Slide #1Agenda for Session 5Agenda for Session 51. Housekeeping and News2. AIR Case Analysis3. Q&A with Dana Mead, KPCB4. What Can We Learn fromthe AIR Case?Reference: SahlmanSahlmanSahlman’’ssModelModelSlide #3Sell 100% toAnother Firm(M&A)Partnerships:Sponsors andStrategic InvestorsTake VentureCapital (VC)InvestmentMoreCostly(Dilution)IncreasingEntanglement(Loss ofControl)AIR1998AIR1997Slide #4What Can We Learn From AIR Case?What Can We Learn From AIR Case?1. Illustrated the differences between just a good ideaand a true business opportunity.2. Provided practice on using the Sahlman and otherframeworks for understanding entrepreneurial process.3. Examined how entrepreneurs can “make meaning” withhigh-impact ventures.4. Introduced the concept of managing four kinds of risk:technology, market, team, and financial.5. Highlighted the differences between informationtechnology and life sciences (biotech) ventures.6. Demonstrated one of the ways ventures reach asuccessful outcome.Slide #5Thank You, Dana!Thank You,
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