AEM1230-1111ToPost-1 - AEM1230 Principles of...

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AEM1230 Principles of Entrepreneurship and Business Wednesday 11/11 The Fast-Growth Startup Growth – Why? Characteristics of successful high- growth ventures Strategies for achieving high growth
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Business Idea Project You are to form a group of three students (no more, no less) and to select, among the 75 ideas collected among the three of you, the one that looks the most promising, and then develop it into the first rough cut of a business plan. The report should be 5-8 pages long (single or 1.5 line space, 12 - 14 pt font, 1-1.5 inch margins). This limit excludes the title page and any appendices. Deadline: Monday December 7 th , noon, Warren 51
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The report must o Present and explain the product; o Introduce a market segment for the product, and suggest a marketing strategy to reach this market; o Justify how this product or service will be competitive and thrive; o Justify how this product or service will make money, and o Give a first idea of the operational strategy for the startup, and of the risks and success factors involved.
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Extra-credit elements o Product mockup o Marketing research (ie. surveys, focus groups, product tests, etc.) o 4Ps analysis o Pro-forma financial statements o SWOT analysis
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hawk_10departFrom3Com US Robotics was eventually acquired by Freecom in 1996 or 1997 and so again, we found Palm being a division of Freecom. Freecom is a networking company. This is where we picked up the story, this was two years ago and the Palm division was growing very rapidly, it was clear to me that Palm would be larger than Freecom, that we were a must faster growing business, had more of a future than them. I don't think that was clear to Freecom at that time. The real conflict we had with Freecom was that Palm as a growth company needed to invest in its growth. That doesn't mean that we have to be riding on a loss, it means that when you are at a high growth stage you should be taking your product, folding it back in and growing your business. Freecom was having problems with all their divisions and they were actually declining both in revenue and profit and they were trying to hide that by using the policies and growth of Palm so they didn't break out of revenue separately. They were trying to force us to be as profitable as possible and we're saying "No, we shouldn't be - we're the investment part of the company." We had a little bit of difference of opinion about that and felt it would really hinder us. It was like we were out there competing with Microsoft, all these major companies were coming after us and if we couldn't attract great employees and we couldn't have our own stock plans if we couldn't have our own business metrics, then we wouldn't be successful. We felt so certain about it that we told them that if they weren't willing to spin Palm out at some point in time, we'll have to leave because we're not going to ride this thing unto the ground. So, we negotiated with Freecom
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This note was uploaded on 08/12/2010 for the course AEM 1230 at Cornell University (Engineering School).

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AEM1230-1111ToPost-1 - AEM1230 Principles of...

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