% Weekly Venture Ideas• 20% Assignments (Assignments Not Otherwise Specified Here)• 30% Participation, In-class Exercises and Reading Quizzes• 30% Feasibility Study

– Teams will receive one grade– Team peer evaluation will determine how the grades are assigned among

the team members– Presentations are timed and graded on accuracy, grasp of concept and

theory and depth of analysis


AssignmentsNext Class• Assignment 1 - DO NOT FORGET The Entrepreneurial Interview

– Come to class with five TYPED interview questions– Also email to [email protected]– Interview a classmate – you decide if they are an entrepreneur– Time permitting, we’ll share some of the interviews in class

• Class website: https://ucsb.centraldesktop.com/engr185b/ – Username: engr122 – Temporary Password: engr122

• Readers available after class

• Email all Assignments to: [email protected]

https://ucsb.centraldesktop.com/engr185b/


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