Cour s e Syl l abus , Gr owt h - M anagi ng your Fi r m

Responsible institution
The Stockholm School of Entrepreneurship
7.5 credits, The Stockholm School of Economics

Course Director
Assistant professor Mikael Samuelsson, Stockholm School of Economics

Aim
The objective of this course is to provide students with insights into the problems
and opportunities involved in managing growth in entrepreneurial ventures. The
course is designed to introduce a series of concepts, frameworks, and heuristics
that enable people to manage entrepreneurially in organizations of all sizes and
types.

Contents
The course focuses on the decisions and actions owner-managers take in
recognizing and choosing opportunities, obtaining and allocating resources,
challenging and directing personnel, and adapting personal goals and corporate
strategies to changing personal and business conditions. In this process, the
course examines management challenges that are typical of different stages in
the business’s development – start-up, growth, change of direction, etc. Using
this framework, the course will discuss issues of particular importance to rapidly
growing firms such as developing networks, managing with limited resources,
cash planning, delegation, and professionalizing the business as it grows, dealing
with crises, while at the same time being careful to avoid stifling the
entrepreneurial spirit as the organization becomes larger and more complex.

Structure
There will be approximately two weekly sessions lasting approximately 2,5 hours
each for 7 weeks. Each session will involve a mix of teaching methods, see
below. The course will be finalized with a field report and presentations.

Teaching methods
A blend of teaching methods including lectures, guest lectures, case analysis and
presentations, and group discussions will be used for the course.

Prerequisites
Students must have a minimum of 80 university points (120 ECTS), especially in
the areas of technology, economics, medicine or biomedicine. Experience with

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 administration/management from a practical or theoretical perspective may be
valuable, but is not required.

Examination
Compulsory parts include:

M ax point s
Individual pre-class case 5 cases, each could have 10 points 50
analysis

Field project Group work, 40 points 40

Literature review Individual work, 10 points 10

T ot al 100

Grading
Every school has its own system and different grading system may apply. In
general the grading will be conducted as described below:

SSE (old system):

To pass you need to have 50-69 of points attempted and to achieve pass with
distinction you need to have 70-84 of points attempted and to achieve
excellence you need to be above 85 points. You need to pass each part of the
course in order to pass the entire course.

ECTS (bologna grading A-F)

Grades will be set according to:
A: 90-100
B: 80-89
C: 70-79
D: 60-69
E: 50-59
F: 0-50

In all of the above, we will look for four things:

• Motivation: The genuineness and intensity of your motivation;

• Data: The external validation of the facts on which you make your
decisions;
• Logic: The convincing logic of your reasoning, theoretical framework,
decision process; and,
• Presentation: The clarity and persuasive power of your presentation.
• Late hand-ins will only receive a maximum 50% of the assignment.

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 Duration of Course
Autumn 2010

Overview of the course

The Growth course is based on a sequence of modules.

An old Chinese proverb suggests that:

To open a business is easy; to keep it open is difficult and the most difficult is to
make it grow with a profit!

We made this modification of the Chinese proverb to illustrate that managing an

expanding new venture is no easy task. For many entrepreneurs growth is the
ultimate reward. Not only does growth provide a possible positive return for all
money and time spent but it is also an important indicator that the products and
services provided are appreciated in the market place. At the same time, growth
creates new challenges that have to be met. In the growth and development of
the new venture, both the firm and its founder(s) are likely to go through some
considerable transitions. An established company can not be managed in the
same way as a very small start-up. In this course we focus on managerial issues
during different phases of the new venture’s expansion and transitions.

Successful entrepreneurship requires more than luck and money. It is a process

involving creativity, opportunity identification, resource acquisition, planning
and management. The different modules of the course follow the
entrepreneurial process of expanding a new venture. The study guide consists of
8-10 different modules. Each module includes a lecture and a case or a set of
cases, which are discussed in class.

There is no given textbook for this course. The reason is that there is a lack of
good books and instead of having you buying a very expensive American
textbook. You have to create your own readings. You are required to find and
read relevant texts during the course. Readings could be of several different
types and of different length. Basically they include

• Academic journal articles

• Book chapters from text books
• Book chapters from practice oriented books
• Short articles from Magazines such as Inc. or Fast Company

Each library has a range of resources for this purpose. In addition to google and
google books. Typically you are required to find a relevant theory and definition
of a concept. And then your job is to describe it and apply it on the real life cases
that we have in the course.

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 Cases and study guide is distributed through the course web.

Cases
I expect you to be prepared to each class. Read through the material, answer
questions and solve the cases BEF O RE the module is discussed in class. It is an
absolute requirement in order to make learning effective. It is also part of your
grading. Each individual should prepare a written case report before class. This
is typically a one to two page summary of your solution. Eac h c ase should be
up loaded on t he c ourse w eb. Typically maximum 2 pages at the due date.
Late submissions will only receive 50 per cent of the maximum point on any
given assignment.

Field project
In order to create a live learning situation we give you the opportunity to take
learning out of the classroom and into the workplace in faculty-supervised field-
based learning. These field study and Individual Student Research projects are
designed to help students deepen their knowledge in a particular area of
interest. The field project presents an opportunity for you to study a growth
related topic of interest in depth. This learning experience has become more
popular as students link independent field-based learning to their career
planning and job search. Field-based learning is a remarkable opportunity for
students to truly personalize their education as they make connections and gain
experience in their chosen field. The field report is a two part assignment. The
first part is a survey and a report the second is a report based on a topic
identified as crucial for the organizations you investigate. Important is that you
contact one growing firm with at least 3-5 employees during the first week of
the course and give them an opportunity to fill in the questionnaire before you
pay them a visit. T he f ield projec t should be uploaded on t he c ourse w eb!

Literature review
Your assignment is to pick one book from a literature list and read and review
that particular book. You should prepare a 2 page review focusing on aspects
such as content, knowledge building, sources of facts, usefulness, and important
issues concerning growth. Hand in at the date specified in the schedule. You
should be able to specify three key learning points in you summary. If you don’t
find a book that interests you in the literature list, feel free to pick any other
book that have to do with business growth. Your review should include, what
theory could you isolate in the book. I.e., what do the book intend to explain. If
there are several theories, choose one. Describe the theory and/or the model and
how it works. In which situations could you apply it and why do you think it
might work?

AL L AS S IGN M EN T S AN D H AN D- IN S S H O U L D BE U PL O ADED O N
T H E C O U RS E WEB. N O E- M AIL S N O PAPER.

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 If you have questions
Questions about the course content, lectures, assignment etc., should be posted
at the web-site preferably under the discussion list. If you have questions of a
personal character you may e-mail them directly to Mikael.samuelsson@hhs.se
or the lecturer below.

Course director
Name: Mikael Samuelsson
Role: Course director and responsible for operative issues
and questions regarding the course, lectures,
information, and personal student issues.
E-mail: Mikael.Samuelsson@hhs.se
Room: SSE business lab, Saltmätaregatan 19 a

Course assistant
Name: Andreas Giallourakis
Role: Course assistant
E-mail: andreas.giallourakis@sses.se
Phone: +46-704 417654

Modules overview
The course Growth – Managing your Firm, is a case based course divided into a
sequence of modules. Each module is led by a lecturer who has full responsibility
for content and evaluation. A typical module is based on theory, a case that is
prepared before class, a case discussion and a lecture part. There is a written
hand-in to each module to be up loaded at the course web.

Note! The structure, for Mikael Samuelsson you get a case at the leacture and
report back the lecture afterward. For Peter Kelly, you get the case before class
and report at the class. Everything you need for the course is at the course web.

Schedule
Available at the SSES course web. This is the only relevant schedule and you
should update yourself on a regular basis.

Field report
In order to create a live learning situation we give you the opportunity to take
learning out of the classroom and into the workplace in faculty-supervised field-

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 based learning. These field study and Individual Student Research projects are
designed to help students deepen their knowledge in a particular area of
interest. The field project presents an opportunity for you to study a growth
related topic of interest in depth. This learning experience has become more
popular as students link independent field-based learning to their career
planning and job search. Field-based learning is a remarkable opportunity for
students to truly personalize their education as they make connections and gain
experience in their chosen field. Teams of four students who work closely with a
growth firm typically conduct field-based learning. Projects may involve a
product launch, new business development, in our c ase w it h t he objec t iv e t o
c reat e grow t h, or research aimed at solving a real-world problem in the area of
business growth. You gather information from the growth company through a
interviews and presentations.

The report typically includes 15-25 pages and this document should be based on
your observations and should be something that the organization can use. You
should make tangible, useful observations about and potential improvements for
the organization, clearly state the issues and surrounding situations – why are
they issues? What contributes to the issues? What is the organization doing
well? What works within the organization? What doesn’t work? In addition, you
should clearly state your recommendations based on your observations and
implementation strategies for your recommendations.

Your solutions should clearly be theory based and easy to communicate to

practioners and instructors. It is a real world problem that you suggest a solution
to so make it good. You will discover that you have many solutions to different
problems, it is essential that you discuss this in some order starting with the most
important and then moves on to secondary level problem and solution and so
forth.

When it comes to theory, you are required to develop a theoretical model for
each aspect of your field project. It should answer the “why” question. For
example, if you think people is the answer to a particular company problem.
Then you need to specify which theory you are applying and why. Lets say, you
think the company should have a board of directors. Then there are four broad
theories explaining that. Steward, Resource based view for example. In short
steward theory explain why firms with an external board is more successful
because the board acts like a steward, RBV, explains that firms with dynamic
capabilities are more successful. Then you need to specify your solution to a
particular problem. It should be easy to follow your argument and it should be
based on an analysis.

The field project company will be introduced to you during the first lecture in
the course.

Guide f or examinat ion and f or f inal present at ions.

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 The field project and final examinations must demonstrate a) your
understanding of the key frameworks, perspectives, concepts, ideas and tools
introduced in the course, b) your ability to relate these frameworks,
perspectives, concepts, ideas, and tools to one another, and c) your ability to
creatively apply these frameworks, perspectives, concepts, ideas, and tools in
differing contexts. This is a formal presentation. This presentation is only
maximum 7 minutes long – I will be merciless in cutting you off.

Good luck!

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 Literature list for book review

Allen, Kathleen R (1998) Growing and Managing an Entrepreneurial Business

Houghton Mifflin (ISBN 0395906709)

Allen, Terry (2001) No Cash No Fear: Entrepreneurial Secrets For Starting Any
Business With No Money John Wiley & Sons (ISBN 0471415324)

Block, Zenas & Ian C MacMillan (1995) Corporate Venturing: Creating New
Business Within The Firm Harvard Business School Press (ISBN 0875846416)

Brooksbank, Roger (2003) Hot Marketing, Cool Profits McGraw-Hill (ISBN

0074711598)

Buckland, William & Andrew Hatcher & Julian Birkinshaw (2003) Inventuring:
Why Big Companies Must Think Small McGraw Hill (ISBN 0077103793)

Carlock, Randall S & John L Ward (2001) Strategic Planning for the Family
Business Palgrave MacMillan (ISBN 0333947312)

Charan, Ram (2004) Profitable Growth Is Everyone’s Business Crown Business

(ISBN 1400051525)

Charan, Ram & Noel M Tichy (2000) Every Business Is A Growth Business
Random House USA (ISBN 0812933052)

Christensen, Clayton M (2003) The Innovator’s Dilemma Harper Business

Essentials (ISBN 0060521996)

Christensen, Clayton M (2003) The Innovator’s Solution Harvard Business School

Press (ISBN 1578518520)

Collins, James C & William C Lazier (1995) Beyond Entrepreneurship: Turning

Your Business Into An Enduring Great Company NYIF (ISBN 0133815269)

Collins, James C & Jerry I Porras (2000) Built To Last: Successful Habits of
Visionary Companies Random House Business Books (ISBN 071266968X)

Collins, Jim (2001) Good To Great Random House Business Books (ISBN
0712676090)

Ehrenfield, Tom (2001) The Startup Garden: How Growing A Business Grows
You McGraw-Hill (ISBN 0071368248)

Farrell, Larry C (2003) Getting Entrepreneurial: Creating And Growing Your

Own Business in the 21st Century John Wiley & Sons (ISBN 0471444146)

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 Flamholtz, Eric G & Yvonne Randle (2000) Growing Pains: Transitioning From
an Entrepreneurship to a Professionally Managed Firm Jossey Bass Wiley (ISBN
078794694X)

Fritz, Roger (2000) The Small Business Troubleshooter: 152 Solutions To The
Problems Faced By Every Growing Company Unlimited Publishing (ISBN
1588320014)

Gersick, Kevin E & John A Davis & Marion McCollom Hampton & Ivan
Landsberg (1997) Generation to Generation: Life Cycles of Family Business
Harvard Business School Press (ISBN 0875847555X)

Gladwell, Malcolm (2002) The Tipping Point: How Little Things Can Make A
Big Difference Abacus (ISBN 0349113467)

Harvard Business Review (1999) Managing High-Tech Industries Harvard

Business School Press (ISBN 1578511828)

Harvard Business Review (1998) Strategies For Growth Harvard Business School
Press (ISBN 0875848850)

Hawkey, John (2003) Exit Strategy Planning: Grooming Your Business For Sale
or Succession Gower Publishing (ISBN 0566084988)

Hisrich, Robert D (2004) Small Business Solutions: How To Fix & Prevent The
13 Biggest Problems That Derail Business McGraw-Hill (ISBN 0071414355)

Hupalo, Peter I (2004) Thinking Like An Entrepreneur Lightning Source UK

(ISBN 0967162467)

Jolly, Adam (2003) The Growing Business Handbook Kogan Page (ISBN
0749440767)

Kaplan, Philip J (2002) F’d: Spectacular Dot-Com Flameouts Simon & Schuster
(ISBN 0743228626)

Kaplan, Jerry (1996) Startup: A Silicon Valley Adventure Penguin USA (ISBN
0140257314)

Kawasaki, Guy (1992) Selling The Dream Harper Business US (ISBN

0887306004)

Kawasaki, Guy (1999) Rules For Revolutionaries Harper Business (ISBN

0887309968)

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 Kawasaki, Guy (2004) The Art of the Start Portfolio Hardcover (ISBN
1591840562)

Kishel, Gregory & Patricia Kishell (2000) Growing Your Own Business: Growth
Strategies for Meeting New Challenges and Maximizing Success Authors Choice
Press (ISBN 0595147925)

Komisar, Randy (2001) The Monk and the Riddle McGraw-Hill (ISBN
1578516447)

Lansberg, Ivan (1999) Succeeding Generations: Realizing the Dream of Family

in Business Harvard Business School Press (ISBN 0875847420)

Markides, Constantinos C (2000) All The Right Moves: A Guide To Crafting

Breakthrough Strategy Harvard Business School Press (ISBN 0875848338)

Matthews, Jana & Jeff Dennis (2003) Lessons From The Edge: Survival Skills
For Starting & Growing A Company Oxford University Press (ISBN 0195168259)

Michaels, Nancy & Debbi J Karpowicz (2000) Off-The-Wall Marketing Ideas:

Jumpstart Your Sales Without Busting Your Budget Adams Media Corporation
(ISBN 1580622054)

Moltz, Barry J (2003) You Need To Be A Little Crazy: The Truth About Starting
and Growing Your Business Dearborn Trade Publishing (ISBN 079318018X)

Moore, Geoffrey A (1999) Crossing The Chasm: Marketing and Selling

Technology Products To Mainstream Customers Capstone Publishing (ISBN
1841120634)

Moore, Geoffrey A (1998) Inside The Tornado: Marketing Strategies From

Silicon Vallley’s Cutting Edge Capstone Publishing (ISBN 190096158X)

Moore, Geoffrey A (2002) Living on the Fault Line Harper Business (ISBN
0060086769)

Norman, Jan (1999) What No One Ever Tells You About Starting Your Own
Business Dearborn Trade Publishing (ISBN 1574101129)

Ostenton, Tom (2004) The Death of Demand: Finding Growth in a Saturated

Global Economy Davies Black (ISBN 0131423312)

Rogers, Steve (2002) The Entrepreneur’s Guide To Finance and Business

McGraw-Hill (ISBN 0071380817)
Schulman, Joel M (2003) Getting Bigger By Growing Smaller Financial Times
Prentice Hall (ISBN 0130084220)

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 Slywotzky, Adrian & Richard Wise (2003) How To Grow When Markets Don’t
Warner Books (ISBN 0446531774)

Slywotzky, Adrian (2004) The Art of Profitability Warner Books (ISBN

0446692271)

Spence, Rick (2003) Secrets of Success From Canada’s Fastest Growing

Companies John Wiley & Sons Inc (ISBN 0471642339)

Sunderland, Ruth (2001) Financial Mail on Sunday Complete Guide to Running

Your Own Business Random House Business Books (ISBN 0712680039)

Sutton, Robert I (2001) Weird Ideas That Work The Free Press (ISBN
0743212126)

Swanson, James A & Michael L Baird (2004) Engineering Your Start-Up: A

Guide For High Tech Entrepreneurs Professional Publications (ISBN
1888577916)

Timmons, Jeffry A & Andrew Zacharakis & Stephen Spinelli (2004) Business
Plans That Work McGraw-Hill (ISBN 0071412875)

Treacy, Michael (2003) Double-Digit Growth: How Great Companies Achieve It-
No Matter What Portfolio (ISBN 1591840058)

Treacy, Michael & Fred Wiersema (1997) The Discipline of Market Leaders
Perseus Publishing (ISBN 0201407191)

Walters, Jamie S (2002) Big Vision, Small Business Berrett-Koehler Publishers

(ISBN 1576751880)

Ward, John L (2004) Perpetuating The Family Business Palgrave Macmillan

(ISBN 1403933979)

Webb, Philip & Sandra Webb (2001) The Small Business Handbook: The
Entrepreneur’s Definitive Guide to Starting and Growing a Business Prentice
Hall (ISBN 0273654322)

Zook, Chris & James Allen (2001) Profit From The Core: Growth Strategy in an
Era of Turbulence Harvard Business School Press (ISBN 1578512301)

Zook, Chris (2004) Beyond the Core: Expand Your Market Without Abandoning

Any other book that cover business growth.

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