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  • Venture Capital and Private Equity: Module I

    Provides an overview of a module that focuses on how private equity funds are raised and structured.
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  • Venture Capital and Private Equity: Module II

    Provides an overview of a module that focuses on the interaction between private equity investors and the firms they finance.
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  • Venture Capital and Private Equity: Module III

    Provides an overview of a module that focuses on existing venture capital and other private equity investments.
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  • Venture Capital and Private Equity: Module IV

    Provides an overview of a module that focuses on the adaptation of the private equity model to corporate and nonprofit settings.
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  • Venture Capital and Private Equity, Course Overview

    Provides an overview of the Venture Capital and Private Equity modules.
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  • The Issue Process for Public Securities

    This technical note covers alternative methods for issuing securities in the U.S. public markets. It focuses on the basic institutional requirements of an underwritten security offering and the role of investment bankers. Two regulatory reforms of the U.S. Securities and Exchange Commission, Rules 415 and 144a, are also discussed.
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  • Building Effective One-on-One Work Relationships

    Addresses how to build effective one-on-one work relationships. Spells out the importance of analyzing your network and understanding on whom you are dependent. Also provides some criteria for assessing the quality of your relationships. Finally, it discusses how to manage conflict based on the Senge Model of advocacy, inquiry, and mental models, all of which encourage people to uncover their assumptions.
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  • Process Performance Measures

    This note defines a variety of performance measures that are useful in process analysis. It explains the meaning and usefulness of these concepts through a list of definitions followed by examples.
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  • Introduction to Process Simulation

    Simulation is commonly used as a decision tool by managers in marketing, engineering, production, finance and many other disciplines. Managers simulate processes to gain a better understanding of their processes, diagnose problems, train new employees, and explore possibilities. Both the advent of powerful personal computers and the development of graphically driven simulation packages have contributed to this greater adoption. This note describes process simulation and illustrates the techniques with a tutorial model of a deli operation. (An Extend simulation file, product 7A96D009, is available for this case.)
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  • Protection of Intellectual Property in the United States

    Presents an overview of U.S. laws/systems in place to safeguard intellectual property rights. Includes a brief history of the development of the laws. Attention is given to patents, licenses, copyrights, trade secrets, trade and service markets, and non-disclosure and non-compete agreements.
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  • Sustaining Superior Profits: Customer and Supplier Relationships

    Explains relationships between asset specificity, holdup, and vertical integration. In particular, it emphasizes solutions to the holdup problem through vertical integration and contracting.
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  • Project Management Manual

    A descriptive manual for how to manage the process of project management. Major sections are: 1) define and organize the project, 2) plan the project, and 3) track and manage the project. 12 processes are described in detail.
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  • Some Thoughts on Career Management

    A view of career management for people interested in starting or playing a major role in an entrepreneurial venture is presented.
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  • Inflation, Exchange Rates, and Required Returns

    This note describes the links between inflation, exchange rates, and interest rates in an international setting. Students are introduced to the basic ideas, which are illustrated with data from four countries. The note emphasizes the managerial implications of these links and their relevance to forecasting exchange rates. It is useful as both background reading to supplement cases and as part of preparation for a lecture on the topic.
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  • Achieving and Sustaining Superior Profits

    A basic premise of strategy is that superior profits occur when a corporation secures favorable positions in attractive industries, and pursues economies of scope across business units. This note draws on research that documents the importance of industry, positioning, and corporate-parent effects on profitability. The research shows differences in the influence of the effects for high and low performers, and differences for firms that are in the process of achieving and sustaining performance.
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  • Introduction to Least-Squares Modeling

    This note, the first in a series on regression analysis, introduces the simple linear model (one X-variable), together with least squares, as a procedure for estimating the coefficients in the model. The standard error of estimate, adjusted R-square, and standard error of the coefficients are all introduced and explained. The presentation of formulas is kept to a minimum, and an illustrative example is used throughout the note. . This note, the first in a series on regression analysis, introduces the simple linear model (one X-variable), together with least squares, as a procedure for estimating the coefficients in the model. The standard error of estimate, adjusted R-square, and standard error of the coefficients are all introduced and explained. The presentation of formulas is kept to a minimum, and an illustrative example is used throughout the note.
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  • Retiree Benefits

    Note on accounting for retiree benefits.
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  • Two Psychological Traps in Negotiation

    Two psychological traps, anchoring and framing, and their role in negotiation are described. The anchoring section describes how first or opening offers can be used effectively in negotiation. Examines how opening offers serve as an anchor, changing one side's perception of the other side's bottom line and hence the set of possible outcomes. The framing section describes how framing--alternative description of an object, event, or situation--can be used effectively in negotiation. Uses a real-estate dialogue to illustrate three common varieties of framing: losses versus gains, short and long horizons, and aggregation and segregation.
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  • General Manager's Leadership Challenge: Building a Self-Renewing Institution

    Highlights the general manager's role in building a self-renewing organization.
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  • Antitrust and Competitive Strategy from the 1990s to 2008 (Condensed)

    Describes U.S. antitrust policy, including major judicial decisions and their impact on competitive strategy. Omits information on the history of antitrust policy and on the specific prohibitions of the various acts.
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