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4876 Words Aug 10th, 2016 20 Pages
| Entrepreneurial Growth | | Fall Semester, 2013 Man 385.24 Unique #04780 | Professor John N. Doggett Class Days Monday and Wednesdays from 12:30 to 2:00 p.m. Class Room UTC 4.104 Office CBA 5.124k Office Hours Wednesdays, 5:30 to 6:30 p.m. or by appointment Phone 512-232-7671 E-Mail Course Web Page via Canvas
Teaching Assistants Grant Garlinghouse (
Course Objectives

I have taught this course since late in the last century. Today, as we approach a second global recession, helping people learn how to grow firms as astutely as possible
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This course is for students who want to explore the challenges of running and growing an entrepreneurial company or a division of an established firm. We start by looking at the most basic question. Can the firm grow; should the firm grow? Since growth is a choice, we will also look at the trade-offs between aggressive growth and what venture capitalists call "life style" businesses. We will also look at the importance of identifying opportunities for new product development and responding to competitive threats.
We will then look at how managers can learn how to identify and respond to strategic inflection points that shape the growth potential of all firms. This is a critical first step before one can decide what growth model makes the most sense for a firm.

We will focus on the key things that managers must do to determine:

1. What is the right type of growth? 2. How much growth can their firms manage? 3. What will their competitors do in response?

Since growth is not a given, we will also look at the challenges that threaten the viability of firms that have escaped the launch pad and those that have been in existence for some time. A crucial part of our analysis will be to better understand how managers can anticipate and respond to the reaction of competitors to their growth strategies.

No course on entrepreneurial growth would be complete without asking the "was it

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