斯坦福商學院創業工廠解密

????團隊成員走出課堂，通過采訪潛在客戶，業內其他企業和專家等方式取得進步。第一個月結束時，學生們會確定用戶群體和市場需要，最終產生一個獨特的見解，足以使他們確信自己能夠以一種新的方式解決客戶的需求。

????如果學生帶到潛在客戶面前的第一個產品原型不能奏效，那就意味著“你沒有理解他們的痛點——你還沒有解決5件或10個問題，”贊尼奧斯說。隨后，學生們重返創業車庫，繼續修改。

????這門課程的核心是來自創業車庫指導老師的不斷審議和反饋。這支指導團隊共4人，其中包括席格曼，以及另外兩位風險資本投資人薩爾?古爾和理查德?林。上課時，他們在團隊間來回走動，提供指導意見。古爾是查爾斯河風險投資公司(Charles River Ventures)的普通合伙人。林是斯坦福商學院MBA，三拱門風投公司(Three Arch Partners)合伙人，他曾經在加州大學舊金山分校醫學院(UCSF School of Medicine)和哈佛醫學院(Harvard Medical School)從事科研工作。

????負責協調課程日常運作的創業車庫副主任瑞安?普賴斯說，贊尼奧斯與這三位風投精英的合作已經取得了非常好的效果。有時候，老師本人也會成為投資人。

????去年，創業工廠學生托尼?徐和埃文?摩爾計劃并測試了一個名為DoorDash的創意，嘗試把圣荷西/南灣地區的餐廳和送外賣的司機聯系起來。

????幾位學生在冬季學期花了一些工夫，研究餐廳外賣的經濟性，嘗試著計算他們每小時需要交付多少訂單才能盈利。隨后，徐和摩爾連同另外兩名斯坦福學生一起創辦了DoorDash公司。

????2013年9月，畢業僅僅幾個月后，他們就獲得了230萬美元的風投資金，主要投資者包括科斯拉風投公司(Khosla Venture)的基思?拉布伊斯和查爾斯河風投公司的古爾。

????古爾和贊尼奧斯確信，創業精神是可以傳授的。“如果把創業分解為一個過程，就可以教人們創業，”贊尼奧斯說?！翱梢越滩煌膭摌I要素，這樣它就變得不那么嚇人。還可以幫助學生了解在創業的每一個步驟會發生什么事情?！保ㄘ敻恢形木W）

????譯者：葉寒

????Teams progress by interviewing potential customers, other businesses in their space, and industry experts -- hitting the pavement outside of class. At the end of the first month, students identify their user, the market need, and a unique insight that makes them believe they can address a customer need in a new way.

????If the first prototype brought in front of potential customers doesn't work, it means "you don't understand their pain point -- there are five or 10 things you are not addressing," Zenios says. The students go back and revise.

????At the core of the course is constant review and feedback from the Startup Garage team of four instructors, which includes Siegelman and fellow venture capital investors Saar Gur and Richard Lin, who move from team to team during class. Gur is a general partner at Charles River Ventures. Lin, a Stanford MBA, is a former research scientist at the UCSF School of Medicine and Harvard Medical School, and a partner at Three Arch Partners.

????Pairing Zenios with these three successful investors has worked well, says Startup Garage assistant director Ryann Price, who coordinates the day-to-day operations of the course. Sometimes, the teachers become investors.

????Last year, Startup Garage students Tony Xu and Evan Moore were planning and testing the idea behind DoorDash, which matches local restaurants with drivers who deliver takeout in the San Jose/South Bay area.

????The students spent hours during the winter quarter studying the economics of restaurant takeout, trying to figure out how many orders they needed to deliver per hour to run a profitable business. Xu and Moore went on to launch DoorDash with two other Stanford students.

????In September 2013, just months after graduation, Khosla Ventures' Keith Rabois and Charles River Ventures's Gur led DoorDash's $2.3 funding round.

????Gur and Zenios clearly believe that entrepreneurship can be taught. "If you break it down as a process, then you can teach it," Zenios says. "You can teach people the different elements and it becomes less intimidating. You can teach them what to expect from every part of the process."