Description
Brief file concerning department of management entrepreneurship and innovation.
AMERICAN UNIVERSITY
Department of Management
COURSE TITLE: MGMT 382 ENTREPRENEURSHIP AND INNOVATION (3.0)
TERM/YEAR: Fall 2009 Monday 2:10-4:50 PM
INSTRUCTOR: Eric Adolphe, Esq., Adjunct Faculty
MEETING TIME: Monday 2:10 – 4:50 PM
PREREQUISITE: Upper level standing, and courses in marketing, corporate finance, accounting,
and organizational behavior.
REQUIRED TEXTS: Bruce R. Barringer and R. Duane Ireland,
Entrepreneurship: Successfully Launching New Ventures (3/E), 2009
Pearson/Prentice Hall, ISBN 0-13-608353-6
RECOMMENDED READING:
Though not required, students should read Jim Collins, Good to Great: Why Some Companies
Make the Leap and Others Don’t, 2001 HarperCollins, ISBN 0-06-662009-6. Students also
should read regularly those magazines aimed at active and aspiring entrepreneurs, namely, Inc.,
Success, and Entrepreneur. Students are further encouraged to read about entrepreneurs and
keep abreast of news developments reported in the Financial Times, Wall Street Journal,
Business Week, Forbes, and Fortune. Television programs on the frontiers of science (such as
on the Discovery channel) and the lives of notable entrepreneurs (such as CNBC and Forbes
programs) are highly recommended.
COURSE OBJECTIVE:
This course is designed to expose undergraduates to entrepreneurship as a way of thinking
and behaving to enrich all aspects of your life, enhance the organizations you are involved with,
and create substantial, high-impact results. Students will a) learn how to take existing business
ideas and to innovate in order to create new demands and new satisfactions; b) the concept of
bootstrapping to finance new business ideas without traditional financing; and c) how to start new
ventures within corporate, consulting, nonprofit, government or social enterprises.
COURSE CONTENT:
This course focuses primarily on new venture idea generation and solving day-to-day challenges
of a start up. Students will participate in start-up clinics to assist entrepreneurs develop business
plans and solve acute problems in their new business ventures.
The intent of this course is to expose students to the same lessons provided by living through the
experience of starting a business. Students completing this course will emerge with appreciation
for the challenges of creating a venture, obtaining financing, networking, and the basic elements
of a business plan. These lessons will be learned largely through hands-on experience. Topics
include:
• Entrepreneurial thinking and mind set—pre-assessment
• Developing your entrepreneurial thinking and mind set
• Who makes a good entrepreneur?
• Entrepreneurs breadth of knowledge and ability to visualize
interrelationships and interdependencies; see the big picture and the
details simultaneously
• Brainstorming problems and possible solutions; improving your solutions
on the move
• Core entrepreneurial attitudes, behaviors, reputational and ethical
considerations, and hard and soft skills
• Entrepreneurial creativity and innovation
• Entrepreneurship in multiple organizational contexts--new venture start
ups, corporate entrepreneurship, government entrepreneurship, and
entrepreneurship in nonprofit and social organizations
• Developing your entrepreneurial attitudes, behaviors, knowledge and
skills
o Identifying your dreams and passions
o Translating your dreams/passions into an entrepreneurial idea and
opportunity
o Entrepreneurial Analytical Knowledge and Skills:
? Opportunity recognition
? Customer and market research--assessing whether the
entrepreneurial idea is a real opportunity
? Will the opportunity/strategy translate into a high growth
organization?
? Determining the entrepreneurial value proposition and
overall business model
? Realistic overall market and consumer demand
assessments
? Gaining and maintaining a competitive advantage
? Current and potential competitors and allies
? Core business/organization strategic drivers and
interrelationships
? Entrepreneurial organization, information, accounting and
legal issues
? Entrepreneurial financial strategies and sources
o Other Core Entrepreneurial Knowledge and Skills:
Entrepreneurial stakeholder identification
Networking strategies
Communication, listening and negotiation skills
Assembling and energizing your team and human
resources
Creating and maintaining an entrepreneurial culture
Staying focused, discipline, action orientation and time
management
• Entrepreneurial mind set and career rewards and risks—upsides and
downsides
• Why entrepreneurs fail in new venture start ups and larger organizations
• Corporate Entrepreneurship—navigating a large organization for results
• Entrepreneurship in nonprofit and social contexts
• Entrepreneurship in a global environment
COURSE METHODOLOGY:
This course uses a variety of approaches which include readings from a textbook and business
periodicals, written assignments fostering individual thinking and analysis; start up clinics with
visiting entrepreneurs, guest lecturers and case study discussions stimulating integrative
thinking. These are combined with daily elevator pitches and a business plan project.
The course makes extensive use of a participatory method of instruction and role playing.
Under these approaches, classes emphasize orchestrated discussions rather than lectures.
Consequently, class participation is an essential element of the learning process.
ASSIGNMENTS:
1. Homework
All reading assignments must be completed prior to class. Homework assignments must be
completed on an individual or team basis, as specified below.
2. Self-Assessment Report
Each student must complete a self-assessment paper to clarify their personal values and
identify their interests in starting a business. This is the first big project for the course, due
early in the semester (September 14th).
3. Start up Clinic
Students are expected to participate in the Start-up Clinic early in the Fall semester
(September 14-28). Working in teams, you are expected to analyze a start-up business
selected by the lecturer, identify and make recommendations to solve challenges including
financing, marketing, and organizational dynamics, and create a business plan for the
business. At the end of the semester, each team will provide a formal presentation of the
business plan and recommendations to outside judges.
4. The Business Plan
Working in teams of 4-6 people, students develop an in-depth business plan for the new
venture identified by the lecturer. The outline shown in Chapter 4 of the text serves as a
useful guide for this document.
To do so, students are expected to learn enough about the person's business to "talk shop"
with him or her effectively. This requires gaining a sound understanding of the challenges of
the business and a grasp of an entrepreneurial way of thinking. Insights you gain from
interviews and meetings with the Entrepreneur will likely put your Business Plan on a much
sounder footing.
The instructor will call upon students – in teams and sometimes individually – to present
their plans to the class. Clear, creative visual aids are crucial elements of these presentations.
Transparencies, charts, slides, and a variety of other visual aids should support the main
argument. A short accompanying write-up must be distributed to all in attendance. Students
are also expected to present their plans to the actual management teams of the selected firms.
Students must answer challenging questions that test their entrepreneurial thinking. You will
be grilled intensely like an oral exam. Invited business professionals will join the class to
participate in the interrogations (due December 14
th
).
EXAMINATIONS:
The course includes four scheduled quizzes; there is no final exam in this class. Depending
on the level of class participation, there may be unannounced quizzes as well. Scheduled
quizzes will be administered through Blackboard.
STUDENT RESPONSIBILITIES:
a. Students are expected to attend class regularly and participate fully in class discussions
and classroom exercises. Reading assignments must be completed prior to their scheduled
classroom discussion.
b. Each student also will become part of a "new venture clinic" that will work together to
conceive, analyze, document, and then defend a plan for a new venture. This is the major
assignment for the course.
d. Each student is also responsible for completing the individual homework assignments, and
self-assessment report outlined in Assignments above.
Keep copies of your homework and assignments when you submit originals for review or
evaluation. All papers should follow normal academic standards for written materials
(suggested text: The St. Martin's Handbook by Andrea Lunsford and Robert Connors).
ACADEMIC INTEGRITY POLICY:
Academic integrity, the body of ethical standards, practice, and behavior, is paramount in
higher education and essential to effective teaching and learning. As a professional school,
the Kogod School of Business is committed to preparing our students and graduates who
value the notion of integrity.
Academic integrity is paramount in higher education and essential to effective teaching
and learning. As a professional school, the Kogod School of Business is committed to
preparing our students and graduates to value the notion of integrity. In fact, no issue at
American University is more serious or addressed with greater severity than a breach of
academic integrity.
Standards of academic conduct are governed by the University’s Academic Integrity
Code. By enrolling in the School and registering for this course, you acknowledge your
familiarity with the Code and pledge to abide by it. All suspected violations of the Code
will be immediately referred to the Office of the Dean. Disciplinary action, including
failure for the course, suspension, or dismissal, may result.
Additional information about the Code (i.e. acceptable forms of collaboration, definitions
of plagiarism, use of sources including the Internet, and the adjudication process) can be
found in a number of places including the University’s Academic Regulations, Student
Handbook, and website at . If you have
any questions about academic integrity or standards of conduct in this course, please
discuss them with your instructor.
ACADEMIC SUPPORT SERVICES:
If you experience difficulty in this course for any reason, please don’t hesitate to consult
with me. In addition to the resources of the department, a wide range of services is
available to support you in your efforts to meet the course requirements.
Academic Support Center (x3360, MGC 243) offers study skills workshops, individual
instruction, tutor referrals, and services for students with learning disabilities. Writing
support is available in the ASC Writing Lab or in the Writing Center, Battelle 228.
Counseling Center (x3500, MGC 214) offers counseling and consultations regarding
personal concerns, self-help information, and connections to off-campus mental health
resources.
Disability Support Services (x3315, MGC 206) offers technical and practical support
and assistance with accommodations for students with physical, medical, or psychological
disabilities.
If you qualify for accommodations because of a disability, please notify me in a timely
manner with a letter from the Academic Support Center or Disability Support Services so
that we can make arrangements to address your needs.
PANDEMIC PLANNING:
In the event of a declared pandemic (influenza or other communicable disease), American
University will implement a plan for meeting the needs of all members of the university
community. Should the university be required to close for a period of time, we are
committed to ensuring that all aspects of our educational programs will be delivered to
our students. These may include altering and extending the duration of the traditional
term schedule to complete essential instruction in the traditional format and/or use of
distance instructional methods. Specific strategies will vary from class to class,
depending on the format of the course and the timing of the emergency. Faculty will
communicate class-specific information to students via AU e-mail and Blackboard, while
students must inform their faculty immediately of any absence due to illness. Students
are responsible for checking their AU e-mail regularly and keeping themselves informed
of emergencies. In the event of a declared pandemic or other emergency, students should
refer to the AU Web site (www. prepared. american.edu) and the AU information line at
(202) 885-1100 for general university-wide information, as well as contact their faculty
and/or respective dean’s office for course and school/ college-specific information.
KOGOD CENTER FOR BUSINESS COMMUNICATIONS:
To help improve your writing, public speaking, and team assignments for this class,
contact the Kogod Center for Business Communications. You can get advice for any type
of business communication, including memos, reports, individual and team presentations,
and PowerPoint slides. Hours are flexible and include evenings and weekends. Go to
kogod.american.edu/bizcomm and click on "make an appointment," visit KSB 101, or e-
mail [email protected].
GRADING
Separate elements of a student's performance are weighted approximately as follows when
assigning a final grade:
Class Participation 20%
Self Assessment Report 5%
Start-up Clinic 30%
Business Plan Presentation 20%
Examinations 25%
100%
FACULTY INFORMATION
Eric Adolphe, Adjunct Faculty, E-mail: [email protected]
Home: (703) 443-0121 (OK to call until 10:00 pm), Fax: (703) 443-6716
Cell: (703) 999-7583
Office Hours: Monday 1:00 pm – 2:05 pm (by appointment)
TEXTBOOK CHAPTERS
Bruce R. Barringer and R. Duane Ireland,
ENTREPRENEURSHIP: SUCCESSFULLY LAUNCHING NEW VENTURES (2/E), 2007.
Pearson/Prentice Hall, ISBN 0-13-224057-2
Part 1 Decision to Become an Entrepreneur
Chapter 1 Introduction to Entrepreneurship
Part 2 Developing Successful Business Ideas
Chapter 2 Recognizing Opportunities and Generating Ideas
Chapter 3 Feasibility Analysis
Chapter 4 Writing a Business Plan
Chapter 5 Industry and Competitor Analysis
Chapter 6 Developing an Effective Business Model
Part 3 Moving from an Idea to an Entrepreneurial Firm
Chapter 7 Preparing the Proper Ethical and Legal Foundation
Chapter 8 Assessing a New Venture’s Financial Strength and Viability
Chapter 9 Building a New Venture Team
Chapter 10 Getting Financing or Funding
Part 4 Managing and Growing an Entrepreneurial Firm
Chapter 11 Unique Marketing Issues
Chapter 12 The Importance of Intellectual Property
Chapter 13 Preparing For and Evaluating the Challenges of Growth
ENDCASES
Matt Grant
IDEO Product Development
Eat2Eat.com
Elderline Communications
Jim Poss
Rosa’s Palas Franchise
doc_266569238.pdf
Brief file concerning department of management entrepreneurship and innovation.
AMERICAN UNIVERSITY
Department of Management
COURSE TITLE: MGMT 382 ENTREPRENEURSHIP AND INNOVATION (3.0)
TERM/YEAR: Fall 2009 Monday 2:10-4:50 PM
INSTRUCTOR: Eric Adolphe, Esq., Adjunct Faculty
MEETING TIME: Monday 2:10 – 4:50 PM
PREREQUISITE: Upper level standing, and courses in marketing, corporate finance, accounting,
and organizational behavior.
REQUIRED TEXTS: Bruce R. Barringer and R. Duane Ireland,
Entrepreneurship: Successfully Launching New Ventures (3/E), 2009
Pearson/Prentice Hall, ISBN 0-13-608353-6
RECOMMENDED READING:
Though not required, students should read Jim Collins, Good to Great: Why Some Companies
Make the Leap and Others Don’t, 2001 HarperCollins, ISBN 0-06-662009-6. Students also
should read regularly those magazines aimed at active and aspiring entrepreneurs, namely, Inc.,
Success, and Entrepreneur. Students are further encouraged to read about entrepreneurs and
keep abreast of news developments reported in the Financial Times, Wall Street Journal,
Business Week, Forbes, and Fortune. Television programs on the frontiers of science (such as
on the Discovery channel) and the lives of notable entrepreneurs (such as CNBC and Forbes
programs) are highly recommended.
COURSE OBJECTIVE:
This course is designed to expose undergraduates to entrepreneurship as a way of thinking
and behaving to enrich all aspects of your life, enhance the organizations you are involved with,
and create substantial, high-impact results. Students will a) learn how to take existing business
ideas and to innovate in order to create new demands and new satisfactions; b) the concept of
bootstrapping to finance new business ideas without traditional financing; and c) how to start new
ventures within corporate, consulting, nonprofit, government or social enterprises.
COURSE CONTENT:
This course focuses primarily on new venture idea generation and solving day-to-day challenges
of a start up. Students will participate in start-up clinics to assist entrepreneurs develop business
plans and solve acute problems in their new business ventures.
The intent of this course is to expose students to the same lessons provided by living through the
experience of starting a business. Students completing this course will emerge with appreciation
for the challenges of creating a venture, obtaining financing, networking, and the basic elements
of a business plan. These lessons will be learned largely through hands-on experience. Topics
include:
• Entrepreneurial thinking and mind set—pre-assessment
• Developing your entrepreneurial thinking and mind set
• Who makes a good entrepreneur?
• Entrepreneurs breadth of knowledge and ability to visualize
interrelationships and interdependencies; see the big picture and the
details simultaneously
• Brainstorming problems and possible solutions; improving your solutions
on the move
• Core entrepreneurial attitudes, behaviors, reputational and ethical
considerations, and hard and soft skills
• Entrepreneurial creativity and innovation
• Entrepreneurship in multiple organizational contexts--new venture start
ups, corporate entrepreneurship, government entrepreneurship, and
entrepreneurship in nonprofit and social organizations
• Developing your entrepreneurial attitudes, behaviors, knowledge and
skills
o Identifying your dreams and passions
o Translating your dreams/passions into an entrepreneurial idea and
opportunity
o Entrepreneurial Analytical Knowledge and Skills:
? Opportunity recognition
? Customer and market research--assessing whether the
entrepreneurial idea is a real opportunity
? Will the opportunity/strategy translate into a high growth
organization?
? Determining the entrepreneurial value proposition and
overall business model
? Realistic overall market and consumer demand
assessments
? Gaining and maintaining a competitive advantage
? Current and potential competitors and allies
? Core business/organization strategic drivers and
interrelationships
? Entrepreneurial organization, information, accounting and
legal issues
? Entrepreneurial financial strategies and sources
o Other Core Entrepreneurial Knowledge and Skills:
Entrepreneurial stakeholder identification
Networking strategies
Communication, listening and negotiation skills
Assembling and energizing your team and human
resources
Creating and maintaining an entrepreneurial culture
Staying focused, discipline, action orientation and time
management
• Entrepreneurial mind set and career rewards and risks—upsides and
downsides
• Why entrepreneurs fail in new venture start ups and larger organizations
• Corporate Entrepreneurship—navigating a large organization for results
• Entrepreneurship in nonprofit and social contexts
• Entrepreneurship in a global environment
COURSE METHODOLOGY:
This course uses a variety of approaches which include readings from a textbook and business
periodicals, written assignments fostering individual thinking and analysis; start up clinics with
visiting entrepreneurs, guest lecturers and case study discussions stimulating integrative
thinking. These are combined with daily elevator pitches and a business plan project.
The course makes extensive use of a participatory method of instruction and role playing.
Under these approaches, classes emphasize orchestrated discussions rather than lectures.
Consequently, class participation is an essential element of the learning process.
ASSIGNMENTS:
1. Homework
All reading assignments must be completed prior to class. Homework assignments must be
completed on an individual or team basis, as specified below.
2. Self-Assessment Report
Each student must complete a self-assessment paper to clarify their personal values and
identify their interests in starting a business. This is the first big project for the course, due
early in the semester (September 14th).
3. Start up Clinic
Students are expected to participate in the Start-up Clinic early in the Fall semester
(September 14-28). Working in teams, you are expected to analyze a start-up business
selected by the lecturer, identify and make recommendations to solve challenges including
financing, marketing, and organizational dynamics, and create a business plan for the
business. At the end of the semester, each team will provide a formal presentation of the
business plan and recommendations to outside judges.
4. The Business Plan
Working in teams of 4-6 people, students develop an in-depth business plan for the new
venture identified by the lecturer. The outline shown in Chapter 4 of the text serves as a
useful guide for this document.
To do so, students are expected to learn enough about the person's business to "talk shop"
with him or her effectively. This requires gaining a sound understanding of the challenges of
the business and a grasp of an entrepreneurial way of thinking. Insights you gain from
interviews and meetings with the Entrepreneur will likely put your Business Plan on a much
sounder footing.
The instructor will call upon students – in teams and sometimes individually – to present
their plans to the class. Clear, creative visual aids are crucial elements of these presentations.
Transparencies, charts, slides, and a variety of other visual aids should support the main
argument. A short accompanying write-up must be distributed to all in attendance. Students
are also expected to present their plans to the actual management teams of the selected firms.
Students must answer challenging questions that test their entrepreneurial thinking. You will
be grilled intensely like an oral exam. Invited business professionals will join the class to
participate in the interrogations (due December 14
th
).
EXAMINATIONS:
The course includes four scheduled quizzes; there is no final exam in this class. Depending
on the level of class participation, there may be unannounced quizzes as well. Scheduled
quizzes will be administered through Blackboard.
STUDENT RESPONSIBILITIES:
a. Students are expected to attend class regularly and participate fully in class discussions
and classroom exercises. Reading assignments must be completed prior to their scheduled
classroom discussion.
b. Each student also will become part of a "new venture clinic" that will work together to
conceive, analyze, document, and then defend a plan for a new venture. This is the major
assignment for the course.
d. Each student is also responsible for completing the individual homework assignments, and
self-assessment report outlined in Assignments above.
Keep copies of your homework and assignments when you submit originals for review or
evaluation. All papers should follow normal academic standards for written materials
(suggested text: The St. Martin's Handbook by Andrea Lunsford and Robert Connors).
ACADEMIC INTEGRITY POLICY:
Academic integrity, the body of ethical standards, practice, and behavior, is paramount in
higher education and essential to effective teaching and learning. As a professional school,
the Kogod School of Business is committed to preparing our students and graduates who
value the notion of integrity.
Academic integrity is paramount in higher education and essential to effective teaching
and learning. As a professional school, the Kogod School of Business is committed to
preparing our students and graduates to value the notion of integrity. In fact, no issue at
American University is more serious or addressed with greater severity than a breach of
academic integrity.
Standards of academic conduct are governed by the University’s Academic Integrity
Code. By enrolling in the School and registering for this course, you acknowledge your
familiarity with the Code and pledge to abide by it. All suspected violations of the Code
will be immediately referred to the Office of the Dean. Disciplinary action, including
failure for the course, suspension, or dismissal, may result.
Additional information about the Code (i.e. acceptable forms of collaboration, definitions
of plagiarism, use of sources including the Internet, and the adjudication process) can be
found in a number of places including the University’s Academic Regulations, Student
Handbook, and website at . If you have
any questions about academic integrity or standards of conduct in this course, please
discuss them with your instructor.
ACADEMIC SUPPORT SERVICES:
If you experience difficulty in this course for any reason, please don’t hesitate to consult
with me. In addition to the resources of the department, a wide range of services is
available to support you in your efforts to meet the course requirements.
Academic Support Center (x3360, MGC 243) offers study skills workshops, individual
instruction, tutor referrals, and services for students with learning disabilities. Writing
support is available in the ASC Writing Lab or in the Writing Center, Battelle 228.
Counseling Center (x3500, MGC 214) offers counseling and consultations regarding
personal concerns, self-help information, and connections to off-campus mental health
resources.
Disability Support Services (x3315, MGC 206) offers technical and practical support
and assistance with accommodations for students with physical, medical, or psychological
disabilities.
If you qualify for accommodations because of a disability, please notify me in a timely
manner with a letter from the Academic Support Center or Disability Support Services so
that we can make arrangements to address your needs.
PANDEMIC PLANNING:
In the event of a declared pandemic (influenza or other communicable disease), American
University will implement a plan for meeting the needs of all members of the university
community. Should the university be required to close for a period of time, we are
committed to ensuring that all aspects of our educational programs will be delivered to
our students. These may include altering and extending the duration of the traditional
term schedule to complete essential instruction in the traditional format and/or use of
distance instructional methods. Specific strategies will vary from class to class,
depending on the format of the course and the timing of the emergency. Faculty will
communicate class-specific information to students via AU e-mail and Blackboard, while
students must inform their faculty immediately of any absence due to illness. Students
are responsible for checking their AU e-mail regularly and keeping themselves informed
of emergencies. In the event of a declared pandemic or other emergency, students should
refer to the AU Web site (www. prepared. american.edu) and the AU information line at
(202) 885-1100 for general university-wide information, as well as contact their faculty
and/or respective dean’s office for course and school/ college-specific information.
KOGOD CENTER FOR BUSINESS COMMUNICATIONS:
To help improve your writing, public speaking, and team assignments for this class,
contact the Kogod Center for Business Communications. You can get advice for any type
of business communication, including memos, reports, individual and team presentations,
and PowerPoint slides. Hours are flexible and include evenings and weekends. Go to
kogod.american.edu/bizcomm and click on "make an appointment," visit KSB 101, or e-
mail [email protected].
GRADING
Separate elements of a student's performance are weighted approximately as follows when
assigning a final grade:
Class Participation 20%
Self Assessment Report 5%
Start-up Clinic 30%
Business Plan Presentation 20%
Examinations 25%
100%
FACULTY INFORMATION
Eric Adolphe, Adjunct Faculty, E-mail: [email protected]
Home: (703) 443-0121 (OK to call until 10:00 pm), Fax: (703) 443-6716
Cell: (703) 999-7583
Office Hours: Monday 1:00 pm – 2:05 pm (by appointment)
TEXTBOOK CHAPTERS
Bruce R. Barringer and R. Duane Ireland,
ENTREPRENEURSHIP: SUCCESSFULLY LAUNCHING NEW VENTURES (2/E), 2007.
Pearson/Prentice Hall, ISBN 0-13-224057-2
Part 1 Decision to Become an Entrepreneur
Chapter 1 Introduction to Entrepreneurship
Part 2 Developing Successful Business Ideas
Chapter 2 Recognizing Opportunities and Generating Ideas
Chapter 3 Feasibility Analysis
Chapter 4 Writing a Business Plan
Chapter 5 Industry and Competitor Analysis
Chapter 6 Developing an Effective Business Model
Part 3 Moving from an Idea to an Entrepreneurial Firm
Chapter 7 Preparing the Proper Ethical and Legal Foundation
Chapter 8 Assessing a New Venture’s Financial Strength and Viability
Chapter 9 Building a New Venture Team
Chapter 10 Getting Financing or Funding
Part 4 Managing and Growing an Entrepreneurial Firm
Chapter 11 Unique Marketing Issues
Chapter 12 The Importance of Intellectual Property
Chapter 13 Preparing For and Evaluating the Challenges of Growth
ENDCASES
Matt Grant
IDEO Product Development
Eat2Eat.com
Elderline Communications
Jim Poss
Rosa’s Palas Franchise
doc_266569238.pdf