Description
On this detailed explanation about entrepreneurship from a to z mr. meishar meiri.
Course # 1221.8000- Entrepreneurship from A to Z
Syllabus
Lecturer: Mr. Meishar Meiri
Course Time: Wedensday 17;15 20:45
Classroom: 103
Office Hours: Meeting times by appointment
Email: [email protected]
Phone: 052-3633911
Teaching Assistant : [email protected]
Course Objectives
The purpose of this course is to learn and practice the latest theories and models on entrepreneurship
from academia and the industry best practice, to develop an understanding of those principles and
models through the examination of case studies, as well as to provide the practical hands-on skills and
knowledge necessary to transform a promising idea into a successful reality.
Course Requirements
Students will be required to study the underlying theories that drive modern-day entrepreneurship and
to display an understanding and ability to analyze case studies. Furthermore every participant will
engage in the creation of a start-up, openly discuss their ideas and share their opinions with the group.
The course is about building skills and ability, not only obtaining knowledge about start-ups.
Students will form work-groups which will develop an entrepreneurial business plan. The assessment in
this course will be based on the implementation of the theories, models and best-practices learnt in the
class, as portrayed in a group presentation and business plan. The final grades will be based on the
following allocation:
1. 30% In-class presentation
2. 70% Working paper – business plan
Methods of learning
Through reading material and lectures, the course will expose students to pioneering methods from
academic research, experienced entrepreneurs. Students will engage in implementation of the various
theories of entrepreneurship and start-ups. Each participant will take part in the formation of a start-up,
including the practice of each and every skill required to found a new and innovative company.
Methods and theories discussed
Innovation plays an essential role in today’s business arena, and is vital not only for start-up companies
but also for growth and survival of established organizations. For that reason, a good understanding of
the entrepreneurship process is important not only for entrepreneurs, but for corporate employees -
allowing them to recognize the “big picture” from the owner’s perspective and to evaluate and act upon
new opportunities for the firm.
This course will provide a practical, real-world knowledge and methods that will enhance knowledge and
abilities in the following topics:
“The idea”
1. Finding a need and evaluating an idea.
2. Devising an effective business plan, presentation and “elevator pitch”
3. Characterizing a project.
4. Creating value and capturing value.
Audia, P. G., & Rider, C. I. (2005). A garage and an idea: what more does an entrepreneur need?.
California Management Review, 48(1), 6.
Market
1. Identifying market needs, growth and trends.
2. Understanding the market
3. Identifying the market players, their motivation and strategy.
Choi, Y. R., & Shepherd, D. A. (2004). Entrepreneurs’ decisions to exploit opportunities. Journal of
Management, 30(3), 377-395.
People and the Team
1. Team building and role assignment.
2. Recruiting employees and investors.
3. Identifying distribution channels and business partners.
Hmieleski, K. M., & Ensley, M. D. (2007). A contextual examination of new venture performance:
entrepreneur leadership behavior, top management team heterogeneity, and environmental
dynamism. Journal of Organizational Behavior, 28(7), 865-889.
Interpersonal Communication
1. Communicating a vision in one-on-one talks and presentations.
2. Negotiation
3. Building a demo.
Chen, X. P., Yao, X., & Kotha, S. (2009). Entrepreneur passion and preparedness in business plan
presentations: a persuasion analysis of venture capitalists' funding decisions. Academy of
Management Journal, 52(1), 199-214.
Strategy Models
1. Creating value through lowering the uncertainty factor in a venture (lean start-up method and
more).
2. Pros and cons of common business models
3. Web-generated user base management models
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game
changers, and challengers. Wiley. com.
Chesbrough, H. (2007). Business model innovation: it's not just about technology anymore. Strategy
& leadership, 35(6), 12-17.
Management Throughout the Life-cycle
1. Soft launch and in-motion product improvement
2. Management strategies at various company lifecycle stages
3. Product improvement through A/B testing and measurement
Avnimelech, G., & Teubal, M. (2006). Creating venture capital industries that co-evolve with high
tech: Insights from an extended industry life cycle perspective of the Israeli experience. Research
Policy, 35(10), 1477-1498.
See below an excerpt from Steve Blank’s Business Model Generation
Additional Reading Material
The course material will include ideas and theories from the following sources:
Ries, E. (2011). The Lean Startup: How today's entrepreneurs use continuous innovation to create
radically successful businesses. Random House Digital, Inc..
Blank, S. G., & Dorf, B. (2012). The startup owner's manual: the step-by-step guide for building a great
company. K&S Ranch, Incorporated.
Collins, J., & Porras, J. I. (2004). Built to last: Successful habits of visionary companies. HarperCollins.
Collins, J. (2001). Good to great: Why some companies make the leap... and others don't. HarperCollins.
Covey, S. R. (2011). The 7 Habits of Highly Effective People. Enterprise Media.
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game
changers, and challengers. Wiley. com.
doc_786157226.pdf
On this detailed explanation about entrepreneurship from a to z mr. meishar meiri.
Course # 1221.8000- Entrepreneurship from A to Z
Syllabus
Lecturer: Mr. Meishar Meiri
Course Time: Wedensday 17;15 20:45
Classroom: 103
Office Hours: Meeting times by appointment
Email: [email protected]
Phone: 052-3633911
Teaching Assistant : [email protected]
Course Objectives
The purpose of this course is to learn and practice the latest theories and models on entrepreneurship
from academia and the industry best practice, to develop an understanding of those principles and
models through the examination of case studies, as well as to provide the practical hands-on skills and
knowledge necessary to transform a promising idea into a successful reality.
Course Requirements
Students will be required to study the underlying theories that drive modern-day entrepreneurship and
to display an understanding and ability to analyze case studies. Furthermore every participant will
engage in the creation of a start-up, openly discuss their ideas and share their opinions with the group.
The course is about building skills and ability, not only obtaining knowledge about start-ups.
Students will form work-groups which will develop an entrepreneurial business plan. The assessment in
this course will be based on the implementation of the theories, models and best-practices learnt in the
class, as portrayed in a group presentation and business plan. The final grades will be based on the
following allocation:
1. 30% In-class presentation
2. 70% Working paper – business plan
Methods of learning
Through reading material and lectures, the course will expose students to pioneering methods from
academic research, experienced entrepreneurs. Students will engage in implementation of the various
theories of entrepreneurship and start-ups. Each participant will take part in the formation of a start-up,
including the practice of each and every skill required to found a new and innovative company.
Methods and theories discussed
Innovation plays an essential role in today’s business arena, and is vital not only for start-up companies
but also for growth and survival of established organizations. For that reason, a good understanding of
the entrepreneurship process is important not only for entrepreneurs, but for corporate employees -
allowing them to recognize the “big picture” from the owner’s perspective and to evaluate and act upon
new opportunities for the firm.
This course will provide a practical, real-world knowledge and methods that will enhance knowledge and
abilities in the following topics:
“The idea”
1. Finding a need and evaluating an idea.
2. Devising an effective business plan, presentation and “elevator pitch”
3. Characterizing a project.
4. Creating value and capturing value.
Audia, P. G., & Rider, C. I. (2005). A garage and an idea: what more does an entrepreneur need?.
California Management Review, 48(1), 6.
Market
1. Identifying market needs, growth and trends.
2. Understanding the market
3. Identifying the market players, their motivation and strategy.
Choi, Y. R., & Shepherd, D. A. (2004). Entrepreneurs’ decisions to exploit opportunities. Journal of
Management, 30(3), 377-395.
People and the Team
1. Team building and role assignment.
2. Recruiting employees and investors.
3. Identifying distribution channels and business partners.
Hmieleski, K. M., & Ensley, M. D. (2007). A contextual examination of new venture performance:
entrepreneur leadership behavior, top management team heterogeneity, and environmental
dynamism. Journal of Organizational Behavior, 28(7), 865-889.
Interpersonal Communication
1. Communicating a vision in one-on-one talks and presentations.
2. Negotiation
3. Building a demo.
Chen, X. P., Yao, X., & Kotha, S. (2009). Entrepreneur passion and preparedness in business plan
presentations: a persuasion analysis of venture capitalists' funding decisions. Academy of
Management Journal, 52(1), 199-214.
Strategy Models
1. Creating value through lowering the uncertainty factor in a venture (lean start-up method and
more).
2. Pros and cons of common business models
3. Web-generated user base management models
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game
changers, and challengers. Wiley. com.
Chesbrough, H. (2007). Business model innovation: it's not just about technology anymore. Strategy
& leadership, 35(6), 12-17.
Management Throughout the Life-cycle
1. Soft launch and in-motion product improvement
2. Management strategies at various company lifecycle stages
3. Product improvement through A/B testing and measurement
Avnimelech, G., & Teubal, M. (2006). Creating venture capital industries that co-evolve with high
tech: Insights from an extended industry life cycle perspective of the Israeli experience. Research
Policy, 35(10), 1477-1498.
See below an excerpt from Steve Blank’s Business Model Generation
Additional Reading Material
The course material will include ideas and theories from the following sources:
Ries, E. (2011). The Lean Startup: How today's entrepreneurs use continuous innovation to create
radically successful businesses. Random House Digital, Inc..
Blank, S. G., & Dorf, B. (2012). The startup owner's manual: the step-by-step guide for building a great
company. K&S Ranch, Incorporated.
Collins, J., & Porras, J. I. (2004). Built to last: Successful habits of visionary companies. HarperCollins.
Collins, J. (2001). Good to great: Why some companies make the leap... and others don't. HarperCollins.
Covey, S. R. (2011). The 7 Habits of Highly Effective People. Enterprise Media.
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game
changers, and challengers. Wiley. com.
doc_786157226.pdf