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2009年7月份,我给一个老朋友(Simon FT-MBA,2010春季班)为申请MBA而写的Essay提了几点比较关键的修改建议。后来,她成功拿到Simon的Offer。再后来,她建议我做留学DIY咨询方面的工作,并向我介绍了我的第一个客户。最终,我的第一个客户也成功拿到几个TOP16商学院的面试并顺利拿到Duke Fuqua商学院MBA的录取。 本人毕业于上海复旦大学管理学院国际企业管理系,属于商科科班出身并且做过管理工作、有领导经验的人士。

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商院动态:UCLA Anderson Becomes An Entrepreneurial Epicenter (3/3)  

2017-01-28 03:18:58|  分类: 学校与选校 |  标签: |举报 |字号 订阅

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商院动态:UCLA Anderson Becomes An Entrepreneurial Epicenter (3/3)

 

BY: JEFF SCHMITT ON JANUARY 27, 2017

 

 

P&Q: You founded the Price Center in 1987. Looking back over the past 30 years, how have you seen both the study and the practice of entrepreneurship evolve? What trends do you see emerging and how will they impact MBA students?

AO: I’ve been around academia for 50 years. At UCLA, I saw an unmet need and set out to fill it. I started what I call a venture fellows program. Over the years, we’ve placed our MBA students in venture-backed business development companies migrating over the years to private equity even to being entrepreneurially-backed firms to give students that experience. I thought that was missing from the UCLA curriculum. When I got back from Washington, I started the fellows program which eventually led to starting and capitalizing the Price Center for Entrepreneurship and Innovation.

Entrepreneurship over the years has struggled with the ability to find a home in the research-driven enterprise, where entrepreneurship was thought to only be learned through active learning.

I think that we’ve come full circle by being able to add a science to it in terms of frameworks, theories, and approaches. I started the Price Center when I came back from Washington DC. I was a fellow at Brookings and then spent some time at the Securities and Exchange Commission. There, I would meet venture capitalists who were complaining about something called Rule 144. If you go back, you’ll find that it was very burdensome because it affected the way in which early investors gained liquidity. I did a couple of studies at the commission and affected a change in the rule. I was at the commission when Microsoft went public in 1975. So the practice has become important. People have understood its value.

I think that the fundamentals are unchanged. What is new are things like minimum viable product, business model canvas, all of which have tried to provide, let me just call it, a new framework or packaging for some of these core ideas. Starting a business is not rocket science, but if you can improve your prospects of being successful through certain hypotheses like being able to do primary research and then being able to manage on a minimum viable basis the initial effort makes it a little more attractive and scientific to students. I value that. That’s fundamental change.

Research on the acceleration of ideas that are researched and turned into development projects to be commercialized has seemed to all come together in what we call lean startup. The fundamentals remain the same. You need to talk to customers. You need to understand what the need is — what the pain is — if you’re going to come up with a viable solution. So there is iteration between what the product or service might do relative to what the need might be. Therefore, you try to see if there is a viable market. Can it be penetrated in a reasonable length of time? Then, there are the usual things about marketing and operations, manufacturing, the managing people, talent development, and so on. All of that in a strategic framework are fundamental. However, the risks are great. The notion of learning quickly and failing (if necessary) quickly are net positives.

What has happened? Well, the democratization of finance has been a critical, external factor. Crowdfunding is an example. The cost of starting a business because of IT and technologies has literally become nothing. This is why we have had enormous companies started by people just sitting there in their dorm room being able to access the internet and coming up with ways of improving delivery of services or products to one group or another. What’s happened? Well, there’s new life as a result of science and their ability to do testing that’s cost effective about our hypotheses. The cost of starting a business is going so low that people can sit in their living rooms and literally disrupt a well-established Fortune 100 company. The world is turbulent. There is a lot of disruption. And I think you can take advantage of that if you are savvy and smart and bring about market share advantages. Just look at the Dollar Shave Club. Here is a company with an idea barely three years ago at an incubator called Science here in Southern California. They made Gilette change its whole approach to dealing with things.

 

P&Q: What have been your favorite three MBA startups over the years (and why)?

AO: I think it is important to remember that UCLA, being a research institution, is not even 100 years old but ranks among the great universities that have been around for several hundred. It has a lot of intellectual capital. It has a lot of IP in medicine and engineering and so on. What’s different about what I’m trying to do is to allow our students to collide with scientists and principal investigators and see if there are ideas that can be licensed to solve real problems.

One of my favorite is this area is a company called Neural Analytics and another called NanoH2o. The latter revolves around the whole notion of turning sea water into to drinking water. They were able to create a membrane that enabled them to do this on a commercial scale. It was Incubated in the nanosciences incubator. The CEO, Jeff Green, was a former student of mine. It was sold a few years ago to LG Chem. Neural Analytics was started by a fellow named Leo Petrossian. He was dealing with the whole issue of brain trauma from things like accidents and concussions. It is now a company that is a few years old and they are growing. I believe they are at the Series B stage. What I love about this company is that Dr. Petrossian came in to get his MBA but he understood what it was like to be able to work with medical devices since he’d done that before. He was able to work with some of the best neurologists in the world who were thinking about this idea and he was able to take it and find a market for it and began the process of building a business right here by cooperating cross-campus.

Another of my favorites was Stamps.com. One of the founders, Jim McDermott, an Anderson MBA from 20 years ago, needed a stamp in the evening. He couldn’t find a place so he said, ‘Hey, why can’t I just download a stamp?’ So he created a company that was successfully sold. So that gives you an idea of the kinds of companies that our MBAs have been starting using an advantage that we have here: consumer-facing, digital content, entertainment tech enabled that solves a problem in either the b-to-b or b-to-c space.

You may have heard of a company called DogVacay. It also emanated from a need: the need for being able to find a vacation spot for your pet. Aaron Hirschhorn said he was not comfortable putting his dog in a cage. Wouldn’t be wonderful if he was able to spend his vacation in a hospitable home somewhere when we’re gone that loves dog? So he was able to develop an amazing network of homes across the country, much the same way you think of Airbnb and how they’ve disrupted their industry.

Aside from solving online needs, another area I like is licensing technology. One company is Veggie Grill. You go in there and ask for a hamburger that’s vegetarian and you’d think you’re eating a regular hamburger that you’d get at McDonald’s or something (only better). So our students have been involved in some interesting kinds of businesses over the years. Some of them have even gone public like Adam Miller’s Cornerstone OnDemand.

P&Q: Let’s talk about the future of Anderson’s entrepreneurship program. What are two or three of the biggest developments that we can expect in the program in the next few years? What does success look like for you?

AO: I actually think something health-related will be big at UCLA Anderson because of the relationships we’re developing with the South Campus (medical school and hospital).The whole question of the delivery of medical services is huge. Tied to the mission-driven activities, health care combines the best of looking into the future and solving social problems and things that can scaled locally but change the world. I see the process here of where transforming through our accelerator and others, people working in these spaces. Digital health is also something that can happen here. For example, you could have something like doctors on demand. Imagine going back to the days when you had a doctor calling you at house. There is a company called Heal, for example, doing just that around here.

Another would be cracking the education industry through EdTech. A lot of this is driven by reducing costs and make kids more effective. One of my entrepreneurship students started a company called Learning Genie, which uses technology to make assessments that teachers have to do a lot easier. It was designed to reduce the time teachers spent on administrative paperwork so they could spend more time working with students. It also enables parents to have a kind of window in real time into what’s going on with their kids. Being able to break that code would be a huge opportunity working against the established providers of materials to schools. Knowledge is important in how you can get it to people in the most effective way so they learn, grow, have value and have fun in their lives. We also see it in the syndication of media, which is huge in Los Angeles. The people who are going to change that are here in LA. They are working hard to move beyond the established paradigms. We talked a little while ago about Hulu and Snap and content-driven companies that are spin-outs of the Disneys of the world, cable companies, and so on that are so huge in their presence here. That’s one-sixth of the economy in Southern California.

How will Silicon Beach be part of all of that? Even the big guys are moving down here. Thousands of people are coming from Google. They have to be here. This is where the software, if you will, that can be developed to deal with the hardware that doesn’t have quite the same standing or content driven material that’s available so richly here in Southern California.

I see those kinds of things happening and I see Anderson MBAs having a play in all of that as the vibrant economy of Southern California continues to grow and expand.

P&Q: What excites you about being an administrator and professor? What still fascinates you about the process of entrepreneurship?

AO: I could retire, but I’m not doing this for money or anything like that. I just love what I do. I just came back from a trip to India. I was teaching in an executive training program for managers who think they want to become entrepreneurs. It is going to be the next great economy. We should be there. I also participated in an amazing conference in India called The Junction, which brought together in India leading entrepreneurs and venture investors to talk with one another for one of the first times. I was over there to talk about entrepreneurship and innovation. I was also over there to figure out how to build relationships with various institutions. That country is going to be important, not just to our institution but to building entrepreneurial activities that are truly distinctive. I see enormous talent over there.

I’m very passionate and committed to helping the process. I love coming onto campus and talking to my students. I don’t have to teach, but I teach a couple of classes. I don’t have to supervise projects, but I do some because I like it. I think students appreciate the fact that I’m going to take some care with their work. I don’t live far from campus. Most days, I can get here in 10 minutes.

UCLA is an amazing place. We have amazing universities in California. Southern California is blessed with a tremendous set of natural resources. This is an area where the process of discovery in the next century will blossom. There is something special about Southern California that has not been tapped that is in the process of being developed. There are so many different areas of Southern California where things are happening. We have a supportive way of making that happen, so I’m excited about that. I feel privileged to be able to hang on. I don’t see myself getting bored. I’m delighted to be able to be a part of working with the next generation. These young people have great ideas. They’re well-trained. They’re going to change the world. If I can help them do that, I consider myself Lucky.

 

 

以上内容摘自:

http://poetsandquants.com/2017/01/27/ucla-anderson-poised-become-entrepreneurial-epicenter/ 

 

 

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