According to Aaron Levie, CEO and co-founder of Box.net, successful startups need to be agile when testing ideas in the market and quick to shut down ideas that don't work. Beyond the power of learning to "fail fast," Levie advises close examination of who you are actually competing with to discover ways to innovate that competitors may not be built to do. View more clips and share your comments at http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2615

Linda A. Hill and Kent Lineback, authors of "Being the Boss: The 3 Imperatives for Becoming a Great Leader," describe the three types of networks you need to succeed.

"The hunger to build stuff and put it in front of people is really valuable in entrepreneurship," says Instagram Co-Founder Kevin Systrom. In this short clip, Systrom recalls a story related to this idea, from his days studying abroad as a Stanford student. He also encourages entrepreneurs to start right now to build out their ideas. View more clips and share your comments at http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2743

Business Model Design: Cost structure, HaaS and production.

As the Co-Founder and CTO of Bespoke Innovations, Scott Summit leads a continuing effort to create products that radically change lives. In this lecture, Summit shares insights from creating customized prosthetic devices using new technologies in nascent markets. He also discusses some of challenges his company faced in discovering a working business model and developing customers.

Six ways to fail at a startup and how to get it right.

15.431 Entrepreneurial Finance examines the elements of entrepreneurial finance, focusing on technology-based start-up ventures and the early stages of company development. The course addresses key questions which challenge all entrepreneurs: how much money can and should be raised; when should it be raised and from whom; what is a reasonable valuation of the company; and how should funding, employment contracts and exit decisions be structured. It aims to prepare students for these decisions, both as entrepreneurs and venture capitalists. In addition, the course includes an in-depth analysis of the structure of the private equity industry.

As the Co-Founder and CTO of Bespoke Innovations, Scott Summit leads a continuing effort to create products that radically change lives. In this lecture, Summit shares insights from creating customized prosthetic devices using new technologies in nascent markets. He also discusses some of challenges his company faced in discovering a working business model and developing customers. View more clips and share your comments at http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2808

In this clip, Square and Twitter Co-Founder Jack Dorsey articulates his passion to measure and instrument everything for the collection of data. Based on his experience of having to "fly blind" at Twitter, when it came to early systems and data, the first thing Dorsey programmed at Square was the system administration dashboard. View more clips and share your comments at http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2643

Business Model and Customer Development

10 Things we Learned in the last year

The business models canvas

InDinero Founder Jessica Mah discusses the realities of the startup experience, in conversation with STVP faculty member and entrepreneur Steve Blank. Sharing the early successes and missteps for her company, Mah honestly reveals the lessons she continues to learn while directing inDinero's path to success through its commitment to customers.

Stanford E245 Lean LaunchPad winter 10 session 01 course overview, business model, customer development

Key Questions for Value Proposition • Problem Statement: What is the problem? • Technology/ Market Insight: Why is the problem so hard to solve? • Market Size: How big is this problem? • Competition: What do customers do today? • Product: How do you do it?

Agenda • Team Business Model Presentations • Value Proposition Product Service Ecosystem

In this clip, Square and Twitter Co-Founder Jack Dorsey shares how Twitter came into existence, while he was working at Odeo, a consumer podcasting company. Dorsey joined Odeo to gain a greater understanding of the consumer Internet market, but eventually learned that few people at the company, including him, were interested in podcasting. Dorsey says the Twitter project began at Odeo, when at the company's urging for new ideas, he suggested the concept that would become Twitter. View more clips and share your comments at http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2639

Reflecting on his work with great entrepreneurs, investor Brad Feld believes the notion of "trying" to do something can undermine entrepreneurs from the start. At the Foundry Group, Feld and his partners look for entrepreneurs who are deeply obsessed with a vision and passion for their product and company. Feld also describes how being an angel investor versus a venture investor can shift how one views possible investments. View more clips and share your comments at http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2815

Social entrepreneurship is a rapidly developing and changing business field in which business and nonprofit leaders design, grow, and lead mission-driven enterprises. As the traditional lines blur between business, government, and nonprofit enterprises, it is critical that business students understand the opportunities and challenges in this new landscape. Through guest speakers, case discussion, lecture, and student presentations this course will explore this emerging field. Students will be expected to develop a business plan for a social enterprise. Creating this business plan will require substantial effort and this plan is an essential part of the learning experience for students. Because the field of social entrepreneurship is interdisciplinary and in its infancy, the course will be introductory in nature and will draw heavily from cases, speaker experience, and student inquiry.

Stanford Entrepreneurship Week

NVIDIA Co-founder and CEO Jensen Huang reports that most of his time on the job is spent brainstorming with managers and leaders and helping them brainstorm through tasks and opportunities. He believes it is essential to train talent to effectively control a different product line, a new geography, or even to take his place. Succession planning of a closed set of hand-picked individuals is a toxic process, says Huang. It's best to treat all employees as a next generation of leaders to build a better environment and long term stability. View more clips and share your comments at http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2229