National Model MBA Program

National Model MBA Program

“Unite the talents of entrepreneurs, students, & faculty as stewards in the pursuit of excellence in entrepreneurial outreach, curriculum, & research.”

Small, Personalized, New, National Stage

Unique, sustainable, effective, comprehensive, transferable

Primary Resources: Students, BDI start-ups & launches

Babcock VC Fund

NC School of the Arts

NC School of the Arts

BDI (3 clients)

BDI (7 Clients)

BDI (New Facility)

BDI (NVC, FGM Course)

TEI(FTT, BPC)

TEI(FTT, BPC)

TEI(FTT, BPC)

TEI(FTT, BPC)

KACE 1 (6 Teams )

KACE 2(9 Teams)

KACE 3(14 Teams)

KACE 3(14 Teams)

KACE 3(14 Teams)

TEC 1(11 Teams)

TEC 2(24 Teams)

TEC 3(27 Teams)

TEC 4 (30 Team Cap)

TEC 5 (30 Team Cap)

TEC 6 (30 Trad + Arts

ENT Concentrate

ENT Concentrate

Primary / Secondary

Primary / Secondary

Primary / Secondary

Primary / Secondary

ENT Courses(4 FT)

(6 FT, CLT, EMBA, Eve)

(8 FT, CLT, EMBA, Eve)

(8 FT, CLT, Eve)

(8 FT, CLT, Eve)

(8 FT, CLT, Eve)

(8 FT, CLT, Eve)

FBC (23 Members)

FBC (20 Members)

FBC (23 Members)

FBC (32 Members)

FBC (52 Members)

FBC (75est. Members)

FBC – Add Location

ENT Interns (10 T)

ENT Interns (12 T)

Interns (12 T+ 2 S)

Interns (12 T+ 5 S)

Interns (14 T+ 5 S)

Interns (14 T+ 5 S)

Interns (14 T+ 5 S)

FY 98-99 99-00 00-01 01-02 02-03 03-04 04-05

Angell Center for

Entrepreneurship: Major Program

Growth

(1998 – 2005)

National Recognition 2001-03

Winner of the Irwin McGraw-Hill award for ”Innovation in Entrepreneurial Pedagogy,” (AOM, 2001).

Designated as a “NASDAQ Center of Entrepreneurial Excellence” (NCEC, 2001).

Host for the annual conference, NCEC (2001) Ranked #22 of the “Top 50 Business Schools for Entrepreneurs”

by Success Magazine (2001). Recognition of the “The Elevator Competition” by several national

business publications (2001, 2002, 2003). Runner-up for “Model MBA Entrepreneurship Program” (USASBE,

2001, 2002, finalist 2003). Selected to “National Consortium for Life Science

Entrepreneurship” (2003). Inclusion of the Babcock School as one of only 33 graduate

business schools in the world ranked in all MBA surveys by Business Week, the Financial Times of London, Forbes, U.S. News & World Report and The Wall Street Journal (2001-2003).

Babcock Model of Entrepreneurial Education

Area of Interest Resources

New Business Venturing

(NBV)

Internal Corp. Venturing

(ICV)

Venture Process Services

(VPS)

Family Business

(FB)

Social ENT(SE)

Resources 1Common CoursesPrimary & Secondary Concentration

New Venture Creation, Business Plan Practicum, Entrepreneurial Finance, Fast Growth Management, Management Consulting Practicum, Value Creation, E-Business, New Product Introduction, B-2-B Marketing, Marketing Research, Marketing Strategy &

Planning, Operations Strategy, NFP Marketing, and Family Business Dynamics,

Resources 2Internships

Medical, IT, VC backed, RTP,

SBTDC

Management Consulting Practicum

(MCP)

VC, SBIC, VC backed high

Tech startups

Internship in student’s FB

Foundations, United Way, other NFP

Resources 3Assistantship

Incubator (BDI) Companies

Ad hoc projects BDI

Resources 4Competitions

The Elevator Competition, KACE, BP

Internal BP competitions

VCIC, KACE Internal BP competition,

KACE

KACE

Resources 5Faculty

Baliga, Ferner, Beatty, Lord,

Mandel, Shafer,

Lord, Wager, deBethizy,

Baliga, Moyer, Mandel,…

Patel, Lamy, Mandel

Ogburn, Beatty, Ferner,

Mandel

Mishra, Ogburn

Resources 6External Formal Stakeholders

WFUBMC, TEI, W-S Alliance, SBTDC, CED,

PEN

RJR, Targacept, Wachovia,

5 VC; 3 Law; 3 Financial; 3

CPA

WFU -FBC UW, W-S Foundation

Resource 7 & 8Arts ConcentrationVenture Fund

In Development

Angell Center for Entrepreneurship:Student Entrepreneurship Area of Interest - 2 - Year

Timeline

Model

Resources

Year 1 (mini semesters) Summer

Year 2 (mini semesters)

1 2 3 4 1 2 3 4

Resources 1Courses

Babcock GSMFastTrac Tech

Case NVC, NewProd Intro, MktRes,

NVC, Operat. Strateg

y

BP, FB, Value, E’Mkt, B2B,

BP, FG, EntFin, E’’Bsns, B2B,

Mkt SP,

Resources 2Internships

Y MC Practicu

m

MC Practicu

m

Resources 3Assistantship

Y Y Y Y Y Y

Resources 4Competitions

VCIC, TEC

VCIC, TEC

VCICTEC

Case TEC, KACE, VCIC

TEC, KACE. VCIC

TEC, VCIC, BP

Resources 5Faculty

Y Y Y Y Y Y Y Y Y

Resources 6Stakeholders

Y Y Y Y Y Y Y Y Y

Stan Mandel Donna Fulp Paul Briggs Tom Ogburn Heather Leach ACE Director, Fac Assoc Director BDI Director FBC Dir, Fac FBC Assoc Dir

Angell Center Champions

Other Faculty: Kim Westmoreland (ENT); John Owen (IT); Bern Beatty (ENT); Ram Baliga (STRAT)

Mike Lord Scott Shafer Ann Brimbaugh Jack Ferner Derrick BooneStrat & Tec Fac OPS & IT Fac Mkt Fac ENT Fac Mkt Fac

ENT Student Leaders & Interns

VivienYang VladGilevskiy

SBTDC-RTP SBTDC-RTPTraditional Trad’ional

Jack Klumpenhower Laurie Suson Randy ByrdBOD, BDI Chair, TEC Pres, Babcock ENT

Thad Hunt Rick Cason Will Pittman Gretchen Wollert Sarah Lucy Ben Robinson David Skinner Mike TsaiUnited Way Cap. South Partners Academy Funds Ronald McDonald Hse. Peabody-Essex Museum SBTDC RTP WFU BMC WFU BMCSocial Traditional Traditional Social Social Traditional Traditional Traditional

Pankaj Binjola Krishna Agarwal Daniel Yao Jack Klumpenhower Alexander KanetskiFuture Focus 2020 BDI/ D-Tec-Dent Cygnetics e3 Academy D-Tec-DentSocial Traditional BDI Intern BDI Intern BDI Intern

RandyGilliland AshuJain BradGritterMobile Data ToolsTriad Semiconductor BDIBDI Intern BDI Intern BDI Intern

Home

Tenant Companies

Benefits

Facilities & Services

Staff & Advisors

Contact Information

News

Resources

BDI Tenant Companies:

•Cygnetics Corp provides services to digitally enhance in-store shopping experiences

•D-Tec-Dent improves the quality of life for the denture-wearing public by creating and storing an impression of a patient's denture. If the denture is lost, D-Tec-Dent can use this impression to make an exact copy of the lost denture within a few hours.

•e3 Academy is developing a nationally branded, online distance-learning curriculum for high school students.

•Mobile Data Tools is developing computer hardware and software to assist in clinical trials and reduce the time it takes for drugs to reach the market.

•Triad Semiconductor develops integrated circuits that combine analog- and digital-signal processing in a single chip for use in the biomedical industry.

•Thought Capital is developing a technologically advanced system and services for organizations to manage their intellectual capital.

•Algaen Corporation has developed a significantly more efficient and economical process for producing high-quality protein products.

Babcock Demon Incubator

VISION

“Become the PremierFamily Business Center in

the United States”

GOALS

1. Increase value to all stakeholders2. Develop strong membership

involvement3. Grow membership dramatically4. Build member/sponsor relationship

and commitment5. Create alliances in the community and

with other family business centers6. Focus on creating smart growth in

family and closely held firms.

STEPS

• Appointed member committees- Membership- Programming- Social

• Developed new educational forum format

- Four full day forums with experts, key-note speakers and family cases- Members & sponsors bring potential members - Opportunity for members to have dinner with the presenters.

STEPS

• Modified affinity groups -utilized a professional facilitator

• Sponsor Roundtables

• Strategic Partnerships -Piedmont Associated Industries

• Benefits from Member to Members - office products provider

•Resource Center - Volumes of helpful information - Video library - Audio content on-line

•Resource Book - Hardcopy and on-line version - Member profiles and contact information

STEPS

STEPS• Wake Forest & Babcock School

Programs - Babcock Leadership Series

- Broyhill Executive Lecture Series Michael Dell, CEO Dell Computer Margaret Thatcher, former British Prime Minister

- Management Consulting Practicum

• Entrepreneur’s Roundtable- Discuss entrepreneurial ideas in a

confidential setting with faculty, students, and area entrepreneurs.

STEPS

• Networking opportunities

- Educational Forums & Roundtables

- Affinity Groups- Interactive Web Page- Socials!

98-99 99-00 00-01 01-02 02-03 03-04 04-05

“75”

52Membership

New Program

Strategic Change

. The ELEVATOR COMPETITION is your chance!

The 4th Annual Babcock Elevator Competition

Friday and Saturday, March 21-22, 2003

Go to: www.mba.wfu.edu/elevator

Bring your venture idea and business plan.                                                     

Present your idea to venture capitalists in a two minute elevator ride.                                                     

Receive feedback and funding for your venture.                                                     

You've got 2 minutes!

Competition Name Deadline for

Entry Awards Announced

Cash/Other Prizes

SPARK:Business Concept(Maximum 5 pages)

11/04/02 12/05/02 6 @$1,500 each

VERGE:Preliminary Business Plan (Maximum 20 pages)

03/19/03 4/17/03 3 @$10,000 each3 @ $2,000 each

FUEL:Comprehensive Business Plan (Maximum 30 pages) 05/23/03 07/17/03 See Below

FUEL Award Structure:1 @ $50,000 + mentoring + 12 months incubator space + training1 @ $20,000 + mentoring + 12 months incubator space + training1 @ $10,000 + mentoring + 6 months incubator space + training1 @ mentoring + 6 months incubator space + training1 @ mentoring + training1 @ mentoring + training

Triad Entrepreneurial InitiativeTriad Entrepreneurial InitiativeGo to: www.triadlaunchpad.orgGo to: www.triadlaunchpad.org

KACE: Kauffman + ACE Participants: Northwestern, Michigan, Arizona, Chicago,

Nebraska, Notre Dame, SDSU, Indiana, Rice, Dominican, and WFU

Value to students: …helps students bridge the theory-to-practice gap of entrepreneurial

education. …provides great individual learning opportunities…to develop teaching cases

requires inductive reasoning to generalize observations to a theoretical perspective.

…understand how to learn from experiential opportunities… develop TC/TN. …puts students in the role of master teacher as they develop techniques. Faculty learn through assisting in developing the cases and notes. …expand the domain… new areas such as social entrepreneurship. …more intense learning through the close interaction among student/

entrepreneur/faculty. …good venue to discuss the future role and needs of entrepreneurial cases. …students and faculty learn how to identify excellence in cases and notes. …forces students to see what data is necessary to make intelligent decisions

… the world does not come with a set of exhibits…deal with missing data.

3-5 Year Growth Strategy

MBA Core Curriculum Electives in NVC & FG = f(BDI) BDI – location, funding, … NC School of the Arts (filmmaking) FBC: Additional Location Demon Venture Fund

Takeaways – Search for Fit!

Match among student talents, program design, and franchise value (a moving target).

Match faculty interest to program areas.

Find a match between community and program needs.

Match pace, integration, sustainability, and resources.