Description
In this such a brief elucidation related to entrepreneurship and venture management spring 2010.
I magine >Believe >Create
EEE 5113
Entrepreneurship & Venture Management
Spring 2010
MBA Program
School of Entrepreneurship
Spears School of Business
Oklahoma State University
I. Instructor
Dr. Michael H. Morris, Professor and N. Malone Mitchell Chair in Entrepreneurship, and Head,
School of Entrepreneurship, Oklahoma State University
II. Contact Information
Offices: Suite104 Spears School of Business, Stillwater, and Riata Entrepreneurship Center, Tulsa
Campus (across from the library on the OSU-Tulsa campus)
Telephone: (405) 744- 5357
Fax: (405) 744-7679
Email: [email protected]
Office Hours on the Tulsa Campus: Mondays, 5:30-7:00 pm and by appointments (gladly)
Website:http://entrepreneurship.okstate.edu
III. Course Prerequisites
Graduate standing at Oklahoma State University
IV. Course Overview
Welcome to the new competitive age. The business world in which you will manage people and
organizations is not the one of your parents or grandparents. It is a world defined by dramatic change and
high levels of ongoing turbulence, which means both more threats and more opportunities are confronting
every business. A major result is that the new competitive landscape is characterized by a global
entrepreneurial revolution. Today, the essence of competitive advantage does not lie in traditional areas
such as low cost or high quality. Rather, competitive advantage is defined in terms of speed,
innovativeness, adaptability, flexibility, and aggressiveness. In short, advantage comes from being more
entrepreneurial than the competitor. Hence our focus in this course is entrepreneurial management.
The course is meant to serve an integrative role, bringing together all the pieces and parts of business. The
challenge in business today is to move away from functional silos and adopt an innovative, cross-
functional approach to problem-solving. Consistent with this challenge, our focus will be on
entrepreneurship, or the “pursuit of opportunity without regard to resources currently controlled”. There is
no aspect of business that is more inter-disciplinary and cross-functional than entrepreneurship. We will
explore how something is created from nothing, in the process examining the interface between
entrepreneurship and marketing, economics, technology, financing, logistics and operations, human
resource management, ethics, and other key areas.
Imagine > Believe > Create
Further, this is a course that explores ways of thinking and ways of acting. Accordingly, we shall
approach entrepreneurship as a mindset, an attitude, a way of managerial thinking. We shall also
approach it as a behavior, an activity, a manageable process that can be applied in any organizational
context And ultimately, we shall try to convey entrepreneurship as a philosophy of life---as a philosophy
for your life.
The course explicitly addresses a common criticism directed at MBA students and programs. Concerns
are frequently raised that graduate students and programs are strong on theory and strategic thinking, but
short on the practical issues surrounding the implementation of these strategies and the pragmatic
application of theories and concepts. As such, this is a course on implementation. The central focus will
be on the business plan, where you not only have to come up with an innovative concept or idea, but you
have to address implementation issues. You will also be responsible for addressing implementation
issues as they apply to a series of cases.
My challenge to you is to use this course to explore your own approach to management. You will be
doing something entrepreneurial, as it is the central requirement of the course. So, make it something
truly innovative---something that makes a difference. Define yourself as an agent of change.
V. Course Objectives
This is an overview course on the principles entrepreneurship for graduate students. It is designed
introduce students to some of the core concepts and tools used to increase the likelihood of organizational
success in launching and running new ventures both in the for-profit and non-profit sectors. Specifically,
the course will focus on a number of learning objectives. Upon completion of the course, you should be
able to:
Recognize your own entrepreneurial potential and how that potential can be applied in a variety
of professional contexts;
Appreciate the critical role of entrepreneurial management in achieve sustainable competitive
advantage in the contemporary business environment;
Approach managerial problems and opportunities from a more entrepreneurial perspective;
Understand the nature of the entrepreneurial process and the many contexts in which that process
applies;
Apply ideas and insights from a variety of disciplines and functional areas to the process involved
in creating innovative concepts and new ventures;
Appreciate the requirements surrounding the creation of a new venture, the kinds of obstacles
encountered, and approaches for overcoming those obstacles;
Critique innovative concepts and ideas and the underlying opportunities that give rise to those
venture ideas;
Appreciate and master the issues surrounding implementation of an entrepreneurial idea;
Demonstrate a mastery of resource leveraging and guerrilla management skills;
Engage in reflective thinking and creativity in addressing problems that surround an
entrepreneurial initiative.
To help you achieve the above objectives, and hone your entrepreneurial judgement, we will use a
combination of pedagogical approaches: (1) class lecture on key theoretical concepts, tools, and
management approaches to entrepreneurship and their application in organizations; (2) class
discussion of aforementioned topics and business cases; and (3) writing an entrepreneurial business
plan. There is a lot of emphasis on learning by doing. The more you put into this course, the more
you get out of it. Through the cases and business plan development you will be exposed to a variety
I magine >Believe >Create
of strategic situations, and these situations will allow you to use your knowledge, talents, judgements,
and skills. By their very nature, the cases and business plan are very ambiguous. Problems are
multifaceted and there are typically no “right” answers.
VI. Texts and Supplemental Materials
1) Bygrave, W.D. and A. Zacharakis, The Portable MBA in Entrepreneurship, Third Edition, Wiley
Publishing.
2) Morris, M.H., Entrepreneurial Intensity, Quorum Books.
3) Nuts and Bolts of Great Business Plans published by OSU Entrepreneurship Program.
4) D2L Posted Readings
VII. Evaluation of Student Performance
Class Participation/Contribution 10%
Midterm Exam 20%
Case Presentation 10%
Business Plan 40%
Final Exam 20%
100%
Scale: A 100-90
B 90-80
C 80-70
D 70-60
F < 60
VIII. Class Participation
You are expected to come to class having read the assignments, and play an active in the discussions that
take place during class periods. This means reflecting on the readings, and preparing all cases in advance.
The issue is the quality of your contribution more than the quantity. Participation/contribution includes
asking questions, answering questions, agreeing or disagreeing with points made by the instructor or your
peers, insights provided regarding the assigned cases, examples that you bring into class from your own
life experiences that relate to issues we are discussing, and so forth.
IX. Team Activities and Structure
You will form teams for the purpose of developing a solving a case and preparing a business plan. The
case teams will be a maximum of three people. The business plan teams will be a maximum of four
people. All team members will participate in all group activities, and all will receive the same grade for
the case or business plan.
X. Case Preparation
Cases are real world contexts where students have an opportunity to figure out what the real problem or
challenge is, and then come up with practical solutions for addressing this problem or challenge. An
outline for a case analysis is presented at the end of the syllabus. You will all be responsible for every
I magine >Believe >Create
case. But individual teams of three will be responsible for putting together a presentation for each case. I
would strongly encourage each team to meet with me at least three times prior to presenting their case
solution. A typical case involves about thirty hours of preparation time by the team.
XI. Business Plan Project
Each team is required to write a business plan for a business venture of your choosing. No bars,
restaurants, or businesses targeted to students are acceptable. Lecture material, business plan outlines,
and other tools will be provided to you throughout the semester for you to successfully develop your
business plan. Your business plan will be written with the quality and detail one would expect as it would
be submitted to potential investors. It must follow the outline provided in the Nuts and Bolts of Great
Business Plans, which will be handed out to you and also posted to D2L. Your plan must be original,
logical, integrated, comprehensive, supported by evidence, readable, and defendable.
XII. Teaching/Learning Style
The course will involve a discussion format with extensive interaction between students and the
instructor. The teaching style will mix core content with practical applications. Students will be
challenged to grasp a concept or idea, relate it to other concepts, and then apply it in real-world
entrepreneurial contexts.
XIII. University Policies
Drop Policy
See the most recent OSU catalog at:http://www.okstate.edu/registrar/AcademicCalendar/AcademicCalendarMain.html
Academic Integrity
The University has a strict policy on academic honesty. You are expected to abide by the procedures set
forth in the document in all matters pertaining to this course. For more information, please go to:http://www.okstate.edu/ucs/integritystudent.html
Special Accommodations for Students
Any student in this course who has a disability that may prevent him or her from fully demonstrating his
or her abilities should contact the instructor as soon as possible, so we can discuss accommodations
necessary to ensure full participation and facilitate your educational opportunity. For more information
about OSU Student Disability Services, please go to:http://www.okstate.edu/ucs/stdis/
XIV. Other Interesting/Helpful Resources
(see also the EEE Program website athttp://entrepreneurship.okstate.edu):
a. Journals and Websites
Inc. Magazine Entrepreneur Magazine
Fast Company Magazine Journal of Business Venturing
www.entrepreneurmag.com Entrepreneurship Theory and Practicehttp://startup.wsj.com Journal of Small Business Management
www.entreworld.com Journal of Developmental Entrepreneurshiphttp://stvp.stanford.edu/ Black Enterprise
b. Some Selected Books
The Four Routes to Entrepreneurial Success The Individualized Corporation
Imagine > Believe > Create
The Creative Priority The Maverick Mindset
Circle of Innovation Real Time
Relentless Leadership Jazz
Successful Strategies Entrepreneurs Use… Crossing the Chasm
Competing for the Future Innovation that Fits
Blur Leading the Revolution
The Marketing Imagination Corporate Innovation: Marketing and Strategy
Competitive Advantage Only the Paranoid Survive
The Popcorn Report The Empty Raincoat
The Change Masters Mavericks at Work
Intrapreneuring Entrepreneurship as Strategy
The Soul of a New Machine Maverick
Zen and the Art of Motorcycle Maintenance Thriving on Chaos
A Whack on the Side of the Head Disruption
Inside Corporate Innovation Cracking Creativity
Creativity at Work Barbarians to Bureaucrats
The “E” Myth Revisited Growing a Business
Flash of Brilliance Future Perfect
The Age of Unreason Imaginization
Entrepreneuring in Established Companies The Icarus Paradox
Losing My Virginity Why Should White Guys Have All The Fun
Angel Investing Will It Fly?
New Venture Creation Venture Capital Due Diligence
The Venture Capital Cycle Good to Great
The Venture Café Attracting Capital from Angels
Funding and Financial Execution Structuring Venture Capital, Private
for Early-Stage Companies Equity and Entrepreneurial Transactions
A Good Hard Kick in the Ass Radical Marketing
The Profit Zone Seeing Differently
Bankable Business Plans Purple Cow
Blink Clearing the Hurdles
Rise of the Creative Class Radical Innovation
Outrageous Marketing The New Business Road Test
XV. Course Schedule and Assignments (Note: We may more at a faster or slower pace depending on
student comprehension and interest levels in particular topics).
KEY: EI = Entrepreneurial Intensity text
MBA = Portable MBA in Entrepreneurship text
All cases are on the D2L website
Week 1
Jan. 11-15
Topics: Introduction; Defining Entrepreneurship; What is Entrepreneurial
Thinking? ; What is Entrepreneurial Management?; Entrepreneurship in Any
Context; The Entrepreneurial Process; Entrepreneurial Intensity
Reading Material:
EI Text, Chapters 1 and 2
Assignments:
Formteams for cases and separately for business plans; select cases
Imagine > Believe > Create
Week 2
Jan. 18
(note: it is
Martin Luther
King Day and
we don’t meet--
but you are
responsible for
the readings )
Topics: “Who” is the Entrepreneur?; Traits versus Skills versus Cognitive Styles;
The Different Types of Entrepreneurs; Nature versus Nurture-Why Entrepreneurs
are not Born; The Role of Individuals vs. Teams; Creativity and the Entrepreneur;
Reading Material:
EI Text, Chapter 4 and 6 and MBA Text, Chapter 1
Assignments:
Business concept, company name, logo submitted next class (due January 25)
Week 3
Jan. 25-29
Topics: How Opportunity Differs from Business Concept; Sources & Types of
Opportunity; Discovery vs. Search; Finding Emerging Opportunities; Opportunity
Assessment; Factors Undermining an Opportunity; Windows of Opportunity; The
Business Concept; Sources of Concepts; What Makes for a Good Concept
Reading Material:
EI Text, Chapter 3 and MBA Text, Chapter 2
Assignments:
Case: IceDelights
Week 4
Feb. 1-5
Topics: From Product to Business Concept (the Value Proposition); From
Business Concept to Business Model; From Business Model to Business Plan;
Components of a Complete Business Model; A Look at Successful and Failed
Business Models; Understanding How to Put Together a Great Business Plan
Reading Material:
MBA Text, Chapter 4 and the “Nuts and Bolts of Great Business Plans”
D2L Posted Reading
Assignments:
Case: Eastwind Trading Company
Week 5
Feb. 8-12
Topics: The Economics of the Business; Your Economic or Profit Model; Getting
to Breakeven; Multiple Revenue Drivers; Volume and Capacity; Venture Types;
What it Takes to Actually Start a Venture; Four Ways to Enter a Market;
Reading Material:
D2L posted reading
Assignments:
Case: Golf Swing Analyzer
Week 6
Feb. 15-19
Topics: Understanding More about the Market; Market Definition; Estimating
Market Size; A Look at Buyer Behavior; Segmenting and Targeting; Competitive
Positioning
Reading Material:
MBA Text, Chapter 3
Assignments:
Case: Space Data Corporation
Imagine > Believe > Create
Week 7
Feb. 22-26
Topics: What About the Investment Model (Income, Growth, or Speculative)?;
Ways of Extracting Returns from the Venture; The Concept of Risk; Types of
Risk; Assessing Risk in a New Venture; Risk and Return; A Look at Resources
and Resource Acquisition Strategies;
Reading Material:
MBA Text Chapter 8
Assignments:
Case: Zipcar
Week 8
March 1-5
Midterm Exam
Note: a review session will be available if students desire
Week 9
March 8-12
Topics: Putting Together Pro-Forma Financial Statements; Understanding the
Basics of How Ventures Get Financed
Reading Material:
MBA text, Chapters 5 and 7
Assignments:
Case: Three Fish Solutions
March 15-19
SPRING BREAK
Week 10
March 22-26
Topics: More on Venture Financing; Valuation and Its Role; Structuring the
Deal, IPOs; Intellectual Property
Reading Material:
MBA Text, Chapters 6 and 10
Assignments:
Case: Honest Tea
Week 11
March 29-
April2
Topics: The Marketing Mix; Organizing the Selling Model; Guerrilla Thinking
and the Promotional Mix; How to Set Prices in New Ventures; Making
Distribution Decisions
Reading Material:
MBA Text, Chapters 3 and 12; EI Text, Chapter 10
Assignments:
Case: Young Designers Emporium
Imagine > Believe > Create
Week 12
April 5-9
Topics: Operations and the New Venture; Designing Your Operating Model;
Bottlenecks and How to Manage Them; Suppliers and Inventory Policies;
Outsourcing Options; Logistics; Quality Control Issues; Customer Support
Reading Material:
D2l posted reading
Assignments:
Case: Dragonfly
Week 13
April 12-16
Topics: Innovation, New Product Development, and the Entrepreneur;
Technology Life Cycles; Disruptive verses Sustaining Technology; Four
Technology Decisions Entrepreneurs Have to Make
Reading Material:
D2L posted readings
Assignments:
Case: Calyx and Corolla
Week 14
April 19-23
Topics: What’s Different about Family Businesses; The Challenges of Succession;
A Look at Issues in Venture Growth; Why Many Ventures Do Not Grow;
Venture Life Cycles and Their Implications; Legal Issues
Reading Material:
MBA Text, Chapters 13 and 9 and EI Text, Chapter 7
D2L Posted Reading
Assignments:
Case: New Belgium Brewery
Week 15
April 26-30
Topics: Ethics and the Entrepreneur; The Unique Ethical Challenges in
Entrepreneurial Ventures; What Does Your Ethical Compass Look Like? Why
the Entrepreneur’s Exit Strategy Matters; Types of Exit Strategies
Reading Material:
MBA Text, Chapter14 and EI Text, Chapter 9
Assignments:
Business Plan Due on April 30 by 5:00 PM
Rest of Life Think Entrepreneurially!
I magine >Believe >Create
General Outline for a Case Analysis & Presentation
Michael H. Morris, Ph.D.
I. Introduction
-introduction of team members
-rules of the game/scenario
-central issue of the case
-outline of presentation
II. The Current Situation (not to be presented but should be completed by team)
a. The Industry
definition
size and growth rate
stage in life cycle
structure (Porter)
value-added chain
key sources of differentiation
key trends
key success factors
b. The Company
history
organizational form
structure
goals
strategies
key resources and competencies
-managerial
-financial
-marketing
-R&D/product development
-human resources
-production
c. The Business Concept and Product/Service Mix
critique of the business concept
key product attributes
core/tangible/augmented product
depth and breadth of line
portfolio analysis
product positioning
d. The Economics of the Business
breakeven analysis/contribution analysis
operating leverage
e. The Market
definition
size and untapped demand
buyer descriptors and behavior
market segmentation
key factors affecting market
f. The Competition
direct and indirect
strengths and weaknesses
apparent strategies
g. Marketing Issues
price strategy and structure
the communications mix
I magine >Believe >Create
personal selling
advertising
sales promotion
publicity
distribution strategy
channels and their management
logistics and customer service
h. Production/Operations Issues
facility and equipment requirements
production/operating cycle
technology issues
quality control issues
i. Financing Issues
what is needed
critique of available sources
payback to investors
j. People Issues/Human Resource Management
evaluation of the team
boards and advisors
compensation and evaluation issues
training issues
k. Significant Factors in the Macroenvironment
economic
social
technological
legal/regulatory
III. SWOT Analysis (to be handed out and then presented in less than 2 minutes)
strengths
weaknesses
opportunities
threats
IV. The Central Issue in the Case (should be obvious how this is derived from the SWOT)
V. The Key Strategic Alternatives Open to the Firm (four or five different directions they could go)
VI. Pros and Cons of Strategic Alternatives
VII. Recommended Strategy
VI I I . Implementation of Action Plan (from here on is 50% of the presentation. This is where teams lose the
most points)
-detailed action plan covering all major decision areas necessary to resolve the central issue and
move forward
-implementation schedule
-budget
IX. Tracking and Control
performance benchmarks
schedule for tracking benchmarks
doc_553769561.pdf
In this such a brief elucidation related to entrepreneurship and venture management spring 2010.
I magine >Believe >Create
EEE 5113
Entrepreneurship & Venture Management
Spring 2010
MBA Program
School of Entrepreneurship
Spears School of Business
Oklahoma State University
I. Instructor
Dr. Michael H. Morris, Professor and N. Malone Mitchell Chair in Entrepreneurship, and Head,
School of Entrepreneurship, Oklahoma State University
II. Contact Information
Offices: Suite104 Spears School of Business, Stillwater, and Riata Entrepreneurship Center, Tulsa
Campus (across from the library on the OSU-Tulsa campus)
Telephone: (405) 744- 5357
Fax: (405) 744-7679
Email: [email protected]
Office Hours on the Tulsa Campus: Mondays, 5:30-7:00 pm and by appointments (gladly)
Website:http://entrepreneurship.okstate.edu
III. Course Prerequisites
Graduate standing at Oklahoma State University
IV. Course Overview
Welcome to the new competitive age. The business world in which you will manage people and
organizations is not the one of your parents or grandparents. It is a world defined by dramatic change and
high levels of ongoing turbulence, which means both more threats and more opportunities are confronting
every business. A major result is that the new competitive landscape is characterized by a global
entrepreneurial revolution. Today, the essence of competitive advantage does not lie in traditional areas
such as low cost or high quality. Rather, competitive advantage is defined in terms of speed,
innovativeness, adaptability, flexibility, and aggressiveness. In short, advantage comes from being more
entrepreneurial than the competitor. Hence our focus in this course is entrepreneurial management.
The course is meant to serve an integrative role, bringing together all the pieces and parts of business. The
challenge in business today is to move away from functional silos and adopt an innovative, cross-
functional approach to problem-solving. Consistent with this challenge, our focus will be on
entrepreneurship, or the “pursuit of opportunity without regard to resources currently controlled”. There is
no aspect of business that is more inter-disciplinary and cross-functional than entrepreneurship. We will
explore how something is created from nothing, in the process examining the interface between
entrepreneurship and marketing, economics, technology, financing, logistics and operations, human
resource management, ethics, and other key areas.
Imagine > Believe > Create
Further, this is a course that explores ways of thinking and ways of acting. Accordingly, we shall
approach entrepreneurship as a mindset, an attitude, a way of managerial thinking. We shall also
approach it as a behavior, an activity, a manageable process that can be applied in any organizational
context And ultimately, we shall try to convey entrepreneurship as a philosophy of life---as a philosophy
for your life.
The course explicitly addresses a common criticism directed at MBA students and programs. Concerns
are frequently raised that graduate students and programs are strong on theory and strategic thinking, but
short on the practical issues surrounding the implementation of these strategies and the pragmatic
application of theories and concepts. As such, this is a course on implementation. The central focus will
be on the business plan, where you not only have to come up with an innovative concept or idea, but you
have to address implementation issues. You will also be responsible for addressing implementation
issues as they apply to a series of cases.
My challenge to you is to use this course to explore your own approach to management. You will be
doing something entrepreneurial, as it is the central requirement of the course. So, make it something
truly innovative---something that makes a difference. Define yourself as an agent of change.
V. Course Objectives
This is an overview course on the principles entrepreneurship for graduate students. It is designed
introduce students to some of the core concepts and tools used to increase the likelihood of organizational
success in launching and running new ventures both in the for-profit and non-profit sectors. Specifically,
the course will focus on a number of learning objectives. Upon completion of the course, you should be
able to:
Recognize your own entrepreneurial potential and how that potential can be applied in a variety
of professional contexts;
Appreciate the critical role of entrepreneurial management in achieve sustainable competitive
advantage in the contemporary business environment;
Approach managerial problems and opportunities from a more entrepreneurial perspective;
Understand the nature of the entrepreneurial process and the many contexts in which that process
applies;
Apply ideas and insights from a variety of disciplines and functional areas to the process involved
in creating innovative concepts and new ventures;
Appreciate the requirements surrounding the creation of a new venture, the kinds of obstacles
encountered, and approaches for overcoming those obstacles;
Critique innovative concepts and ideas and the underlying opportunities that give rise to those
venture ideas;
Appreciate and master the issues surrounding implementation of an entrepreneurial idea;
Demonstrate a mastery of resource leveraging and guerrilla management skills;
Engage in reflective thinking and creativity in addressing problems that surround an
entrepreneurial initiative.
To help you achieve the above objectives, and hone your entrepreneurial judgement, we will use a
combination of pedagogical approaches: (1) class lecture on key theoretical concepts, tools, and
management approaches to entrepreneurship and their application in organizations; (2) class
discussion of aforementioned topics and business cases; and (3) writing an entrepreneurial business
plan. There is a lot of emphasis on learning by doing. The more you put into this course, the more
you get out of it. Through the cases and business plan development you will be exposed to a variety
I magine >Believe >Create
of strategic situations, and these situations will allow you to use your knowledge, talents, judgements,
and skills. By their very nature, the cases and business plan are very ambiguous. Problems are
multifaceted and there are typically no “right” answers.
VI. Texts and Supplemental Materials
1) Bygrave, W.D. and A. Zacharakis, The Portable MBA in Entrepreneurship, Third Edition, Wiley
Publishing.
2) Morris, M.H., Entrepreneurial Intensity, Quorum Books.
3) Nuts and Bolts of Great Business Plans published by OSU Entrepreneurship Program.
4) D2L Posted Readings
VII. Evaluation of Student Performance
Class Participation/Contribution 10%
Midterm Exam 20%
Case Presentation 10%
Business Plan 40%
Final Exam 20%
100%
Scale: A 100-90
B 90-80
C 80-70
D 70-60
F < 60
VIII. Class Participation
You are expected to come to class having read the assignments, and play an active in the discussions that
take place during class periods. This means reflecting on the readings, and preparing all cases in advance.
The issue is the quality of your contribution more than the quantity. Participation/contribution includes
asking questions, answering questions, agreeing or disagreeing with points made by the instructor or your
peers, insights provided regarding the assigned cases, examples that you bring into class from your own
life experiences that relate to issues we are discussing, and so forth.
IX. Team Activities and Structure
You will form teams for the purpose of developing a solving a case and preparing a business plan. The
case teams will be a maximum of three people. The business plan teams will be a maximum of four
people. All team members will participate in all group activities, and all will receive the same grade for
the case or business plan.
X. Case Preparation
Cases are real world contexts where students have an opportunity to figure out what the real problem or
challenge is, and then come up with practical solutions for addressing this problem or challenge. An
outline for a case analysis is presented at the end of the syllabus. You will all be responsible for every
I magine >Believe >Create
case. But individual teams of three will be responsible for putting together a presentation for each case. I
would strongly encourage each team to meet with me at least three times prior to presenting their case
solution. A typical case involves about thirty hours of preparation time by the team.
XI. Business Plan Project
Each team is required to write a business plan for a business venture of your choosing. No bars,
restaurants, or businesses targeted to students are acceptable. Lecture material, business plan outlines,
and other tools will be provided to you throughout the semester for you to successfully develop your
business plan. Your business plan will be written with the quality and detail one would expect as it would
be submitted to potential investors. It must follow the outline provided in the Nuts and Bolts of Great
Business Plans, which will be handed out to you and also posted to D2L. Your plan must be original,
logical, integrated, comprehensive, supported by evidence, readable, and defendable.
XII. Teaching/Learning Style
The course will involve a discussion format with extensive interaction between students and the
instructor. The teaching style will mix core content with practical applications. Students will be
challenged to grasp a concept or idea, relate it to other concepts, and then apply it in real-world
entrepreneurial contexts.
XIII. University Policies
Drop Policy
See the most recent OSU catalog at:http://www.okstate.edu/registrar/AcademicCalendar/AcademicCalendarMain.html
Academic Integrity
The University has a strict policy on academic honesty. You are expected to abide by the procedures set
forth in the document in all matters pertaining to this course. For more information, please go to:http://www.okstate.edu/ucs/integritystudent.html
Special Accommodations for Students
Any student in this course who has a disability that may prevent him or her from fully demonstrating his
or her abilities should contact the instructor as soon as possible, so we can discuss accommodations
necessary to ensure full participation and facilitate your educational opportunity. For more information
about OSU Student Disability Services, please go to:http://www.okstate.edu/ucs/stdis/
XIV. Other Interesting/Helpful Resources
(see also the EEE Program website athttp://entrepreneurship.okstate.edu):
a. Journals and Websites
Inc. Magazine Entrepreneur Magazine
Fast Company Magazine Journal of Business Venturing
www.entrepreneurmag.com Entrepreneurship Theory and Practicehttp://startup.wsj.com Journal of Small Business Management
www.entreworld.com Journal of Developmental Entrepreneurshiphttp://stvp.stanford.edu/ Black Enterprise
b. Some Selected Books
The Four Routes to Entrepreneurial Success The Individualized Corporation
Imagine > Believe > Create
The Creative Priority The Maverick Mindset
Circle of Innovation Real Time
Relentless Leadership Jazz
Successful Strategies Entrepreneurs Use… Crossing the Chasm
Competing for the Future Innovation that Fits
Blur Leading the Revolution
The Marketing Imagination Corporate Innovation: Marketing and Strategy
Competitive Advantage Only the Paranoid Survive
The Popcorn Report The Empty Raincoat
The Change Masters Mavericks at Work
Intrapreneuring Entrepreneurship as Strategy
The Soul of a New Machine Maverick
Zen and the Art of Motorcycle Maintenance Thriving on Chaos
A Whack on the Side of the Head Disruption
Inside Corporate Innovation Cracking Creativity
Creativity at Work Barbarians to Bureaucrats
The “E” Myth Revisited Growing a Business
Flash of Brilliance Future Perfect
The Age of Unreason Imaginization
Entrepreneuring in Established Companies The Icarus Paradox
Losing My Virginity Why Should White Guys Have All The Fun
Angel Investing Will It Fly?
New Venture Creation Venture Capital Due Diligence
The Venture Capital Cycle Good to Great
The Venture Café Attracting Capital from Angels
Funding and Financial Execution Structuring Venture Capital, Private
for Early-Stage Companies Equity and Entrepreneurial Transactions
A Good Hard Kick in the Ass Radical Marketing
The Profit Zone Seeing Differently
Bankable Business Plans Purple Cow
Blink Clearing the Hurdles
Rise of the Creative Class Radical Innovation
Outrageous Marketing The New Business Road Test
XV. Course Schedule and Assignments (Note: We may more at a faster or slower pace depending on
student comprehension and interest levels in particular topics).
KEY: EI = Entrepreneurial Intensity text
MBA = Portable MBA in Entrepreneurship text
All cases are on the D2L website
Week 1
Jan. 11-15
Topics: Introduction; Defining Entrepreneurship; What is Entrepreneurial
Thinking? ; What is Entrepreneurial Management?; Entrepreneurship in Any
Context; The Entrepreneurial Process; Entrepreneurial Intensity
Reading Material:
EI Text, Chapters 1 and 2
Assignments:
Formteams for cases and separately for business plans; select cases
Imagine > Believe > Create
Week 2
Jan. 18
(note: it is
Martin Luther
King Day and
we don’t meet--
but you are
responsible for
the readings )
Topics: “Who” is the Entrepreneur?; Traits versus Skills versus Cognitive Styles;
The Different Types of Entrepreneurs; Nature versus Nurture-Why Entrepreneurs
are not Born; The Role of Individuals vs. Teams; Creativity and the Entrepreneur;
Reading Material:
EI Text, Chapter 4 and 6 and MBA Text, Chapter 1
Assignments:
Business concept, company name, logo submitted next class (due January 25)
Week 3
Jan. 25-29
Topics: How Opportunity Differs from Business Concept; Sources & Types of
Opportunity; Discovery vs. Search; Finding Emerging Opportunities; Opportunity
Assessment; Factors Undermining an Opportunity; Windows of Opportunity; The
Business Concept; Sources of Concepts; What Makes for a Good Concept
Reading Material:
EI Text, Chapter 3 and MBA Text, Chapter 2
Assignments:
Case: IceDelights
Week 4
Feb. 1-5
Topics: From Product to Business Concept (the Value Proposition); From
Business Concept to Business Model; From Business Model to Business Plan;
Components of a Complete Business Model; A Look at Successful and Failed
Business Models; Understanding How to Put Together a Great Business Plan
Reading Material:
MBA Text, Chapter 4 and the “Nuts and Bolts of Great Business Plans”
D2L Posted Reading
Assignments:
Case: Eastwind Trading Company
Week 5
Feb. 8-12
Topics: The Economics of the Business; Your Economic or Profit Model; Getting
to Breakeven; Multiple Revenue Drivers; Volume and Capacity; Venture Types;
What it Takes to Actually Start a Venture; Four Ways to Enter a Market;
Reading Material:
D2L posted reading
Assignments:
Case: Golf Swing Analyzer
Week 6
Feb. 15-19
Topics: Understanding More about the Market; Market Definition; Estimating
Market Size; A Look at Buyer Behavior; Segmenting and Targeting; Competitive
Positioning
Reading Material:
MBA Text, Chapter 3
Assignments:
Case: Space Data Corporation
Imagine > Believe > Create
Week 7
Feb. 22-26
Topics: What About the Investment Model (Income, Growth, or Speculative)?;
Ways of Extracting Returns from the Venture; The Concept of Risk; Types of
Risk; Assessing Risk in a New Venture; Risk and Return; A Look at Resources
and Resource Acquisition Strategies;
Reading Material:
MBA Text Chapter 8
Assignments:
Case: Zipcar
Week 8
March 1-5
Midterm Exam
Note: a review session will be available if students desire
Week 9
March 8-12
Topics: Putting Together Pro-Forma Financial Statements; Understanding the
Basics of How Ventures Get Financed
Reading Material:
MBA text, Chapters 5 and 7
Assignments:
Case: Three Fish Solutions
March 15-19
SPRING BREAK
Week 10
March 22-26
Topics: More on Venture Financing; Valuation and Its Role; Structuring the
Deal, IPOs; Intellectual Property
Reading Material:
MBA Text, Chapters 6 and 10
Assignments:
Case: Honest Tea
Week 11
March 29-
April2
Topics: The Marketing Mix; Organizing the Selling Model; Guerrilla Thinking
and the Promotional Mix; How to Set Prices in New Ventures; Making
Distribution Decisions
Reading Material:
MBA Text, Chapters 3 and 12; EI Text, Chapter 10
Assignments:
Case: Young Designers Emporium
Imagine > Believe > Create
Week 12
April 5-9
Topics: Operations and the New Venture; Designing Your Operating Model;
Bottlenecks and How to Manage Them; Suppliers and Inventory Policies;
Outsourcing Options; Logistics; Quality Control Issues; Customer Support
Reading Material:
D2l posted reading
Assignments:
Case: Dragonfly
Week 13
April 12-16
Topics: Innovation, New Product Development, and the Entrepreneur;
Technology Life Cycles; Disruptive verses Sustaining Technology; Four
Technology Decisions Entrepreneurs Have to Make
Reading Material:
D2L posted readings
Assignments:
Case: Calyx and Corolla
Week 14
April 19-23
Topics: What’s Different about Family Businesses; The Challenges of Succession;
A Look at Issues in Venture Growth; Why Many Ventures Do Not Grow;
Venture Life Cycles and Their Implications; Legal Issues
Reading Material:
MBA Text, Chapters 13 and 9 and EI Text, Chapter 7
D2L Posted Reading
Assignments:
Case: New Belgium Brewery
Week 15
April 26-30
Topics: Ethics and the Entrepreneur; The Unique Ethical Challenges in
Entrepreneurial Ventures; What Does Your Ethical Compass Look Like? Why
the Entrepreneur’s Exit Strategy Matters; Types of Exit Strategies
Reading Material:
MBA Text, Chapter14 and EI Text, Chapter 9
Assignments:
Business Plan Due on April 30 by 5:00 PM
Rest of Life Think Entrepreneurially!
I magine >Believe >Create
General Outline for a Case Analysis & Presentation
Michael H. Morris, Ph.D.
I. Introduction
-introduction of team members
-rules of the game/scenario
-central issue of the case
-outline of presentation
II. The Current Situation (not to be presented but should be completed by team)
a. The Industry
definition
size and growth rate
stage in life cycle
structure (Porter)
value-added chain
key sources of differentiation
key trends
key success factors
b. The Company
history
organizational form
structure
goals
strategies
key resources and competencies
-managerial
-financial
-marketing
-R&D/product development
-human resources
-production
c. The Business Concept and Product/Service Mix
critique of the business concept
key product attributes
core/tangible/augmented product
depth and breadth of line
portfolio analysis
product positioning
d. The Economics of the Business
breakeven analysis/contribution analysis
operating leverage
e. The Market
definition
size and untapped demand
buyer descriptors and behavior
market segmentation
key factors affecting market
f. The Competition
direct and indirect
strengths and weaknesses
apparent strategies
g. Marketing Issues
price strategy and structure
the communications mix
I magine >Believe >Create
personal selling
advertising
sales promotion
publicity
distribution strategy
channels and their management
logistics and customer service
h. Production/Operations Issues
facility and equipment requirements
production/operating cycle
technology issues
quality control issues
i. Financing Issues
what is needed
critique of available sources
payback to investors
j. People Issues/Human Resource Management
evaluation of the team
boards and advisors
compensation and evaluation issues
training issues
k. Significant Factors in the Macroenvironment
economic
social
technological
legal/regulatory
III. SWOT Analysis (to be handed out and then presented in less than 2 minutes)
strengths
weaknesses
opportunities
threats
IV. The Central Issue in the Case (should be obvious how this is derived from the SWOT)
V. The Key Strategic Alternatives Open to the Firm (four or five different directions they could go)
VI. Pros and Cons of Strategic Alternatives
VII. Recommended Strategy
VI I I . Implementation of Action Plan (from here on is 50% of the presentation. This is where teams lose the
most points)
-detailed action plan covering all major decision areas necessary to resolve the central issue and
move forward
-implementation schedule
-budget
IX. Tracking and Control
performance benchmarks
schedule for tracking benchmarks
doc_553769561.pdf