July 12th, Citations: United States District Court, S. In a complaint dated March 17,plaintiff asserted causes of action against all defendants for 1 detrimental reliance on the alternative bases of promissory estoppel and negligent misrepresentation; 2 breach of fiduciary duty; 3 slander per se; 4 tortious interference with prospective economic advantage; 5 injurious falsehood; and 6 breach of contract.
Email If Noam Wasserman's entrepreneurship elective were a start-up company, investors would be delighted with its growth. Two years later, the School is offering four sections of the course, with 68 students in each section. Some more students were wait-listed. The course's popularity is a reflection of its universal nature—it addresses quandaries that virtually all entrepreneurs will face when trying to realize the dream of starting a company, no matter how viable the dream.
They divide the course into four parts, the first three of which address timeless entrepreneurial dilemmas: The last leg of the course highlights those rare founders who have achieved the entrepreneurial ideal of attaining financial success without having to give up the reins of the company.
But "the data suggests that somewhere between 40 and 50 percent will be founding a company within a decade of getting out of here," he says. Part one of Founders' Dilemmas helps students to figure out whether it makes sense to wait a while before launching a start-up, taking into account issues that single-minded young dreamers might not otherwise consider—including their personal lives.
Early in the course, the professor essentially plays a foil Smartix case the blindly enthusiastic entrepreneur by taking on the role of a concerned spouse: You should wait until they are out of the house!
In this section of the course, students study cases that deal with both early- and late-career founders. First they consider the case of HBS student Humphrey Chen MBA '96who struggles with the pre-graduation decision of whether to launch a start-up with a classmate or accept a cushy offer from a top-tier consulting firm.
Next, they look at Barry Nalls, who describes lessons learned from starting his Smartix case telecommunications start-up, MASERGY, after working at GTE for more than two decades; in retrospect, Nalls wishes he had taken the entrepreneurial plunge sooner.
Students also study the case of major league All-Star pitcher Curt Schilling, who, as his pitching career winds down, decides to switch gears by founding a video-game company called 38 Studios. Data suggests that a surprisingly high percentage of founders do switch to industries much different from the one in which they have the most work experience.
Schilling visits the class to discuss how his transition from one industry to another forced him to question and adust his knowledge of how organizations work, how to motivate employees, and how to finance growth.
Building The Team—finance And Founders In the second part of the course, students consider the questions they'll face after making the key choice not to run the company alone: Who should the cofounder s be?
Is it a good idea to bring in my best friend, or is that the worst thing I could do? How are we going to split up the roles? Which one of us will become the CEO?
How are we going to split the equity among us? This part includes case discussions of HBS graduate Vivek Khuller MBA '99who persuades classmates to cofound with him the electronic-ticketing company Smartix; Genevieve Thiers, who decides to bring in her boyfriend to help her build the caregiver marketplace Sittercity—and then has to deal with the big risks introduced by that decision; and Jim Triandiflou, founder and CEO of Ockham Technologies, who worries about losing control of the company as he and his cofounder consider various financing offers.
By engaging in a real-life exercise as members of a three-founder team, students also get to experience firsthand the raw emotions of negotiating equity splits with their cofounders.
Beyond The Team—investors And Successors Part three of the course is about "looking to outside investors once you've gone as far as you can with spending your own money, or tapping Dad and Aunt Sally for money.
More importantly, they consider the often soul-wrenching reality that accepting outside funding means ceding some control, not to mention the risk of getting ousted from the company entirely. They discuss the case of Wily Technology, in which the founder is asked to step down as chairman of the board before the new CEO takes over.
They also consider the viewpoint of the non-founding CEO via the case of Les Trachtman, CEO of Webpiont, as the founder tries to pressure Trachtman to leave the company by threatening to resign himself.
And they study the case of Blogger and Twitter cofounder Evan Williams, who struggles with the challenge of steering his second startup, Odeo, without having board support for his decisions. Achieving The Entrepreneurial Ideal "Each of these entrepreneurs has had to give up something that really matters to them—a trade-off between something that's important to them and something that's really important to them," Wasserman says.
Students study the issues that founders Tom Scott and Tom First had to consider when negotiating the sale. And even the most successful entrepreneurs deal with occasional self-doubt. Students in the course also look at the case of Brian Scudamore—who dropped out of high school to start the successful junk removal company The Rubbish Boys now GOT-JUNK—as he reconsiders his decision to pursue franchising as a growth option.
In the end, the course is about self-reflection and foresight.Case No. D PROCEDURAL ORDER No. 1. On August 18, , seventeen days after service and filing of the Response, Complainant filed with the WIPO Arbitration and Mediation Center a “Motion for Leave to Reply” and a proposed Reply.
Two days later Respondent filed a Motion for Leave to Submit an answering declaration. (Third Am. Compl. ¶ ) Smartix's SmartFan program was funded, in part, through investments made by MasterCard, and Master-Card later became a sponsor of the SmartFan program.
(Third Am. Compl. ¶ ) However, Smartix also solicited additional investments from other private individuals and groups in order to support its further development. Smartix B The Last Dance Case Solution And Analysis. The Last Dance Case Analysis Smartix B The Last Dance More From Harvard Case Study Analysis Solutions American Great American Knitting Mills.
. The background to closing down a limited company in the UK, and an outline of the steps needed in a straightforward case. Conversely, here plaintiff's Complaint specifically states that plaintiff sought out SCOA as an investor (Compl.
¶¶ 26, 31) and does not allege that SCOA encouraged Henneberry to make personal loans to Smartix. Moreover, this is not a case wherein the parties' positions are such that SCOA would have an advantage over Henneberry. Unique Intelligent Packaging concept based on NFC Technology. SmartiX uses NFC to connect the retailer with the consumer through an NFC tag in the package.