Description
Brief explanation in relation to business administration and management entrepreneurship.
Use of languages
Yes Some groups entirely in Spanish:
No Some groups entirely in Catalan:
Yes Some groups entirely in English:
spanish (spa) Principal working language:
Contact
[email protected] Email:
Carlos Guallarte Nuez Name:
2015/2016 Entrepreneurship
Code: 102364
ECTS Credits: 6
Degree Type Year Semester
2501572 Business Administration and Management OT 4 0
2501573 Economics OT 4 0
Prerequisites
To be able to successfully follow and complete the course, it is recommended that the student takes this
course in the fourth year of the degree.
Objectives and Contextualisation
The main target of this subject is to study the new venture creation process (from the initial idea to the legal
status of the business) through the design and analysis of a BUSINESS PLAN development. A business plan
is understood as a written document in which the most relevant aspects of the new venture in terms of start up
process and business launching are stated. This course will focus on what a business plan is, what are its
functions as well as its main sections. Furthermore, it will cover topics dealing with the management function
and entrepreneurship not directly related with the business plan development, such as the relevance of
entrepreneurship today, the entrepreneur's characteristics, other ways of creating businesses (franchise,
buying other firms, etc.), problems in the creation process, entrepreneurs' networks, etc.
Skills
Business Administration and Management
Capacity for adapting to changing environments.
Capacity for oral and written communication in Catalan, Spanish and English, which enables synthesis
and oral and written presentation of the work carried out.
Demonstrate knowledge of the processes for the implementation of company strategies.
Identify company competition, how they interact among themselves and the optimum strategies that can
be drawn up in each case to stimulate competitivity.
Lead multidisciplinary and multicultural teams, implementing new projects and coordinating, negotiating
and managing conflicts.
Organise the work in terms of good time management, organisation and planning.
Select and generate the information necessary for each problem, analyse it and take decisions based
on that information.
Take decisions in situations of uncertainty, demonstrating an entrepreneurial and innovative attitude.
Transmit company, department or work objectives clearly.
Value ethical commitment in professional practice.
Economics
Entrepreneurship 2015 - 2016
1
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
Apply theoretical knowledge to improve relations with clients and suppliers, identifying the advantages
and disadvantages of those relations for both sides: company and client or supplier.
Capacity for adapting to changing environments.
Capacity for independent learning in the future, gaining more profound knowledge of previous areas or
learning new topics.
Delegate decision making to the workers and provide them with the necessary incentives so that those
decision arte taken in the interest of the company as a whole.
Demonstrate initiative and work individually when the situation requires it.
Demonstrate knowledge of the processes for the implementation of company strategies.
Identify company competition, how they interact among themselves and the optimum strategies that can
be drawn up in each case to stimulate competitivity.
Identify the positive contributions that companies make to society, developing socially responsible
management, encouraging the development of objective instruments that allow for the measurement
and valuation of such contributions.
Lead multidisciplinary and multicultural teams, implementing new projects and coordinating, negotiating
and managing conflicts.
Organise the work in terms of good time management, organisation and planning.
Select and generate the information necessary for each problem, analyse it and take decisions based
on that information.
Take decisions in situations of uncertainty, demonstrating an entrepreneurial and innovative attitude.
Transmit company, department or work objectives clearly.
Value ethical commitment in professional practice.
Learning outcomes
A capacity of oral and written communication in Catalan, Spanish and English, which allows them to
summarise and present the work conducted both orally and in writing.
Adapt the formulation and implementation of strategies to different settings, family companies or
recently-created companies.
Analyse the main motivation systems in companies.
Apply the processes of formulating strategies to specific cases.
Assess ethical commitment in professional activity.
Assess the effect of different strategies on the competitiveness of a company.
Assess the importance of long-term commercial relationships with clients (relationship marketing).
Assess the main marketing concepts and tools.
Back up business strategy decisions.
Capacity to adapt to changing environments.
Capacity to continue future learning independently, acquiring further knowledge and exploring new
areas of knowledge.
Classify the different ways in which a company can compete.
Demonstrate initiative and work independently when required.
Design effective motivation policies.
Draft business plans.
Explain the origin and assess companies contribution to social welfare.
Identify the differences in the marketing applied to different economic sectors or types of organisations.
Lead multidisciplinary and multicultural teams, implement new projects, coordinate, negotiate and
manage conflicts.
List the basic stages and processes in the formulation and implementation of a business strategy.
List the main competitors of a company.
Make decisions in situations of uncertainty and show an enterprising and innovative spirit.
Organise work, in terms of good time management and organisation and planning.
Perform a critical assessment of the economic efficiency and distribution of wealth problems generated
by companies.
Relate business strategy to the objectives of the company and its breakdown into departments or units.
Relate the business strategy to the objectives of the company and its breakdown into departments or
units.
Select and generate the information needed for each problem, analyse it and make decisions based on
this information.
Entrepreneurship 2015 - 2016
2
Content
1. Introduction to the importance of entrepreneurship in society today
1.1. New firms and SMEs in the economy
1.2. Entrepreneur's characteristics
1.3. Theoretical approaches of the management function and the new venture creation
2. The business creation process
2.1. Process of new venture creation: phases
2.2. Problems in the new venture process
2.3. Generation of business ideas. Business creativity
2.4. Identification and evaluation of business opportunity
2.5. Strategic process: business model
3. The Business Plan (BP)
3.1. Utility and contents of the BP
3.2. Environment analysis
3.3. Marketing plan
3.4. Operations plan
3.5. Human resources and organizational plan
3.6. Finance plan
3.7. Project evaluation
3.8. Sensitive analysis
3.9. Mistakes to avoid
4. Entrepreneurial alternative
4.1. Ways to start as an entrepreneur: start-up, spin off, licenses, franchises, buy-out and buy-in, venture
management
(intrapreneurship)
4.2. The franchise
4.3. The firm purchase (management buy-out)
4.4. Venture management: innovative projects in big companies (intrapreneurship or corporate
entrepreneurship)
5. Financing a new business venture
5.1. Common agents in the finance sector
5.2. Capital risk
Entrepreneurship 2015 - 2016
3
5.3. Business angels
5.4. New venture finance problems and how entrepreneurs try to solve them
6. Other relevant topics in entrepreneurship
6.1. Success and failure factors in new ventures
6.2. Networks and entrepreneurship
6.3. Legal protection of an idea and/or business opportunity
6.4. Legal forms and aspects
6.5. Support measures for entrepreneurship
Methodology
The subject will develop as follows:
1. Professor's lectures
2. Analysis and discussion of business cases
3. Students' in-class work and preparation and presentation of the business cases
4. Students' Business Plan development
Activities
Title Hours ECTS Learning outcomes
Type: Directed
Practice classes 15 0.6 2, 4, 6, 10, 1, 11, 12, 15, 20, 19, 9, 17, 13, 18,
22, 21, 26, 5, 8, 7
Theory classes 30 1.2 2, 4, 6, 10, 1, 12, 15, 20, 19, 17, 13, 18, 5
Type: Supervised
Tutorials and monitoring 15 0.6 4, 10, 1, 11, 15, 9, 13, 18, 22, 21, 26, 5
Type: Autonomous
Study of the contents, case resolution and business
plan development
84 3.36 2, 3, 4, 6, 10, 1, 11, 12, 14, 15, 20, 19, 16, 9,
13, 18, 22, 21, 24, 26, 5
Evaluation
The (global) final course grade will consist of the weighted average of the three following grades (on the scale
from 0 to 10) (to apply this calculation it is necessary to get at least 4 out of 10 points in each part):
a) 50%: Business model elaboration & Business plan model
b) 30%: Final exam (multiple choice type)
Entrepreneurship 2015 - 2016
4
c) 20%: Course participation (follow up) (cases, presentations and discussions)
By the end of the course, each professor will publish the final grades, along with the date, time and place for
the review of the exam.
Students with a final grade lower than 4 out of 10will fail the subject without the right to re-evaluation and will
have to repeat the course next year.
There will be a re-evaluation for those students that have not passed the course and whose final grade was
equal or higher than 4. The professors will decide in his or her own the type of evaluation to be done. In the
case of passing the re-evaluation exam, the final mark will be 5 out of 10.
Students not present at 5 or more teaching classes will no able to follow the continuous evaluation and will go
directly to Final Exam. Their final course grade will be based only by the qualification obtained in this final
exam.
Evaluation activities
Title Weighting Hours ECTS Learning outcomes
Business model elaboration & Business
plan model
50% 0 0 2, 3, 4, 6, 10, 1, 11, 12, 14, 15, 20, 19,
16, 9, 17, 13, 18, 22, 21, 25, 24, 26, 23,
5, 8, 7
Course participation (follow up) (cases,
presentations and discussions)
20% 4 0.16 2, 3, 6, 1, 11, 19, 9, 18, 21, 25, 26, 5
Final exam 30% 2 0.08 2, 4, 6, 1, 12, 15, 20, 19, 16, 9, 17, 24,
26, 5, 8, 7
Bibliography
GENESCÀ, E.; URBANO, D.; CAPELLERAS, J.L.; GUALLARTE, C. y VERGÉS, J. (coords.) (2003): Creación
. Manuals de Economía. Servei de Publicacions de la UAB. de empresas - Entrepreneurship
GÓMEZ, J.M.; FUENTES, M.M.; BATISTA, R.M.; HERNÁNDEZ, R. (2012): Manual de casos de creación de
. McGraw Hill. Madrid. empresas en España
KIRBY, D. (2003): . Maidenhead. MCGraw-Hill. Entrepreneurship
URBANO, D. Y TOLEDANO, N. (2008): Invitación al emprendimiento. Una aproximación a la creación de
. Colección Economía y Empresa. Editorial UOC: Barcelona.. empresas
GUALLARTE, C. (2015): . IERMB. Global Entrepreneurship Monitor. Informe ejecutivo - Cataluña 2014
Barcelona.
VECIANA, J.Mª. (2005): , Colección Estudios Económicos. La creación de empresas. Un enfoque gerencial
Servicio de Estudios de La Caixa.
Entrepreneurship 2015 - 2016
5
doc_487056790.pdf
Brief explanation in relation to business administration and management entrepreneurship.
Use of languages
Yes Some groups entirely in Spanish:
No Some groups entirely in Catalan:
Yes Some groups entirely in English:
spanish (spa) Principal working language:
Contact
[email protected] Email:
Carlos Guallarte Nuez Name:
2015/2016 Entrepreneurship
Code: 102364
ECTS Credits: 6
Degree Type Year Semester
2501572 Business Administration and Management OT 4 0
2501573 Economics OT 4 0
Prerequisites
To be able to successfully follow and complete the course, it is recommended that the student takes this
course in the fourth year of the degree.
Objectives and Contextualisation
The main target of this subject is to study the new venture creation process (from the initial idea to the legal
status of the business) through the design and analysis of a BUSINESS PLAN development. A business plan
is understood as a written document in which the most relevant aspects of the new venture in terms of start up
process and business launching are stated. This course will focus on what a business plan is, what are its
functions as well as its main sections. Furthermore, it will cover topics dealing with the management function
and entrepreneurship not directly related with the business plan development, such as the relevance of
entrepreneurship today, the entrepreneur's characteristics, other ways of creating businesses (franchise,
buying other firms, etc.), problems in the creation process, entrepreneurs' networks, etc.
Skills
Business Administration and Management
Capacity for adapting to changing environments.
Capacity for oral and written communication in Catalan, Spanish and English, which enables synthesis
and oral and written presentation of the work carried out.
Demonstrate knowledge of the processes for the implementation of company strategies.
Identify company competition, how they interact among themselves and the optimum strategies that can
be drawn up in each case to stimulate competitivity.
Lead multidisciplinary and multicultural teams, implementing new projects and coordinating, negotiating
and managing conflicts.
Organise the work in terms of good time management, organisation and planning.
Select and generate the information necessary for each problem, analyse it and take decisions based
on that information.
Take decisions in situations of uncertainty, demonstrating an entrepreneurial and innovative attitude.
Transmit company, department or work objectives clearly.
Value ethical commitment in professional practice.
Economics
Entrepreneurship 2015 - 2016
1
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
Apply theoretical knowledge to improve relations with clients and suppliers, identifying the advantages
and disadvantages of those relations for both sides: company and client or supplier.
Capacity for adapting to changing environments.
Capacity for independent learning in the future, gaining more profound knowledge of previous areas or
learning new topics.
Delegate decision making to the workers and provide them with the necessary incentives so that those
decision arte taken in the interest of the company as a whole.
Demonstrate initiative and work individually when the situation requires it.
Demonstrate knowledge of the processes for the implementation of company strategies.
Identify company competition, how they interact among themselves and the optimum strategies that can
be drawn up in each case to stimulate competitivity.
Identify the positive contributions that companies make to society, developing socially responsible
management, encouraging the development of objective instruments that allow for the measurement
and valuation of such contributions.
Lead multidisciplinary and multicultural teams, implementing new projects and coordinating, negotiating
and managing conflicts.
Organise the work in terms of good time management, organisation and planning.
Select and generate the information necessary for each problem, analyse it and take decisions based
on that information.
Take decisions in situations of uncertainty, demonstrating an entrepreneurial and innovative attitude.
Transmit company, department or work objectives clearly.
Value ethical commitment in professional practice.
Learning outcomes
A capacity of oral and written communication in Catalan, Spanish and English, which allows them to
summarise and present the work conducted both orally and in writing.
Adapt the formulation and implementation of strategies to different settings, family companies or
recently-created companies.
Analyse the main motivation systems in companies.
Apply the processes of formulating strategies to specific cases.
Assess ethical commitment in professional activity.
Assess the effect of different strategies on the competitiveness of a company.
Assess the importance of long-term commercial relationships with clients (relationship marketing).
Assess the main marketing concepts and tools.
Back up business strategy decisions.
Capacity to adapt to changing environments.
Capacity to continue future learning independently, acquiring further knowledge and exploring new
areas of knowledge.
Classify the different ways in which a company can compete.
Demonstrate initiative and work independently when required.
Design effective motivation policies.
Draft business plans.
Explain the origin and assess companies contribution to social welfare.
Identify the differences in the marketing applied to different economic sectors or types of organisations.
Lead multidisciplinary and multicultural teams, implement new projects, coordinate, negotiate and
manage conflicts.
List the basic stages and processes in the formulation and implementation of a business strategy.
List the main competitors of a company.
Make decisions in situations of uncertainty and show an enterprising and innovative spirit.
Organise work, in terms of good time management and organisation and planning.
Perform a critical assessment of the economic efficiency and distribution of wealth problems generated
by companies.
Relate business strategy to the objectives of the company and its breakdown into departments or units.
Relate the business strategy to the objectives of the company and its breakdown into departments or
units.
Select and generate the information needed for each problem, analyse it and make decisions based on
this information.
Entrepreneurship 2015 - 2016
2
Content
1. Introduction to the importance of entrepreneurship in society today
1.1. New firms and SMEs in the economy
1.2. Entrepreneur's characteristics
1.3. Theoretical approaches of the management function and the new venture creation
2. The business creation process
2.1. Process of new venture creation: phases
2.2. Problems in the new venture process
2.3. Generation of business ideas. Business creativity
2.4. Identification and evaluation of business opportunity
2.5. Strategic process: business model
3. The Business Plan (BP)
3.1. Utility and contents of the BP
3.2. Environment analysis
3.3. Marketing plan
3.4. Operations plan
3.5. Human resources and organizational plan
3.6. Finance plan
3.7. Project evaluation
3.8. Sensitive analysis
3.9. Mistakes to avoid
4. Entrepreneurial alternative
4.1. Ways to start as an entrepreneur: start-up, spin off, licenses, franchises, buy-out and buy-in, venture
management
(intrapreneurship)
4.2. The franchise
4.3. The firm purchase (management buy-out)
4.4. Venture management: innovative projects in big companies (intrapreneurship or corporate
entrepreneurship)
5. Financing a new business venture
5.1. Common agents in the finance sector
5.2. Capital risk
Entrepreneurship 2015 - 2016
3
5.3. Business angels
5.4. New venture finance problems and how entrepreneurs try to solve them
6. Other relevant topics in entrepreneurship
6.1. Success and failure factors in new ventures
6.2. Networks and entrepreneurship
6.3. Legal protection of an idea and/or business opportunity
6.4. Legal forms and aspects
6.5. Support measures for entrepreneurship
Methodology
The subject will develop as follows:
1. Professor's lectures
2. Analysis and discussion of business cases
3. Students' in-class work and preparation and presentation of the business cases
4. Students' Business Plan development
Activities
Title Hours ECTS Learning outcomes
Type: Directed
Practice classes 15 0.6 2, 4, 6, 10, 1, 11, 12, 15, 20, 19, 9, 17, 13, 18,
22, 21, 26, 5, 8, 7
Theory classes 30 1.2 2, 4, 6, 10, 1, 12, 15, 20, 19, 17, 13, 18, 5
Type: Supervised
Tutorials and monitoring 15 0.6 4, 10, 1, 11, 15, 9, 13, 18, 22, 21, 26, 5
Type: Autonomous
Study of the contents, case resolution and business
plan development
84 3.36 2, 3, 4, 6, 10, 1, 11, 12, 14, 15, 20, 19, 16, 9,
13, 18, 22, 21, 24, 26, 5
Evaluation
The (global) final course grade will consist of the weighted average of the three following grades (on the scale
from 0 to 10) (to apply this calculation it is necessary to get at least 4 out of 10 points in each part):
a) 50%: Business model elaboration & Business plan model
b) 30%: Final exam (multiple choice type)
Entrepreneurship 2015 - 2016
4
c) 20%: Course participation (follow up) (cases, presentations and discussions)
By the end of the course, each professor will publish the final grades, along with the date, time and place for
the review of the exam.
Students with a final grade lower than 4 out of 10will fail the subject without the right to re-evaluation and will
have to repeat the course next year.
There will be a re-evaluation for those students that have not passed the course and whose final grade was
equal or higher than 4. The professors will decide in his or her own the type of evaluation to be done. In the
case of passing the re-evaluation exam, the final mark will be 5 out of 10.
Students not present at 5 or more teaching classes will no able to follow the continuous evaluation and will go
directly to Final Exam. Their final course grade will be based only by the qualification obtained in this final
exam.
Evaluation activities
Title Weighting Hours ECTS Learning outcomes
Business model elaboration & Business
plan model
50% 0 0 2, 3, 4, 6, 10, 1, 11, 12, 14, 15, 20, 19,
16, 9, 17, 13, 18, 22, 21, 25, 24, 26, 23,
5, 8, 7
Course participation (follow up) (cases,
presentations and discussions)
20% 4 0.16 2, 3, 6, 1, 11, 19, 9, 18, 21, 25, 26, 5
Final exam 30% 2 0.08 2, 4, 6, 1, 12, 15, 20, 19, 16, 9, 17, 24,
26, 5, 8, 7
Bibliography
GENESCÀ, E.; URBANO, D.; CAPELLERAS, J.L.; GUALLARTE, C. y VERGÉS, J. (coords.) (2003): Creación
. Manuals de Economía. Servei de Publicacions de la UAB. de empresas - Entrepreneurship
GÓMEZ, J.M.; FUENTES, M.M.; BATISTA, R.M.; HERNÁNDEZ, R. (2012): Manual de casos de creación de
. McGraw Hill. Madrid. empresas en España
KIRBY, D. (2003): . Maidenhead. MCGraw-Hill. Entrepreneurship
URBANO, D. Y TOLEDANO, N. (2008): Invitación al emprendimiento. Una aproximación a la creación de
. Colección Economía y Empresa. Editorial UOC: Barcelona.. empresas
GUALLARTE, C. (2015): . IERMB. Global Entrepreneurship Monitor. Informe ejecutivo - Cataluña 2014
Barcelona.
VECIANA, J.Mª. (2005): , Colección Estudios Económicos. La creación de empresas. Un enfoque gerencial
Servicio de Estudios de La Caixa.
Entrepreneurship 2015 - 2016
5
doc_487056790.pdf