b p s6210 s y l l a b u s- universityof texasat dallas（b p s6210 s y l l b u s - texasat大学达拉斯）（10页）.docVIP

ENTREPRENEURIAL BUSINESS STRATEGIES BPS 6385 SPRING 2005 Class Meeting Monday 1900-2145, SOM 2.102 Office Hours: Mon/Wed 3:00 – 4:00 PM Or by appointment Dr. Joseph C. Picken SOM 4.212 Email: jpicken@ Phone (UTD office): (972) 883-4986 Phone (McKinney office): (972) 562-5401 COURSE OBJECTIVES: This course is built around the most recent developments in the field of strategic management. Although framed in the context of the entrepreneurial business, these ideas are also broadly applicable to the strategic challenges of innovation and competitive dynamics faced by established firms in rapidly growing or evolving markets. An existing firm in an established and stable industry is faced with a limited set of choices – in all likelihood, the competitive landscape is reasonably well defined, the scope and segmentation of markets has been established, and the firm’s competitive strengths and limitations are understood. Technology (“will it work?) and market (“will they buy”?) risks are more or less manageable; competitive actions and the firm’s ability to execute are the principal areas of uncertainty. Strategy options are partially constrained by established industry structure and prior choices. In rapidly evolving competitive environments, entrepreneurs and established firms will often face multiple unknowns (technology, market, and competitive risks) and possess limited resources to manage these risks. The good news is that there are relatively few constraints on strategic choice; the bad news is that each choice is critical and each in turn constrains future options and flexibility. Often, the innovator or entrepreneur is faced with a “David and Goliath” challenge where the resources and legitimacy of incumbent(s) and established business models create substantial barriers for a challenger firm with limited resources and capabilities. The strategic choices that are made in these situations have mu