Howard H. Stevenson is Sarofim-Rock Baker Foundation Professor emeritus, former Senior Associate Dean, Director of Publishing, and Chair of the Harvard Business Publishing Company board. The Sarofim-Rock Chair was established in 1982 to provide a continuing base for research and teaching in the field of entrepreneurship. Professor Stevenson is its first incumbent. The program for entrepreneurial studies uses a multi-disciplinary approach to the creation and maintenance of entrepreneurial focus of business organizations. He served as the Vice Provost for Harvard University Resources and Planning and as Senior Associate Provost from 2005 to 2007. As Senior Associate Dean and Director of External Relations at Harvard Business School from 2001 to 2005 he led the successful capital campaign. From 1999 to 2001 he served as Chair of the Latin American Faculty Advisory Group. He also served as Senior Associate Dean and Director of Financial and Information Systems for Harvard Business School from 1991 to 1994. He has been chairperson of the Owner/President Management Program in Executive Education and of the Publications Review Board for the Harvard Business School Press of Harvard Business Publishing Company.
Howard was a founder and first president of the Baupost Group, Inc. which manages partnerships investing in liquid securities for wealthy families. When he resigned from active management, Baupost assets had grown to over $400 million. He is now co-chairman of the Advisory Board of Baupost LLC, a $27 billion registered investment company. From 1978 to 1982, Professor Stevenson was Vice President of Finance and Administration and a Director of Preco Corporation, a large privately-held manufacturing company. In addition, in 1970-71, he served as Vice President of Simmons Associates, a small investment banking firm specializing in venture financing.
Prior to 1978, he held various academic appointments at Harvard University, specializing in Real Property Asset Management and General Management. He received his B.S. in mathematics, with distinction, from Stanford and his M.B.A., with high distinction, and D.B.A. degrees from Harvard University. He was a recipient of the ALCOA and Ford Foundation Fellowships for graduate study. He was awarded an honorary doctoral degree in 2007 by the Universite de Montreal.
He has authored, edited or co-authored twelve books and forty-two articles including New Business Ventures and the Entrepreneur, with Michael J. Roberts and H. Irving Grousbeck; Policy Formulation and Administration, with C.R. Christensen, N. Berg and M. Salter; The Entrepreneurial Venture with William Sahlman, 'The Importance of Entrepreneurship' and 'Capital Market Myopia,' with William Sahlman; 'A Perspective on Entrepreneurship,' and 'Preserving Entrepreneurship As You Grow.' 'The Heart of Entrepreneurship', 'How Small Companies Should Deal with Advisers', 'Why Be Honest If Honesty Doesn't Pay' and 'Success That Lasts' have appeared in The Harvard Business Review. Other scholarly papers of his have appeared in Sloan Management Review, Real Estate Review, Journal of Business Venturing, Journal of Business Strategy , Strategic Management Journal and elsewhere. He has also authored, co-authored or supervised over one-hundred fifty cases at Harvard Business School. He is the author of Do Lunch or Be Lunch: The Power of Predictability in Creating Your Future, published by HBS Press and co-author, with David Amis, of Winning Angels: The Seven Fundamentals of Early Stage Investing. He co-authored with Laura Nash Just Enough: Tools for Creating Success in Your Work and Life and with Eileen C. Shapiro Make Your Own Luck;Entrepreneurship in the Social Sector waswritten with Jane Wei-Skillern, James E. Austin, and Herman Leonard; Getting to Giving: Fundraising the Entrepreneurial Way was written with Shirley Spence.
He is currently a director of Camp Dresser & McKee Inc. as well as a trustee for several private trusts and foundations. He is a life trustee of the Boston Ballet and has been a director of Sudbury Valley Trustees where he served as president from 1996 to 2000. He is on the board of National Public Radio and served as chairman of National Public Radio Board of Directors from 2008-2010. He is a trustee of Mount Auburn Hospital and a trustee emeritus of the Nature Conservancy. He is a member of the governing board of INSPER School of Business in Sao Paulo, Brazil, a trustee of Olin College of Engineering a trustee of the Museum of Science and the Isabella Stewart Gardner Museum.
Getting to Giving is based on Stevenson's many years as a donor, fundraiser and entrepreneur. The book offers practical techniques and real life stories, and brings passion and humor to the art and science of asking for money. Topics included in the book include: what motivates donors to give, the four donor questions that you must be able to answer, how to craft compelling messages about your organization and cause, how to think and act like an entrepreneur, what your role is as a fundraising leader, why and how fundraising can be rewarding and fun!
Jane Wei-Skillern, James Austin, Herman Leonard and Howard Stevenson
"Entrepreneurship in the Social Sector provides an excellent overview of the many tools available to the entrepreneur to advance his or her mission, and it discusses many of the problems that organizations and their managers encounter at different points of a growth process." -NONPROFIT AND VOLUNTARY SECTOR QUARTERLY
Written for students and practitioners, this unique text, with Harvard cases, provides detailed analysis and frameworks for achieving maximum impact through social entrepreneurship. Entrepreneurship in the Social Sector enables readers to attain an in depth understanding of the distinctive characteristics of the social enterprise context and organizations. The authors offer tools to develop the knowledge to pursue social entrepreneurship more strategically and achieve mission impact more efficiently, effectively, and sustainably.
Stevenson, H. H., H. I. Grousbeck, M. J. Roberts, and A. V. Bhide. New Business Ventures and the Entrepreneur, Instructor's Manual. Burr Ridge, IL: Irwin/McGraw-Hill, 1999.
View Details
Sahlman, William A., Howard H. Stevenson, Michael J Roberts, and Amar V. Bhide. The Entrepreneurial Venture. 2nd ed. Harvard Business School Press, 1999.
View Details
Alan Wilson has a decision to make. The CEO of his company, Grepter, wants him to relocate to Zurich, where he can gain valuable experience for a rise to the top. Karl, his best friend, hopes to lure him to a hedge fund that promises big money fast. Shiori, an enticing former girlfriend, wants him to join her in delivering medical care to patients in developing countries. Alan knows for sure only that he wants to make an impact. Four experts comment on this fictional case study in R0801A and R0801Z. Laura Scher, the CEO of Credo Mobile, advises Alan to consider what each option will deliver in terms of money, power, quality of life, and—most important—personal values. As long as he brings his values into the workplace, any of the three could be the right choice. Daniel Vasella, the CEO of Novartis, cautions Alan to examine what truly drives him, personally and professionally. All things considered—not least the potential hazards of working with a friend—his future looks most promising at Grepter. Barbara H. Franklin, the CEO of an international trade consulting and investment firm, thinks Alan would do well to join Shiori's enterprise. The experience with social policy might draw him to public service, where his impact on society could be significant. Christina C. Jones, the CEO of Extend Fertility, has also faced a variety of choices combined with an urge to do meaningful work. She believes that Alan should cultivate his skills at Grepter while developing a firmer notion of what he wants to be and do.
Sahlman, William A., and Howard H. Stevenson. "Capital Market Myopia."Journal of Business Venturing 1, no. 1 (winter 1985): 7–30. (Reprinted as Chap. 3 in The Entrepreneurial Venture, edited by William A. Sahlman, Howard H. Stevenson, Michael J. Roberts and Amar Bhide, 35-64. Boston: Harvard Business School Press, 1999.)
View Details
Stevenson, H. H., and T. M. Amabile. "Entrepreneurial Management: In Pursuit of Opportunity." In The Intellectual Venture Capitalist: John H. McArthur and the Work of the Harvard Business School, 1980-1995, edited by T. K. McCraw and J. L. Cruikshank. Boston: Harvard Business School Press, 1999.
View Details
Stevenson, H. H., and Mihnea Moldoveanu. "The Power of Predictability." In The Quest for Loyalty: Creating Value Through Partnership, edited by Fred Reichheld. Boston: Harvard Business School Press, 1996.
View Details
Hart, M. M., H. H. Stevenson, and J. Dial. "Entrepreneurship: A Definition Revisited." In Frontiers of Entrepreneurship Research, 1995: Proceedings of 15th Annual Entrepreneurship Research Conference, edited by W. Bygrave. Babson Park, MA: Babson College, 1996.
View Details
Hart, M. M., and H. H. Stevenson. "Entrepreneurs and the Next Generation, Management Advantages and Challenges in a Family Business." In Frontiers of Entrepreneurship Research, 1993: Proceedings of 13th Annual Conference, edited by N. C. Churchill, 646–660. Babson Park, MA: Babson College, 1994.
View Details
Stevenson, H. H., and J. C. Jarillo-Mossi. "A New Entrepreneurial Paradigm." In Socio-Economics: Toward a New Synthesis, edited by P. R. Lawrence and A. Etzione. Armonk, NY: M.E. Sharpe, 1991.
View Details
Sahlman, William A., and Howard H. Stevenson. "The Entrepreneurial Process." Chap. 5 in Small Business and Entrepreneurship, edited by Paul Burns and Jim Dewhurst, 94–157. London: Macmillan Education, 1989.
View Details
Stevenson, Howard H., and William A. Sahlman. "Importance of Entrepreneurship in Economic Development." Chap. 1 in Entrepreneurship, Intrapreneurship, and Venture Capital: The Foundations of Economic Renaissance, edited by Robert D. Hisrich, 3–26. Canada: Lexington Books, 1986.
View Details
Austin, James, Howard H. Stevenson, and Jane Wei-Skillern. "Social Enterprise Series No. 28--Social Entrepreneurship and Commercial Entrepreneurship: Same, Different, or Both?" Harvard Business School Working Paper, No. 04-029, November 2003.
View Details
Moldoveanu, Michael C., Nitin Nohria, and Howard H. Stevenson. "The Path-Dependent Evolution of Organizations." Harvard Business School Working Paper, No. 96-005, August 1995.
View Details
Stevenson, Howard H., and Michael J. Roberts. "Hotel Vertu: Financing the Venture in the Boutique Hotel Industry, Spreadsheet for Instructors (Brief Case)." Harvard Business School Spreadsheet Supplement 917-508, September 2016.
View Details
Stevenson, Howard H., and Michael J. Roberts. "Hotel Vertu: Financing the Venture in the Boutique Hotel Industry, Spreadsheet for Students (Brief Case)." Harvard Business School Spreadsheet Supplement 917-507, September 2016.
View Details
Stevenson, Howard H., and Michael J. Roberts. "Hotel Vertu: Financing the Venture in the Boutique Hotel Industry (Brief Case)." Harvard Business School Teaching Note 917-506, September 2016.
View Details
Two recent MBA graduates are considering a business opportunity in the boutique hotel industry. Having found a seemingly attractive property in Savannah, Georgia, Yvonne D'Arcy and Elisabeth Whiting face questions about financing, deal structure, and unequal power dynamics. This case covers opportunity analysis, financing and deal structuring, and partnership issues. Students are asked to assess the overall financial returns on the project and how those returns should be parsed between investors and owners. Students also examine how the deal with investors should be structured. Exhibits include a Letter of Agreement between the founders, the hotel's historical performance data, the project budget, financial forecasts, and cash flow and return projections. The HBS Brief Case series contains two cases on Hotel Vertu. Both cases are set within the same disguised context but take place two months apart. The earlier case, “Hotel Vertu: Analyzing the Opportunity in the Boutique Hotel Industry” (917-501) overlaps with this case but focuses more on the nature of the opportunity itself, an industry analysis of the boutique hotel segment, and issues related to early career entrepreneurship, while merely hinting at the power dynamic between investors and entrepreneurs. Although each case can be taught on its own (i.e., students do not require data or knowledge from one case in order to benefit fully from the other), the two can be paired in order to give students a more complete sense of the challenges that aspiring entrepreneurs may face. If both cases are taught, it is recommended that instructors begin with “Hotel Vertu: Analyzing the Opportunity in the Boutique Hotel Industry.”
Stevenson, Howard H., and Michael J. Roberts. "Hotel Vertu: Analyzing the Opportunity in the Boutique Hotel Industry, Spreadsheet for Instructors (Brief Case)." Harvard Business School Spreadsheet Supplement 917-504, September 2016.
View Details
Stevenson, Howard H., and Michael J. Roberts. "Hotel Vertu: Analyzing the Opportunity in the Boutique Hotel Industry, Spreadsheet for Students (Brief Case)." Harvard Business School Spreadsheet Supplement 917-503, September 2016.
View Details
Stevenson, Howard H., and Michael J. Roberts. "Hotel Vertu: Analyzing the Opportunity in the Boutique Hotel Industry (Brief Case)." Harvard Business School Teaching Note 917-502, September 2016.
View Details
Two soon-to-be MBA graduates are considering a business opportunity in the boutique hotel industry. Having found a seemingly attractive property in Savannah, Georgia, Yvonne D'Arcy and Elisabeth Whiting face questions about career issues, planning, financing, and the possibility of unequal power dynamics. Students assess the merits of the proposed project, as well as the overall attractiveness of the boutique hotel industry and the career opportunity it presents. Exhibits include a Letter of Agreement between D'Arcy and Whiting, the hotel's historical performance data, lodging statistics for the Savannah market, and the project budget. An associated case, "Hotel Vertu: Financing the Venture in the Boutique Hotel Industry" (917-505), overlaps with this case but delves into the issues around financial forecasts, financial returns, deal structure, equity splits, and the power dynamic between investors and entrepreneurs. Although each case can be taught on its own (i.e., students do not require data or knowledge from one case in order to benefit fully from the other), the two can be paired in order to give students a more complete sense of the challenges that aspiring entrepreneurs may face. If both cases are taught, it is recommended that instructors begin with "Hotel Vertu: Analyzing the Opportunity in the Boutique Hotel Industry."
This case follows Sara Norton, a soccer player-turned-serial entrepreneur, as she transforms Seaside Organics from a fledgling startup into an $89 million company. Informed by the successes and failures of her first organics venture, WellBar, Norton tries to balance her naturally energetic, hands-on approach with the changing needs of a large company. Students discuss the differences between running a growing startup versus a mature organization, and the tensions that can result between entrepreneurs and the managers tasked with running their organizations.
Stevenson, Howard H., and Michael J. Roberts. "Martin Blair, Spreadsheet for Instructors (Brief Case)." Harvard Business School Spreadsheet Supplement 914-524, November 2013.
View Details
Stevenson, Howard H., and Michael J. Roberts. "Martin Blair, Spreadsheet for Students (Brief Case)." Harvard Business School Spreadsheet Supplement 914-523, November 2013.
View Details
Martin Blair is a first-time entrepreneur who draws on his experience in the food service industry to develop two different restaurant concepts almost simultaneously. In relating his experiences, he reveals several important concerns of the thoughtful entrepreneur, ranging from securing financing to building out physical spaces. Both restaurants are successful, and Blair now wants to grow the business. In particular, he must decide whether to grow one or both of the concepts, and whether to use franchising as a growth strategy for either, or potentially both. He must consider the pros and cons of franchising, which apply differently to each of his restaurant brands.
The case follows the professional and personal lives of John and Andrea Rice, illustrating the challenge of "juggling" the multiple aspects of life (career, family, community, self) in the pursuit of a personal vision of success. Particular attention is paid to the role of entrepreneurship. The case is set in mid 2007. John Rice, founder and CEO of Management Leadership for Tomorrow, is passionate about the nonprofit's commitment to minority leadership development, and access to opportunity. But he also is excited about launching a new for-profit venture, CareerCore, with his wife. He must decide what role to play in each of the organizations going forward.
Stevenson, Howard H., and Craig Stephenson. "Harmonic Hearing Co., Spreadsheet Supplement (Brief Case)." Harvard Business School Spreadsheet Supplement 114-275, March 2011. (Revised November 2011.)
View Details
Stevenson, Howard H., and Craig Stephenson. "Harmonic Hearing Co., Faculty Spreadsheet (Brief Case)." Harvard Business School Spreadsheet Supplement 114-276, March 2011. (Revised November 2011.)
View Details
Stevenson, Howard H., and Shirley Spence. "Laurence Longren: End Game (TN)." Harvard Business School Teaching Note 808-139, May 2008. (Revised June 2010.)
View Details
This case examines a successful 64-year old as he considers his goals, and how he should be spending his time, at this stage of his life. It briefly recounts his life story, and provides a special focus on personal financial planning and wealth management issues.
Profile of Bill Gates designed to facilitate a discussion of the nature of enduring success. Includes both biographical data and excerpts from autobiographical records.
This note provides an analytical framework for assessing potential opportunities in the context of an entrepreneur's life. The framework has two parts -- a business analysis and a personal analysis -- each comprised of a set of yes/no questions for critical assessment criteria. The note also offers perspectives on entrepreneurship, observations about combining an entrepreneurial career with your personal life, and comments about the pursuit of opportunities in general.
Stevenson, Howard H., and Shirley Spence. "Orchid Partners: A Venture Capital Start-up (TN)." Harvard Business School Teaching Note 809-002, April 2009.
View Details
This case tells the story of Paresh Patel, born in Boston to an Indian immigrant family, as he develops an entrepreneurial career, participates in the Indian diaspora, and builds a family life. It provides background on Paresh's heritage, describes his youth and education (including HBS), his learning experience as the manager of a large family fund, his decision to launch a hedge fund in India, and the first years of the venture. It also profiles Nirva Patel and describes how they met, married, and managed the transition to a new life in Mumbai, including the impact on her career and personal aspirations. The case issue, set in October 2007, is whether to have their first child in Mumbai, or return to the U.S. for the delivery.
Video of an interview conducted by Professor Howard Stevenson with John and Andrea Rice. It presents their views on their notions of career success, finding happiness in life, managing their competitiveness, their goals for the next ten years, and the pursuit of opportunities in business and life.
Stevenson, Howard H., and Shirley Spence. "The Devil Wears Prada (General Version) (TN)." Harvard Business School Course Overview Note 809-007, October 2008.
View Details
Stevenson, Howard H., and Shirley Spence. "Avalon (General Version) (TN)." Harvard Business School Course Overview Note 809-005, August 2008.
View Details
Stevenson, Howard H., and Shirley Spence. "Avalon (HBS Version) (TN)." Harvard Business School Course Overview Note 808-154, May 2008. (Revised August 2008.)
View Details
The Devil Wears Prada is used to facilitate a discussion of the role of communities in people's lives. It is used in a second year MBA elective at HBS called Building a Business in the Context of a Life (BBCL). BBCL is primarily designed for students who plan to be involved in entrepreneurial activity at some point in their careers, and are interested in developing a comprehensive life plan. The Devil Wears Prada also can be useful in courses dealing with career development, corporate culture, or power and influence.
Stevenson, Howard H., and Shirley Spence. "The Devil Wears Prada (HBS Version) (TN)." Harvard Business School Course Overview Note 809-006, July 2008.
View Details
Profile of Nelson Mandela designed to facilitate a discussion of the nature of enduring success. Includes both biographical data and excerpts from autobiographical records.
Stevenson, Howard H., and Shirley Spence. "Building a Business in the Context of a Life (BBCL): Course Overview 2008." Harvard Business School Course Overview Note 808-097, November 2007.
View Details
Stevenson, Howard H., and Michael J. Roberts. "New Venture Financing." Harvard Business School Background Note 802-131, January 2002. (Revised August 2006.)
View Details
Designed to highlight alternative concepts of good management and the need for entrepreneurship as a response to societal changes. It argues that entrepreneurship can be fostered or destroyed as a function of the administrative setting.
MontGras, a medium-sized Chilean winery, has to formulate an export strategy. It has to decide whether to emphasize the U.S. or U.K. markets, which also offer different positioning and pricing proposals. It has twice failed to penetrate the U.S. market because distributor relationships fell through and is deciding between two new potential partners. In the United Kingdom, it is offered participation in a supermarket promotion that will boost volumes, but at the expense of price maintenance. Includes color exhibits.
Describes the general principles of crafting financial deals around the provision of capital to entrepreneurial ventures. Discusses in more detail some of the specific aspects of venture capital term sheets.
Presents a theory about the tools a manager can use to get people to agree on a coordinated course of action and effect change in his or her organization. The extent to which people in the organization agree on the way the world works, and agree on what they want, determines which tools will be most effective.
Christensen, Clayton M., Howard H. Stevenson, and Jeremy Dann. "Tools of Cooperation, The." Harvard Business School Background Note 399-080, December 1998. (Revised July 2016.)
View Details
Casuarinas has developed a very successful elementary, now secondary, school based on excellence in teaching, service, and multilingual education. Peru lacks similar high-quality post-secondary institutions. This case focuses on the potential entry of Casuarinas into the post-secondary educational market.
Outlines alternative mechanisms for getting into business. Shows the means by which an experienced entrepreneur can gain control over the necessary resources to lower the fixed costs of business entry. Provides a mechanism for discussing the role of experience, credibility, and contacts in the development of a new business venture.
Stevenson, Howard H., and Michael J. Roberts. "ICEDELIGHTS Teaching Note." Harvard Business School Teaching Note 385-071, February 1985. (Revised September 2001.)
View Details
Stevenson, Howard H., and Michael J. Roberts. "Clarion Optical Co., Teaching Note." Harvard Business School Teaching Note 385-082, February 1985. (Revised June 2001.)
View Details
A successful entrepreneur is considering his need for growth financing and his desire to achieve some personal liquidity. He has arguably the most successful sportfishing boat made, but sees the need both to grow further and to reduce his personal exposure to a cyclical business.
Stevenson, Howard H., Michael J. Roberts, and Matthew C. Lieb. "Davis Boatworks." Harvard Business School Case 899-248, April 1999. (Revised February 2001.)
View Details
Examines the legal forms of ownership of real property. Included are the corporation, partnership, limited partnership, business trust, real estate investment trust, sole proprietorship, and joint venture. Tax factors and business management considerations are included.
Roberts, Michael J., Howard H. Stevenson, and Kenneth B. Morse. "Angel Investing." Harvard Business School Background Note 800-273, February 2000.
View Details
Describes the issues an entrepreneur faces in the process of raising private funds, and the securities laws which impact the process. Based in part on a note by R.E. Floor of the law firm of Goodwin, Procter & Hoar.
Describes Allen Lane's search for a business to buy. The case explores several failed attempts and the ethical, business, and tax issues that surround the acquisition business. Ends with a description of a new acquisition candidate, an independent valuation report of this business, and with Allen Lane preparing his bid.
Focuses attention on a phenomenon we call capital market myopia, a situation in which participants in the capital markets ignore the logical implications of their individual investment decisions. Viewed in isolation, each decision seems to make sense. When taken together, however, they are a prescription for disaster. Capital market myopia leads to over-funding of industries and unsustainable levels of valuation in the stock market. Uses the Winchester Disk industry to elucidate the phenomenon. Argues that capital market participants should have seen the problem coming. They should have known that valuation levels were absurd, based in large part on the greater fool theory. The data necessary to anticipate the problem were readily available before the industry shakeout began and stock prices collapsed. Offers some simple lessons to help investors and entrepreneurs avoid charter membership in the greater fool club.
Sahlman, William A., and Howard H. Stevenson. "Capital Market Myopia." Harvard Business School Background Note 288-005, August 1987. (Revised December 1998.)
View Details
Stevenson, Howard H., and Michael J. Roberts. "Allen Lane, Supplement." Harvard Business School Supplement 384-133, February 1984. (Revised May 1999.)
View Details
Focuses on the decision of whether to sell a business or to continue it. Issues regarding the family's roles, the replacement of the business's earning power, and the owner's future roles are discussed. Among the issues raised are the values being transmitted.
Stevenson, Howard H., and Michael J. Roberts. "Commercial Fixtures, Inc., Teaching Note." Harvard Business School Teaching Note 385-073, February 1985. (Revised August 1998.)
View Details
Stevenson, Howard H., and Michael J. Roberts. "Heather Evans, Teaching Note." Harvard Business School Teaching Note 385-079, February 1985. (Revised August 1998.)
View Details
Stevenson, Howard H., and Michael J. Roberts. "Viscotech, Inc., Teaching Note." Harvard Business School Teaching Note 385-083, February 1985. (Revised August 1998.)
View Details
Focuses on the efforts of Heather Evans, a second-year MBA student, and her attempts to start her own dress business. Examines the business plan and the process of acquiring control over the financial and human resources necessary to implement the plan.
SITEL has grown extremely rapidly and is now operating worldwide with operations in more than 30 countries. Since many of its locations serve the same customers, the officers are debating the costs and benefits of additional centralization. Some feel that the autonomy of the managers has spurred the spectacular success. Others believe that cost savings and sharing best practice could add substantially to the future potential of the company.
Stevenson, Howard H., and Thomas M. Claflin II. "Claflin-Ukraine Fund 1995." Harvard Business School Case 395-158, March 1995. (Revised April 1995.)
View Details
Stevenson, Howard H. "Karen Vincent and Zodiac Corporation TN." Harvard Business School Teaching Note 394-023, July 1993. (Revised August 1994.)
View Details
Two professional women are contemplating a business venture. They must assess the nature of the opportunity, what options it opens if they are to pursue the venture, and how they might finance the new business. A rewritten version of an earlier case.
Describes the relevant securities laws which pertain to the public offering of securities, as well as the business issues and process of a public offering.
Focuses on two individuals' attempts to purchase Clarion Optical Co. Forces students to consider alternative proposals for financing the purchase; generate pro forma cash flows to assess the feasibility of these proposals; estimate the sources and magnitude of financial return to each of the involved parties; and assess the advantages and disadvantages of the proposals. A rewritten version of an earlier case.
Describes the aftermath of the (A) case. Describes the actions taken and the possible consequences for the company and its principals. Also describes the principals' attitudes at this point. A rewritten version of an earlier case.
Focuses on the problem of determining whether to continue with a start-up after the first market test. The company has seen product success but is far from break-even and needs additional financing. Focuses on opportunity analysis and the use of market data to assess whether progress is being made.
Deals with the issue of an entrepreneur in a very successful company deciding whether to stay through a period of great growth or to sell. What are the entrepreneur's responsibilities to the organization, to his employees, to the public? As subtopics, the issues of marketing versus having a strong product that sells itself, patents and the legal issues involved, manufacturing problems, and a rising business in a sharply declining market.
Presents interviews and conversations with a woman who recently started a publishing house. Primarily concerns her immediate future regarding harvesting options: IPO, sell out, step up to chairman, venture capital, etc. Also deals with the excitement and thrill of having your own business dream; i.e., the thrill of doing.
Describes the problems faced by a company that has experienced remarkable growth, but growth which is below projections. The management must evaluate the company's position in the turbulent software industry. The two partners must then decide whether to cut back to obtain more quick profitability or else to continue on a growth plan which can either lead to dominance or bankruptcy. The cash requirements will require outside funding.
Stevenson, Howard H., and Thomas M. Claflin II. "Thunder Partners III." Harvard Business School Case 390-028, February 1990. (Revised November 1990.)
View Details
Outlines the issues and alternatives faced by start-up businesses in attracting bank credit. The topics covered are how to lay the groundwork for establishing a banking relationship, selecting a bank, preparing an application, and negotiating a loan.
A recent MBA graduate has reached tentative agreement for an LBO of a forms-printing business with $43 million sales. At the eleventh hour, however, the seller has demanded that the buyer personally guarantee $4 million of accounts payable.
Stevenson, Howard H. "Howard Head and Prince Manufacturing, Inc., Teaching Note." Harvard Business School Teaching Note 388-165, June 1988. (Revised March 1989.)
View Details
Acquiring resources--or to put it more broadly, attracting stakeholders--is a basic entrepreneurial task. While every enterprise needs employees, customers, suppliers, and financiers who are willing to risk their time and money, attracting these "stakeholders" to an entrepreneurial venture is a particularly difficult challenge. This note first describes the importance of the challenge and then the set of tasks the entrepreneur must work on in order to overcome it: Designing the enterprise to minimize the stakeholder investment needed, selecting the right stakeholders, and then convincing them to participate in the enterprise.
Sahlman, William A., and Howard H. Stevenson. "Orbital Sciences Corp. (A)." Harvard Business School Case 386-175, April 1986. (Revised February 1989.)
View Details
Focuses on the strategic/organizational development of Benetton. Examines the organizational structure which has allowed the company to expand into a world scale company from its small entrepreneurial base. Examines the functional strategies which have allowed a huge firm to succeed in a fashion business. Poses the question as to whether this same organization can be successful in the face of diversification.
Stevenson, Howard H., and Michael J. Roberts. "First Place (A), Teaching Note." Harvard Business School Teaching Note 385-070, February 1985. (Revised January 1989.)
View Details
Stevenson, Howard H., and Michael J. Roberts. "Tru-Paint, Inc., Teaching Note." Harvard Business School Teaching Note 385-072, February 1985. (Revised January 1989.)
View Details
Stevenson, Howard H., and Michael J. Roberts. "Steven B. Belkin, Teaching Note." Harvard Business School Teaching Note 385-077, February 1985. (Revised January 1989.)
View Details
Stevenson, Howard H., and Michael J. Roberts. "Allen Lane, Teaching Note." Harvard Business School Teaching Note 385-080, February 1985. (Revised January 1989.)
View Details
Stevenson, Howard H., and Michael J. Roberts. "Universal Robotics Corp., Teaching Note." Harvard Business School Teaching Note 385-084, February 1985. (Revised January 1989.)
View Details
Stevenson, Howard H., and Michael J. Roberts. "SSS (Scientific Systems Services), Teaching Note." Harvard Business School Teaching Note 385-091, February 1985. (Revised January 1989.)
View Details
Stevenson, Howard H., and Michael J. Roberts. "Introduction: Instructor's Manual: New Business Ventures and the Entrepreneur." Harvard Business School Teaching Note 385-200, February 1985. (Revised January 1989.)
View Details
Stevenson, Howard H., and Michael J. Roberts. "Stratus Computer (TN)." Harvard Business School Teaching Note 385-086, February 1985. (Revised December 1988.)
View Details
Michael Bregman has successfully opened pilot installations of two different restaurant concepts. He now must develop a strategy for growth, including decisions about fast or slow growth, use of company-owned versus franchised units, and how to use the different concepts. To do this, Michael must give particular consideration to the pros and cons of franchising.
Stevenson, Howard H., and Richard O. von Werssowetz. "Michael Bregman." Harvard Business School Case 383-107, March 1983. (Revised November 1988.)
View Details
Steven Belkin, 26 years old and 2 1/2 years out of HBS, has decided to leave a group travel company he has run for the last year to start his own similar business. In the course of several months he has written a business plan, attracted several partners and employees, begun setting up the first tour they will offer, and approached venture capital firms and wealthy individuals to raise $250,000 in equity. He has not yet succeeded in finding investors. At the same time he has gone into personal debt to cover expenses. Now he must reconsider his financing strategy.
Stevenson, Howard H., and Richard O. von Werssowetz. "Steven B. Belkin." Harvard Business School Case 383-042, October 1982. (Revised September 1988.)
View Details
Describes the various stages in the start-up process and describes in detail the questions that can be asked and the analysis that can be performed to help deal with the issues that arise at each stage.
Stevenson, Howard H., and Michael J. Roberts. "The Start-Up Process." Harvard Business School Background Note 384-179, December 1983. (Revised August 1988.)
View Details
Stevenson, Howard H., and Michael J. Roberts. "Valuation Techniques." Harvard Business School Background Note 384-185, January 1984. (Revised August 1988.)
View Details
Outlines alternative mechanisms for getting into business. Shows the means by which an experienced entrepreneur can gain control over the necessary resources in order to lower the fixed costs of business entry. Provides a mechanism for discussing the role of experience, credibility, and contacts in the development of a nonbusiness venture.
Hatten, Kenneth J., and Howard H. Stevenson. "Colossal Mini Control, Inc." Harvard Business School Case 375-174, December 1974. (Revised April 1987.)
View Details
Stevenson, Howard H., and Michael J. Roberts. "Atlas Lighting Co." Harvard Business School Case 384-235, April 1984. (Revised September 1986.)
View Details
Following the acquisition of a new business, the manager is approached for the "continuation" of a regular payment for services to "insure labor peace" and maintain a parking lot. The case allows discussion of ethical, legal, and practical issues involved.
Describes the thought process an entrepreneur should undergo before committing to a course of action. Covers understanding the opportunity--assessing the critical skills, resources, relationships, and approvals--developing an action plan; forming a business entity; controlling the venture; harvesting the venture; and then a brief summary. Provides a useful framework to be used by entrepreneurs starting their own venture.
Describes a process of self-evaluation for working in small companies, discusses small company issues, focuses on some basic search techniques, and ends with a little how-to section. The goal is to facilitate the process of securing a job in a small company and to show that it is a very real job alternative for MBA graduates.
Stevenson, Howard H., and Michael J. Roberts. "Ken Brown Cards: Entrepreneurship or Art?, Teaching Note." Harvard Business School Teaching Note 385-259, June 1985.
View Details
Stevenson, Howard H., and Michael J. Roberts. "CML Group, Inc.: Carroll Reed Ski Shops, Inc., Teaching Note." Harvard Business School Teaching Note 385-261, June 1985.
View Details
Ruth Owades developed a concept for a new mail order venture offering gardening products. Her current employer turned down the idea, so with permission to try it independently, she has begun the process of raising funds and preparing for a separate operation. She still has many uncertainties, but with a deadline approaching to meet the single selling season, she must decide to leave her job or give up the idea.
Stevenson, Howard H., Richard O. von Werssowetz, and Robert W. Kent. "Ruth M. Owades." Harvard Business School Case 383-051, November 1982. (Revised February 1985.)
View Details
Stevenson, Howard H., and Michael J. Roberts. "Electrodec." Harvard Business School Case 384-078, September 1983. (Revised February 1985.)
View Details
Stevenson, Howard H., and Michael J. Roberts. "Duncan Field (A), Teaching Note." Harvard Business School Teaching Note 385-074, February 1985.
View Details
Stevenson, Howard H., and Michael J. Roberts. "Ruth M. Owades, Teaching Note." Harvard Business School Teaching Note 385-078, February 1985.
View Details
Stevenson, Howard H., and Michael J. Roberts. "Atlas Lighting Co., Teaching Note." Harvard Business School Teaching Note 385-090, February 1985.
View Details
Stevenson, Howard H., and Michael J. Roberts. "Note on Residual Pricing." Harvard Business School Background Note 385-150, September 1984.
View Details
Stevenson, Howard H., and Michael J. Roberts. "Wilson Cabinet Co." Harvard Business School Case 384-166, January 1984. (Revised June 1984.)
View Details
Stevenson, Howard H., and Audrey T. Sproat. "Blow-Mold Packers, Inc." Harvard Business School Case 372-239, January 1972. (Revised December 1977.)
View Details
Stevenson, H. H. "Entrepreneurship Has Won: Now What Do We Do?" Paper presented at the USASBE/SBIDA Joint Annual National Conference, United States Association for Small Business and Entrepreneurship (USASBE), San Antonio, TX, February 01, 2000.
View Details
Muzyka, Daniel F., H. H. Stevenson, and A. Larson. "Career Paths of Entrepreneurs with MBAs: A Comparative Study of Alumni from Three Graduate Programs." Paper presented at the INSEAD Conference, Institut Européen d'Administration des Affaires (INSEAD), July 01, 1991.
View Details
