This course introduces the fundamentals of technology entrepreneurship, pioneered in Silicon Valley and now influencing other locations around the world. You will learn the process used by technology entrepreneurs to start companies. It involves taking a technology idea and finding a high-potential commercial opportunity, gathering resources such as talent and capital, figuring out how to sell and market the idea, and managing rapid growth. The class demonstrates the entrepreneurial mindset ... when others see insurmountable problems, people look for opportunities in technology and business solutions. A technology entrepreneurial perspective is also a wonderful way of thinking in order to tackle new opportunities in social entrepreneurship, whether it is in government or NGOs (non-profits).
Chuck Eesley provides an introduction and overview of the course on Technology Entrepreneurship (ENGR 145). Including topics such as what you will learn in the class, course design and logistics, "technology entrepreneurship" defined, and other options for entrepreneurship education at Stanford.
Chuck Eesley examines what he describes as the frameworks for entrepreneurship. He describes nine basic models and frameworks for entrepreneurship and hopes that by giving a very broad sense of what entrepreneurship is and what separates the successes from failures.
Chuck Eesley discusses entrepreneurship as a search for a repeatable, scalable business model. In this video, he discusses the group projects in the class, using the business model canvas, including creating a low-fidelity website and market size analysis.
Chuck Eesley discusses technology life cycles and technology diffusion. The typical industry cycles of product and process innovation are discussed. This video also covers some insights that technology entrepreneurs might take away from these patterns when planning their technology strategy.
Chuck Eesley discusses the customer development methodology and the business model canvas. In this video, he talks about how the scientific method can be applied to the process of entrepreneurship. Also discussed are some examples of ways to run experiments and the value of being balanced between optimism/pessimism and being persistent/flexible.
Stephanie Marrus, a Silicon Valley business consultant who is affiliated with the Stanford Technology Ventures program and is a mentor for E145, discusses entrepreneurship in the life sciences. She defines life sciences as an industry, the path to test a new drug in humans, the details and funding of clinical research and trials, tech vs. life science venture characteristics, and the motivations for being a life sciences entrepreneur.
Chuck Eesley continues to talk about customer acquisition as well as the lean start-up model. In this video, he tries to answer the question of why customer acquisition is so difficult, describing it as a balancing act between many different factors and encourages teams to be flexible to changes in their plan.