2017

Stories related to "Conversations". http://www.chicagobooth.edu/magazine/spring-2017/rss

conversations

Six Days to Pitch

The History: The Global New Venture Challenge (GNVC) is the Executive MBA track in the New Venture Challenge process, which began 21 years ago. We kick off the GNVC in August when all of the Executive MBA students are in Chicago for their electives. The entrepreneurs put together a feasibility study about their businesses, encourage others to join their teams, and submit an application in October. We choose about six teams from each cohort—Chicago, Hong Kong, and London—to participate in the class. The Preparation: Because the course is so short, it actually starts as soon as we choose the teams. I have a kick-off WebEx call in the fall with the teams, who are located all over the world, to start working on their business models. I then host webinars for all of the teams on business plans and presentations. Finally, I have a second, one-on-one call with each team in the winter. Business plans are due a week before class starts, because I want the teams to have written their story and really gotten it down. The Curriculum: The weeklong class is stressful. It’s intensive, and it doesn’t look like a normal class. On the first day, students present to a group of coaches, judges, and outside mentors, and they get a lot of feedback. We handpick mentors for each team based on industry, business model, and startup experience to get them started working with outside people on their model and story. <br/>

conversations

How Do You Avoid Paralysis by Analysis?

Knowing when to stop looking at data comes up constantly in my Algorithmic Marketing class. In this class, one of the main goals is to be able to develop tools that would help someone make better decisions. Building these tools relies on knowing what exactly the decision is or what the question is. Very often people don’t specify their question in a precise enough form. You need to write down a specific question—it can’t be a vague goal or a vague statement. It’s important to thoroughly articulate your question and your research plan. The more precise your question, the easier time you will have looking for an answer. The question in itself isn’t enough, though. We also need to specify the exact parameters of an acceptable answer. It doesn’t occur to people to write down specs of an answer, but that’s another thing that needs to be done before you get started. You need to give yourself some set of parameters to help you understand when you’re going to stop even before you start. These parameters could be a set of rules you have to satisfy. For example, if I’m looking at how advertising impacts sales, it might be that I am looking for a set of parameters in the context of a particular model. Knowing that helps you look in the right direction. You have to chart out what the ideal answer would be, and you have to chart out what you’re going to be satisfied with in the findings<br/>

conversations

The View From New York

New York has the highest population density of any major city in the United States, with more than 27,000 people per square mile. Yet Booth alumni bump into each other regularly. “You come across them at work, on the street,” said Kate Gusin, ’07. “There are a ton of people from Booth here—everyone who moves here has this premade network of people coming from Booth.” More than 2,200 Booth alumni live and work in the New York metropolitan area. While they work mainly in investment banking and finance, they also delve into other fields, including marketing, sales, and publishing. Booth graduates appreciate the networking possibilities in New York. Jacquie DeSimone, ’97, described meeting a fellow Booth graduate at a happy-hour event and starting a conversation about skiing over a cocktail. By the time the night was over, they were talking business, and it turned into an opportunity for both of them. She isn’t the only one with that type of experience. “I was interviewing for a job and it turned out a Booth friend of mine worked there,” said James Reeves, ’13. “She was able to counsel me on the interview process, and I was also able to shortcut a lot of conversations about my knowledge and the breadth of my skills. The degree from Booth spoke for me.” Anya Gezunterman, ’01, agreed. “People here know Booth.” <br/>

conversations

CAN Do Attitude

Let’s say that you are a smart, driven entrepreneur with a groundbreaking idea to revolutionize food packaging and eliminate all those Styrofoam containers littering the landfill. You’ve got a patent. You’ve got passion. What you don’t have is money. Plus you are in Europe, where early-stage investing tends toward the risk averse. What to do? If you are startup ValueForm and your CFO is Mandar Kulkarni, ’10 (EXP-15), you put your pitch together and take it to CAN, the Chicago Angels Network in London. Founded in 2012 by Shehreyar Hameed, ’05; Jonathan Weiss, ’00, MD ’01; and Rama Veeraragoo, ’12 (EXP-17), the global network of domain experts, mentors, and angel investors gives Booth graduates a chance at early-stage investment opportunities with entrepreneurial startups and extends the school’s commitment to innovation. In early 2012, Hameed had started investing in startups, and developed the idea of CAN to provide access to compelling investment opportunities to the Booth alumni network in London, elsewhere in Europe, and globally. “I wanted to invest and help entrepreneurs harness our strong, global, and diverse network of deep domain expertise to build successful businesses,” said Hameed, a senior financial professional based in London. “Hence the motto, ‘Engage! Mentor! Invest!’ It’s about setting young companies on the right path and opening doors for them. That’s where the real value comes from.”<br/>

conversations

It’s All Relative to this Booth Student Group

A recent addition among Booth student groups, the Private and Family Business Group started back in 2010, under the name Family Enterprise Group. Providing a forum for private and family business issues, the group today has about 25 members, who host discussions on the particular challenges of such entities, particularly in emerging markets. The group hosts small dinners, lunch ’n’ learns, off-campus cocktails, workshops, speakers, and discussions. Not all members are part of a family business; some want to know what it would be like to work for a family-run firm. Chicago Booth Magazine checked in with two of the group’s current leaders, both of whom are international students at turning points in their careers facing a big question: Should they stay in the United States and better their skills in corporate America, or return home to put their Booth education to use growing the family business?<br/>

conversations

Checking In

The Challenge: FibraHotel (FIHO), a Mexican real estate investment trust (REIT), had good partnerships with local operators and wanted to expand its hotel portfolio with international brands. Previous negotiation attempts with international franchises and hotel operators were not successful because they weren’t willing to negotiate beyond the standard international deal terms and US hotel standards that are generally used internationally. The Strategy: Guillermo Bravo Escobosa joined FIHO following the REIT’s successful initial public offering in 2012. FIHO built a reputation as a solid developer and real estate owner, and it had the capital necessary to secure strong growth in hotels in Mexico. At the same time during which FIHO wanted to grow its hotel portfolio in Mexico, it was looking for a new international partner with whom it could reach an agreement similar to those FIHO had previously negotiated with its local partners—a new international partnership that would better align incentives for both parties. FIHO wanted to find an international partner and develop a deal that was based primarily on a variable fee structure, rather than a standard top-line heavy fee structure deal. Additionally, FIHO wanted its international partner to be willing to “tropicalize” its products to the Mexican market and invest in expanding local operations teams. <br/>