Description
With this illustration relating to department of management school of business and economics innovation and entrepreneurship.
Course Outline
Department of Management
School of Business and Economics
BUSN 6310/1-3
Innovation and Entrepreneurship (3,0,0)
Calendar Description
Students acquire the knowledge and skills needed to manage the development of innovations, to
recognize and evaluate potential opportunities to monetize these innovations, to plan specific and
detailed methods to exploit these opportunities, and to acquire the resources necessary to
implement these plans. Topics include entrepreneurial thinking; innovation management;
opportunity spotting and evaluation; industry and market research; business strategy; business
models and business plans; financial forecasting and entrepreneurial finance; pitching to resource
providers and negotiating deals; and launching new ventures.
Educational Objectives/Outcomes
After completing this course, students should be able to:
1. Think critically and creatively about the nature of business opportunities, resources, and
industries.
2. Describe the processes by which innovation is fostered, managed, and commercialized.
3. Spot new business opportunities in the environment, whether by recognition, development, or
creation.
4. Effectively and efficiently evaluate the potential of new business opportunities.
5. Assess the market potential for a new venture, including customer need, competitors, and
industry attractiveness.
6. Develop a business model for a new venture, including revenue, margins, operations,
working capital, and investment.
7. Develop pro forma financial statements that reflect business model decisions and that can be
used to determine future funding requirements.
8. Write a clear, concise, and compelling business plan for a new venture.
9. Identify appropriate sources of financing for an entrepreneurial business plan.
10. Develop a compelling sales pitch to acquire financing necessary to a new venture.
11. Explain the operational implications of common terms and conditions for early-stage
investment deals.
12. Describe the process by which new ventures are created and launched.
Prerequisites
BUSN 6020 or BUSN 6021
Co-requisites
Texts/Materials
Textbook
Baron, R. A., Shane, S. A. and Reuber, A. R. (2008). Entrepreneurship: A Process Perspective.
1st Canadian ed. Toronto, ON: Thompson Nelson.
Other Resources
Business Model Generation
Sahlman, W. A. (1997). “How to write a great business plan.” Harvard Business Review, Jul-
Aug: 98-108. Reprint 97409.
Rich, S. R. and Gumpert, D.E. (1985). “How to write a winning business plan.” Harvard
Business Review, May-Jun: 2-8. Reprint 85314.
Valliere, D. (2010). Negotiating terms with a VC. Toronto ON: Entrepreneurship Research
Institute.
Valliere, D. (2010). The art of the elevator pitch: an investor’s wish list. Toronto ON:
Entrepreneurship Research Institute.
Valliere, D. (2011). Do you have an effective strategy? Toronto ON: Entrepreneurship Research
Institute.
Valliere, D. (2012). Opportunity evaluation matrix. Toronto ON: Entrepreneurship Research
Institute.
Optional Resources
Kawasaki, G. (2004). The art of the start: the time-tested, battle-hardened guide for anyone
starting anything. New York, NY: Penguin.
Osterwalder, A. and Pigneur, Y. (2010). Business model generation. Hoboken, NJ: John Wiley &
Sons.
Wise, S. (2012). Hot or not: how to know if your business idea will fly or fail? Ryerson
Entrepreneur Institute, Toronto, ON: John Wiley & Sons.
Student Evaluation
Campus
Quizzes 10%
Dragen’s Den exercise 10%
Participation and attendance 10%
Business plan 40%
Final exam 30%
Online
Discussions (6) 10%
Business plan 50%
Final exam 40%
Students must pass the final exam with a grade of 50% or higher to pass the course.
Course Topics
1. Entrepreneurial Thinking
? Challenging your current beliefs, reconceptualization of resources
? Cognitive bias of entrepreneurs
? Thinking and non-thinking
2. Innovation Management
? Fostering a culture of innovation
? The commercialization process
? Intellectual property
3. Opportunity Spotting
? Schema theory and opportunity recognition
? Looking vs. seeing, strategic scanning
? Effectuation and bricolage
4. Opportunity Evaluation
? Opportunity for whom? Entrepreneurial motivations
? Screening criteria
5. Industry and Market Research
? Industry analysis and drivers
? Market size and growth
? Competitor analysis
6. Strategy and Business Models
? Strategy framework
? Competitive advantage
? Business model template
? Market testing, and pivoting to Plan B
7. Financial Forecasting
? Business plan assumptions and their financial implications
? Pro forma financial statements
? Sensitivity analysis
? Impact of various funding scenarios
8. Business Plans
? Objectives and structure of a business plan
? Signalling theory and legitimacy
? Risk management
9. Entrepreneurial Finance
? Sources of capital
? The fundraising process
10. Pitching to Resource Providers
? Investor’s perspective
? The pitch presentation
? The elevator pitch
11. Negotiating Deals
? Agency theory and information asymmetry
? Common terms and conditions
? Negotiation techniques
12. New Venture Creation
? Stages in new venture creation and growth
? Entrepreneurial intent, and opportunity costs
? Team formation
Methods for Prior Learning Assessment and Recognition
Students can apply for PLAR in any course but it cannot be used to meet the program residency
requirement.
Attendance Requirements – Include if different from TRU Policy
As per TRU policy.
Special Course Activities – Optional
Use of Technology – Optional
doc_610037822.pdf
With this illustration relating to department of management school of business and economics innovation and entrepreneurship.
Course Outline
Department of Management
School of Business and Economics
BUSN 6310/1-3
Innovation and Entrepreneurship (3,0,0)
Calendar Description
Students acquire the knowledge and skills needed to manage the development of innovations, to
recognize and evaluate potential opportunities to monetize these innovations, to plan specific and
detailed methods to exploit these opportunities, and to acquire the resources necessary to
implement these plans. Topics include entrepreneurial thinking; innovation management;
opportunity spotting and evaluation; industry and market research; business strategy; business
models and business plans; financial forecasting and entrepreneurial finance; pitching to resource
providers and negotiating deals; and launching new ventures.
Educational Objectives/Outcomes
After completing this course, students should be able to:
1. Think critically and creatively about the nature of business opportunities, resources, and
industries.
2. Describe the processes by which innovation is fostered, managed, and commercialized.
3. Spot new business opportunities in the environment, whether by recognition, development, or
creation.
4. Effectively and efficiently evaluate the potential of new business opportunities.
5. Assess the market potential for a new venture, including customer need, competitors, and
industry attractiveness.
6. Develop a business model for a new venture, including revenue, margins, operations,
working capital, and investment.
7. Develop pro forma financial statements that reflect business model decisions and that can be
used to determine future funding requirements.
8. Write a clear, concise, and compelling business plan for a new venture.
9. Identify appropriate sources of financing for an entrepreneurial business plan.
10. Develop a compelling sales pitch to acquire financing necessary to a new venture.
11. Explain the operational implications of common terms and conditions for early-stage
investment deals.
12. Describe the process by which new ventures are created and launched.
Prerequisites
BUSN 6020 or BUSN 6021
Co-requisites
Texts/Materials
Textbook
Baron, R. A., Shane, S. A. and Reuber, A. R. (2008). Entrepreneurship: A Process Perspective.
1st Canadian ed. Toronto, ON: Thompson Nelson.
Other Resources
Business Model Generation
Sahlman, W. A. (1997). “How to write a great business plan.” Harvard Business Review, Jul-
Aug: 98-108. Reprint 97409.
Rich, S. R. and Gumpert, D.E. (1985). “How to write a winning business plan.” Harvard
Business Review, May-Jun: 2-8. Reprint 85314.
Valliere, D. (2010). Negotiating terms with a VC. Toronto ON: Entrepreneurship Research
Institute.
Valliere, D. (2010). The art of the elevator pitch: an investor’s wish list. Toronto ON:
Entrepreneurship Research Institute.
Valliere, D. (2011). Do you have an effective strategy? Toronto ON: Entrepreneurship Research
Institute.
Valliere, D. (2012). Opportunity evaluation matrix. Toronto ON: Entrepreneurship Research
Institute.
Optional Resources
Kawasaki, G. (2004). The art of the start: the time-tested, battle-hardened guide for anyone
starting anything. New York, NY: Penguin.
Osterwalder, A. and Pigneur, Y. (2010). Business model generation. Hoboken, NJ: John Wiley &
Sons.
Wise, S. (2012). Hot or not: how to know if your business idea will fly or fail? Ryerson
Entrepreneur Institute, Toronto, ON: John Wiley & Sons.
Student Evaluation
Campus
Quizzes 10%
Dragen’s Den exercise 10%
Participation and attendance 10%
Business plan 40%
Final exam 30%
Online
Discussions (6) 10%
Business plan 50%
Final exam 40%
Students must pass the final exam with a grade of 50% or higher to pass the course.
Course Topics
1. Entrepreneurial Thinking
? Challenging your current beliefs, reconceptualization of resources
? Cognitive bias of entrepreneurs
? Thinking and non-thinking
2. Innovation Management
? Fostering a culture of innovation
? The commercialization process
? Intellectual property
3. Opportunity Spotting
? Schema theory and opportunity recognition
? Looking vs. seeing, strategic scanning
? Effectuation and bricolage
4. Opportunity Evaluation
? Opportunity for whom? Entrepreneurial motivations
? Screening criteria
5. Industry and Market Research
? Industry analysis and drivers
? Market size and growth
? Competitor analysis
6. Strategy and Business Models
? Strategy framework
? Competitive advantage
? Business model template
? Market testing, and pivoting to Plan B
7. Financial Forecasting
? Business plan assumptions and their financial implications
? Pro forma financial statements
? Sensitivity analysis
? Impact of various funding scenarios
8. Business Plans
? Objectives and structure of a business plan
? Signalling theory and legitimacy
? Risk management
9. Entrepreneurial Finance
? Sources of capital
? The fundraising process
10. Pitching to Resource Providers
? Investor’s perspective
? The pitch presentation
? The elevator pitch
11. Negotiating Deals
? Agency theory and information asymmetry
? Common terms and conditions
? Negotiation techniques
12. New Venture Creation
? Stages in new venture creation and growth
? Entrepreneurial intent, and opportunity costs
? Team formation
Methods for Prior Learning Assessment and Recognition
Students can apply for PLAR in any course but it cannot be used to meet the program residency
requirement.
Attendance Requirements – Include if different from TRU Policy
As per TRU policy.
Special Course Activities – Optional
Use of Technology – Optional
doc_610037822.pdf