P1:
Innovation:
- Creativity vs Innovation
- Types of innovation: process, product/service, strategy
- Drivers of innovation
- Technology management
	- Effects of technology on business
- Risk, Return, and Regret
	- Risk management process
	- Sources of uncertainty
	- Estimating risk and reward
	- e.g. C&E, compaq
- Scale and scope: Economies of scale, scalability, scopee (walmart)
- Network effects: network economies (www, facebook, twitter)
- Usability
- Disruptive applications (product that establishes/dominates a category)

P2:
- Venture creation and business plan
- Reasons and goals for writing a business plan
- Audience
- Elevator speech
- Red flags in business plans
- Sources of business ideas:
	- economic trends
	- social trends
	- political and regulatory changes
	- unsolved problems (zappos)
	- gaps in the marketplace
- Business plan components
	- cover page and table of contents
	- executive summary
	- mission, vision, and culture
	- company description
	- opportunity analysis
	- marketing strategy and plan
	- management and operations
	- financial analysis and projections
- Presenting the business plan
- Common mistakes in writing a business plan
- e.g. Amazon
- Cluster (geographical concentration of interconnected companies in a particular field)

P3:
- types of ventures
- factors affecting choice of ownership
- legal forms of the firm
	- sole proprietorship
	- partnership
	- corporation
	- s corporation
	- limited liability company
	- joint venture
- organizational forms
	- independent venture
	- corporate vencture
	- non profit organization
	- family-owned (frescobaldi family)
	- franchise
	- small/large business
	- e.g. miele, scotts shopping centre

- Franchising
	- types of franchises
	- franchising boom in USA/Europe/Asia
	- franchising relationship
- types of franchising
- benefits and drawbacks of franchising
- 10 myths of franchising
- detecting dishonest franchisers
- trends shaping franchising (what makes it appealing)
- what to consider before investing in a franchise (steps for franchise selection)
- corporate new ventures (and its characteristics)
	- strengths and weaknesses
- five-step process for establishing a corporate new venture

P4:
- knowledge (information, facts, ideas in an area of expertise)
- intellectual capital (sum of knowledge assets of a firm)
	- knowledge of people, effectiveness of management processes, efficiency of
 	its customers and supplier's relationship and the technical knowledge
- managing knowledge
- learning organisation (creating, acquiring, and sharing new knowledge)
	- knowledge and learning within a tech film
- product design and development
	- overall development process
	- product prototypes and development process
	- practices of product development
	- factors of usability
- scenarios to consider

- intellectual property
	- criteria for protection
- patent
	- three basic requirements
	- developing patent strategy and process of obtaining one
- trademark and its law (what is protected)
- copyrights (what is protected)
- trade secrets (measures for protecting them)
- ten mistakes with legal matters in intelectual property
- e.g. creative vs apple/barbie vs bratz

P5:
- what is marketing
	- six elements of the marketing plan (and building one)
- selecting a market and establishing a position
	- market segment
	- creating a unique positioning strategy (differentiate it from others)
	- positioning statement
	- differentiation
- market research
- four elements of marketing mix (product, price, promotion, place)
- advertising
- pricing methods
- social marketing
- branding
- sales process
- customer relationship management
	- public relations techniques
	- focus on customer satisfaction
- diffusion of technology and innovations
	- five characteristics of an innovation
	- five categories of adopters of an innovation

- new enterprise organization
- new venture team
- organisational design
	- 9 elements of an organization
- leadership
	- four leadership styles
	- seven traits of leaders
	- characteristics of an effective team
	- six factors of social interaction of a team
- management
	- emotional intelligence
	- organizational culture (values, norms, rituals)
	- seven principles of trust
	- attracting and retaining talent (six principles)

- organizing and managing resources
	- acquiring resources and capabilities
		- credibility cycle
		- sources of legitimacy
		- infleunce and persuasion (someone that's a master at it)
		- location
		- value chain (transforming input to outputs that customers value)
- virtual organisation (set of partners and suppliers linked by the internet, fax, telephone to provide a service or product)
	- seven key characteristics of a new basic technology

P6:
- management of operations
- the value chain
- process and operation management
	- operations: supervising activities carried out in the value chain
	- process: activity that takes one or more inputs, transforms and adds value
- four competitive capoabilities (quality, reliability, speed, flexibility)
- value web (more interconnected version of value chain)
- strategic control (monitor performance, evaluate effiency)
- balanced scorecard (measurements unique to the company that includes both financial and operational metrics)
- scheduling and operation
	- flowcharts to show how operations work and timings
	- Gantt chart

- acquisitions, mergers, and global business
- acquiring an existing firm (3 main steps)
	- valuation
		- book value
		- price to sales ratio
		- price to earnings ratio
- mergers as a growth strategy
	- horizontal (two firms that make and sell similar products)
	- vertical (different places of the value chain)
- rules for the acquiring firm and acquired firm
	- four roles of integration manager
- why go global?
	- ten strategies and best strategies
- trade intermediaries (distributors for foreign countries)
- strategic alliance (partnership to achieve a specific goal)
- joint venture (entity created when two or more firms pool a portion of their resources to create a separate, jointly owned organisation)
- international franchising
	- idenity suitable countries
	- quality candidates of franchisees
	- structure franchise deal
- exporting
- letter of credit
- barriers and guidelines for international markets

L1:
- technology for fun
- technology for entertainment
- technology for the benefits of manking
	- quality of life
- technology for military purposes
- technology for commerical gains
- tech based entrepreneurship
	- sony, apple, google, nvidia
- newater
- economic impact of entrepreneurial firms
	- job creation, innovation, impact on society, impact on larger firms
- invention vs innovation
- science and technology
- technology: a managerial perspective
	- manifestation of the capability of the organisation
	- forecasting, assessment (impact), commercialisation, valuation, protection
	- moore's law (no. of transitors that can put in chip doubles every 2 years)
		- effects of moore's law
- managing technology change
	- invention or discovery -> innovation or development
	- -> diffusion and commercialisation
	- post it notes, for example
- need for technological change
	- major factor in competitive advantages
- rate of technological change
	- early tech (lacked scientific base)
		- result of chance discovery or error experimentation
		- slow growth
	- modern tech (rapid changes and growth)

L2:
- incremental innovations (small scale improvements)
- radical innovations (ground breaking ideas)
- S curves (change in technology)
- S curves and radical innovation
- disruptive innovation
	- initially serve niche market -> low end range of mainstream market
	- -> capture mainstream market
	- examples, southwest airlines, led, ebay
	- low end has a lot of opportunity (for people who don't want to spend much)
- litmus tests to see if there is disruptive potential

L3:
- imitation (xiaomi, samsung imitate apple)
- counterfeit (illegally imitate something)
- first mover and late entry
	- four stages of industry life cycle
	- first mover advantages/disadvantages
	- imitation vs late entry (surpassing pioneers)
- imitation strategies
	- lower prices
	- superior product
	- market power
- imitation on the internet
- industry analysis
	- 6 forces model (bargaining power)

L4:
- competitive strategies (5 generic strategies)
	- case: motorcycles in vietnam
	- lower prices increases demand
	- low price =/= low quality
	- as economy improves, customers move to quality products
	- competition leads to elimination of weak players
- key areas: lower costs and differentiate products from rivals
- distinctive competencies
	- resources: tangible and intangible
	- capabilities: skills at coordinating resources
- increase profit?
	- sell at a higher margin
	- increase value so they should pay more (value creation)
- value proposition (product, price, access, service, experience)
	- one dominates the value proposition
	- second one differentiates the offering
	- remaining three hit industrial norm
- unique selling proposition (USP)
- blue ocean strategy
	- go where profits and growth are, and where competition isn't
	- new market space (unknown market space)
	- ten key points
	- reorienting from competitor to alternative
- four actions framework
- hurdles to implement new strategy
	- showing need for change
	- limited availability of resources, space, etc
	- motivation and overcoming opposition

L5:
- commercialisation
- motivation
- assessments
	- market aspect
	- technical aspect
	- management aspect
	- financial aspect
	- legal aspect
- sources of uncertainty and risk (1-3-10 rule)
- management of risk
- product development process
	- phases of product development
	- evaluate at every phase
	- booze, allen, hamilton model
	- cooper and kleinschmidt model
	- each case is unique so no generalised system
- idea generation -> check point
- prelimiary assessment -> check point
- concept formulation -> check point
- development -> check point
- testing -> check point
- trial -> check point
- common features of process models (and impacts, benefits, defeciencies)
- motivation for implementing the process
- product life cycle and how to extend it

L6:
- technology valuation
	- three approaches: cost approach, market approach, income approach
	- win-win negotiation
	- in-licensing and out-licensing

L6 supp:
- discount cash flow
- interest rate, present value, compound interest
- stream of income
- worth of an investment
- sum to infinity
- income approach: time value of money
	- risk assessment for the discount rate
	- discount factors
	- net present value
	- discount cash flow analysis
- breakeven analysis

L7:
- sources of product ideas
	- primary:
		- internal - company personnel and products
		- external - customers, vendors, competitors, etc
	- ready products
		- acquire license for the product
		- take over or acquire company
		- take-on a single product line from an organisation
	- secondary:
		- research by others, trade organisations, etc
- devious means for getting info (published materials, employees, "theft")
	- theft (eavesdropping, direct observation, PI)
- 1. connection of ideas
- attribute list (words and phrases that describe desired capabilities)
	- isolate major attributes of known product
	- consider modifying each in every way imaginable
	- review them in real-world constraints (and make new product)
- 2. interaction with the environments
	- nature analysis
- 3. cognitive theory
	- convergent/divergent thinking
- 4. creativity by brute force (and risks)
- TRIZ
- 5. expansion and convolution of systems (more parts or combined)

Extra 1:
- product
	- who is it aimed at
	- what benefit
	- advantage over competitors
	- usp
	- how to position product within the market
- total product
- price, place, promotion

- disruptive innovation
- how people solve problems (divergent or convergent)
- adaptors vs innovators
- trial and error method
- psychological inertia
- D4 process of innovation
- models of innovation (linear, simultaneous coupling, interactive, archiectural, open, as a management process)
- closed vs open innovation
- models of tech transfer

Extra 2:
- why technology (it's very lucrative)
- myth of exploiting technology
- moore's law again
- e.g. intel