Description
On this detailed description in regard to foundations of entrepreneurship j. bren varner.
- 1 - ESE 101 / BUS 113
ESE 101 / BUS 113: Foundations of Entrepreneurship
COURSE SYLLABUS
Spring 2008
Instructor: J. Bren Varner Office Hours: By appointment
208 Kirby Hall
(336) 758-5098
[email protected]
CLASS MEETING Tuesday and Thursday, 8:00 – 9:15 a.m., Room 104 Kirby Hall
Occasionally, we may meet outside of class for a speaker or special event in lieu
of the regularly scheduled class.
COURSE OVERVIEW
This survey-level course will explore the process of entrepreneurship through a liberal arts lens. Readings
and cases from a variety of disciplines will be used in class and you will be encouraged to evaluate
problems and explore solutions using a cross-disciplinary approach. This class is designed to give you
exposure to basic entrepreneurial and business skills in a format that encourages dialogue, develops critical
thinking skills, and promotes self-awareness and personal development. You will explore the impact of
entrepreneurship and social entrepreneurship on society and consider your own personal and civic
responsibility within this environment. The class will also encourage you to creatively embrace new ideas,
critically evaluate opportunities, marshal resources, and actively manage new ventures.
For the purposes of this course, entrepreneurship will be defined as:
A process through which individuals and groups pursue opportunity, leverage resources, and
initiate change to create value. Thus, an entrepreneur is one who creates and manages change by
pursuing opportunity, acting with passion for a purpose, living proactively, and leveraging
resources to create value.
We will spend the semester exploring the definition of entrepreneurship and the process and principles
behind that definition. We will explore the theoretical underpinnings of the field of entrepreneurship and
you will gain exposure to basic business and entrepreneurial principles. This is not a course consisting
solely of the “nuts and bolts” of how to start your own business or entrepreneurial venture. My hope is that
the resources provided in this course, along with your own personal reflection on the concepts, principles,
and topics discussed might lead to the recognition of opportunity and the launch of future ventures.
COURSE GOALS
• Offer a survey-level course that will examine entrepreneurship and liberal arts as mutually
reinforcing concepts
• Provide a basic understanding of entrepreneurship, the entrepreneurial process, and basic business
concepts
• Encourage entrepreneurship and active participation in new venture creation
• Facilitate access to resources at the university and off-campus that will enhance the
entrepreneurial learning experience
• Provide inspirational role models through guest speakers, articles, and case studies
• Use case method to encourage class discussion, exchange of ideas, and practical application of
business/entrepreneurial concepts within the liberal arts environment
- 2 - ESE 101 / BUS 113
TEXTBOOKS AND READINGS
Barringer & Ireland. Entrepreneurship – Successfully Launching New Ventures, Pearson Prentice Hall, Upper Saddle
River, NJ. © 2006. ISBN: 0-13-061855-1
(Required – available at University Bookstore)
Lusk & Harrison. The Mouse Driver Chronicles, Perseus Publishing. ©2003. ISBN: 0738208019
(Required – available at University Bookstore)
Course Pack – with business cases to be used in class discussions
(Required – available at University Bookstore)
Additional readings and assignments will be posted on Blackboard or available on reserve in the library.
PERFORMANCE EVALUATION
Every great entrepreneurial venture requires a tremendous amount of commitment, thought, and excellence
in order to succeed. This class should be treated with the same level of dedication as your own
entrepreneurial venture. I encourage all of you to strive for an A.
You will be evaluated on a combination of individual and group performance. Your individual
performance will be based on a number of in-class and out-of-class assignments. Your group performance
will be evaluated through an end-of-semester group project and will include an evaluation by me and by
your teammates.
Grades for this class will be based on the following classifications:
A Exceptionally high achievement
B Superior
C Satisfactory
D Passing but unsatisfactory
Grading Scale
A 93-100 C+ 77-79 D- 60-62
A- 90-92 C 73-76 F <60
B+ 87-89 C- 70-72
B 83-86 D+ 67-69
B- 80-82 D 63-66
Guidelines for written work:
Effective communication is an integral part of entrepreneurial management. For the purposes of this class,
all written work must be on standard 8.5” x 11” paper, with 1-inch margins on all sides. Failure to submit
written work in this required format will negatively impact your grade. Your ability to present a clear,
succinct, and effective message will positively impact your evaluation. Submissions are not accepted late.
You should submit work early if you will know you will not be present for a class meeting.
You may work with other classmates to discuss class assignments. However, you are expected to each turn
in your own, unique written work. A reminder that the Wake Forest Honor Code applies to all work
completed in this class.
ATTENDANCE POLICY
As an entrepreneur, you have to show up to seize the opportunity, pitch your idea, make the sale, or close
the deal. Your attendance in class is critical to your entrepreneurial training and your grade. Any absences
from class have the potential to negatively impact your class participation grade – if you aren’t in class, you
can’t participate. You are allowed only two absences this semester – either excused or unexcused. For
each absence over two, your participation grade will be lowered by a full letter grade. If you have to miss a
class meeting, please let me know ahead of time.
- 3 - ESE 101 / BUS 113
COURSE METHOD
This course will be taught using a combination of mini-lectures and class discussions centered around case
studies. ‘Cases’ are readings or narratives that describe either a “real-world” or fictional example of an
entrepreneur and their journey with the entrepreneurial process and new venture creation. The value of this
type of student -centered learning depends on every member of the class coming to each class session
prepared and willing to contribute to the class discussion. Please DO NOT discuss case studies with
individuals who have previously taken the class and DO NOT do any additional outside research on the
Internet or through other resources. You should evaluate the situation based only on the information that is
presented to you in the case. Detailed information on how to read and prepare a case study will be
distributed at a later date.
ASSIGNMENTS
Assignments for the semester and grade allocation are as follows:
Assignment Individual/Group Percentage
Entrepreneurial Insight Presentations Individual 5%
Quizzes / Case Prep. (4, drop the lowest grade) Individual 15%
Mid-term Exam Individual 20%
New Venture Project Group 20%
Final Exam Individual 25%
Class Participation Individual 15%
Entrepreneurial Insight Presentations
In class on February 5
th
or 7
th
, you will be required to deliver a five minute presentation on an
entrepreneurial venture of your choice. This presentation should include a description of the venture, the
industry in which it operates, as well as a snapshot of the entrepreneur driving the venture.
In addition to presenting the above elements, you should offer some analysis about this venture. Such
insights might include:
• Predictions about the venture’s success.
• Suitability as a potential employer.
• Product line extension or expansion opportunities.
• Exit options (mergers, acquisitions, or public offerings of equity/stock).
The goal of this exercise is to introduce entrepreneurs and their ventures to the class and to demonstrate
your command of the entrepreneurial mindset and venture. In addition to the substantive portions of your
presentations, you will also be evaluated on your presentation style – a very valuable asset in the
workplace. Additional details about this assignment will be distributed in class. The Entrepreneurial
Insight Presentations will count 5% of your final grade.
Quizzes / Case Preparation
Experiencing an informative and effective class session requires that you come to class prepared and ready
to participate. Quizzes and case discussion questions will help to gauge your preparation for class.
Quizzes will be given periodically throughout the semester and will evaluate your understanding of the
reading for that class session and your comprehension of material covered in previous class s essions. Four
quizzes or case preparation assignments will be given this semester, with the lowest grade being dropped.
Quizzes and cases will count for 15% of your final grade.
Mid-Term and Final Exams – The mid-term exam will count for 20% of your final grade and the final
exam will count for 25% of your final grade. Each exam will use essays and an analysis of an
entrepreneurial case to judge your comprehension of the course material. The mid-term will be given
during the scheduled class meeting on Tuesday, March 4, 2008. The final will be scheduled during finals
week. No alternative times or make-up exams will be given. You must be present on the assigned days in
order to complete your examination.
- 4 - ESE 101 / BUS 113
New Venture Simulation – This project is designed to simulate the actual creation of a new venture. You
will be paired in a group with several other students and asked to identify an opportunity of interest to your
group. You will write a brief “concept plan” and will pitch the idea to potential investors. You will then be
required to operate your venture during a scheduled class meeting and will be expected to sell a product,
provide a service, or meet a specific societal need. Ventures may be either for-profit or not-for-profit.
Graded components of this assignment will include:
• Concept Plan
• Investor Pitch
• Operating Performance & Returns
• Investor Presentation
• Teammate Evaluation
The point of this exercise is not to create sustainable enterprises, but rather to simulate the entire
entrepreneurial process through relatively elementary business ventures. Specifics about this project will
be distributed at a later date.
Class Participation – Your participation in class is critical to comprehending and practicing the theories and
skills covered in this course. Your class participation wi ll be 15% of your final grade and will depend on
the following components:
• In-class discussion – This includes participating in class discussions. Your participation will be
evaluated based on the thoughtfulness of your remarks. As mentioned before, attendance is a
critical component of this – you have to be present in order to participate.
• Case preparation – The basis for any good case discussion is preparation. Coming to class with a
detailed analysis and recommendation can improve your class participation grade.
• Other Class Assignments – Several classes will include in-class exercises or preparatory tutorials.
Your participation in these exercises will also contribute toward your class participation grade.
• Meeting with Instructor – You will be required periodically throughout the semester to meet with
me on an individual basis to review your entrepreneurial goals and your progress in the course.
NOTE: I occasionally “cold call” students in class and may ask for you to share your opinions on a
particular topic or your recommendation for a case analysis. As an entrepreneur, you will constantly be
required to pitch your idea, answer criticisms, close the sale, or provide leadership to your employees.
Your ability to think “on the fly” and communicate effectively is critical. I believe this class is a friendly
learning environment for practicing those skills. However, if you feel uncomfortable being put on the spot,
please see me after class or send me an e-mail and we will talk about an effective way for you to participate
in an environment that is comfortable and conducive to your learning style.
- 5 - ESE 101 / BUS 113
COURSE OUTLINE
A schedule of class meetings is below. This course relies heavily on student input for topics to be covered,
involvement from outside speakers, and class discussions. You should also refer to the syllabus,
assignments, and discussion questions posted on Blackboard when preparing for
class. Additional reading or assignments may be posted on Blackboard.
Please pay special attention to the dates highlighted in yellow below. Your participation on those
dates is expected and required. MARK YOUR CALENDAR NOW. Failure to be present on those
dates will result in a zero for that graded assignment.
Date Topic(s) Assignment(s)
1 Thursday, January 17, 2008
Course Overview; Definition of Entrepreneurship;
Entrepreneurship in the United States Barringer and Ireland (Ch 1) pp.3-8
2 Tuesday, January 22, 2008 The Entrepreneur
Barringer and Ireland (Ch 1) pp. 8-21; Watch October
Sky (on reserve)
3 Thursday, January 24, 2008 Entrepreneurial Teams; Group Project
Barringer and Ireland (Ch 9) pp. 225-271; "Happy
Together", Inc. Magazine
4 Tuesday, January 29, 2008 Opportunity Recognition (session 1)
Barringer and Ireland (Ch 2) pp. 37-52; "Where
Opportunities Roost," Stan Mandel; Complete the BUG
REPORT
5 Thursday, January 31, 2008 Opportunity Recognition (session 2)
Guest Speaker (early stage venture); Meet at 11:00
a.m. in Kirby B02 (Regular Class cancelled)
6 Tuesday, February 05, 2008 Entrepreneurial Insight Presentations
Memo to be distributed in class with more information
on this assignment.
7 Thursday, February 07, 2008 Entrepreneurial Insight Presentations
Memo to be distributed in class with more information
on this assignment.
8 Tuesday, February 12, 2008
Opportunity Analysis (session 1); Concept to Feasibility;
Feasibility Analysis (Product Feasibility and
Industry/Market Feasibility)
Barringer and Ireland (Ch 3 pp. 69-89); Barringer and
Ireland (Ch 5 pp. 131-149); Turn in preliminary
summary of your group's new venture idea
9 Thursday, February 14, 2008
Opportunity Analysis (session 2); Market Feasibility;
Market Research; Financial Feasibility; Fixed vs.
Variable Costs; Breakeven Analysis; Margins and Mark-
ups
Barringer and Ireland (Ch. 8 pp. 223-229); "Hitting the
Market," Entrepreneur Magazine; "Break-Even
Analysis," Entrepreneur Magazine; Complete
Lemonade Stand Exercise
10 Tuesday, February 19, 2008
Opportunity Analysis (session 3); Income Statement; Pro
Forma Income Statement; Forecasting;
Barringer and Ireland (Ch. 8 pp. 229-246); "Income
Statement," Entrepreneur Magazine; "Financial
Factors," Entrepreneur Magazine; Turn in summary of
market research and competitive analysis for New
Venture Simulation project (team exercise)
11 Thursday, February 21, 2008 Growing the New Venture
Guest Speaker (mature venture/real estate); Meet at
11:00 a.m. (Regular Class cancelled) in Kirby B02
12 Tuesday, February 26, 2008 Financial Analysis
"Balance Sheet," Entrepreneur Magazine;
"Depreciation," Entrepreneur Magazine; Java Java
case
13 Thursday, February 28, 2008 Mid-Term Review Walcrim Technologies (case)
14 Tuesday, March 04, 2008 Mid-Term Exam (in class)
- 6 - ESE 101 / BUS 113
Date Topic(s) Assignment(s)
15 Thursday, March 06, 2008 New Venture Simulation
The MouseDriver Chronicles (pp 1-88); Review
feedback from market research and competitive
analysis; Be prepared to discuss feasibility analysis of
Tuesday, March 11, 2008 No Class (Spring Break)
Thursday, March 13, 2008 No Class (Spring Break)
16 Tuesday, March 18, 2008 Real-life Entrepreneurial Adventures The MouseDriver Chronicles (pp.88-256)
17 Thursday, March 20, 2008 The Business Model Barringer and Ireland (Ch. 6 pp. 161-181)
18 Tuesday, March 25, 2008 Business Planning; Writing a Business Plan (session 1)
Barringer and Ireland (Ch. 4 pp. 99-118); Business
Planning Resource Guide (posted on Blackboard)
19 Thursday, March 27, 2008 Business Planning; Writing a Business Plan (session 2) R&R Case
20 Tuesday, April 01, 2008
No Class (Team meeting with instructor to discuss
concept plan for New Venture Simulation project)
Concept Plan for New Venture Simulation is due 24
hours prior to meeting (team assignment)
21 Thursday, April 03, 2008
Sales and Marketing Workshop; Branding; Marketing
Plans; Positioning; The four P's: Pricing, Promotion;
Product, and Place; Advertising Barringer and Ireland (Ch 11 pp. 315-335)
22 Tuesday, April 08, 2008 Sales and Marketing Workshop (continued)
"The Very Model of a Modern Marketing Plan" by
Shelly Reese
23 Thursday, April 10, 2008
Group Project; In-class sales of product for New Venture
Simulation Project
24 Tuesday, April 15, 2008 Financial Capital Barringer and Ireland (Ch 10 pp. 283-303)
25 Thursday, April 17, 2008
Group Project--Investor Presentation for New Venture
Simulation project In-class presentations (team assignment)
26 Tuesday, April 22, 2008 Financing the Entrepreneurial Venture
Guest Speakers: Meet at 11:00 a.m. in Kirby B02
(Regular Class cancelled)
27 Thursday, April 24, 2008
Social Capital/Networking; Other Forms of
Entrepreneurship
Barringer and Ireland (Ch 15 pp. 439-464); "The Six
Degrees of Lois Weisberg," The New Yorker
28 Tuesday, April 29, 2008 Course Summary; Exam Review
29 TBA Final Exam
doc_804402546.pdf
On this detailed description in regard to foundations of entrepreneurship j. bren varner.
- 1 - ESE 101 / BUS 113
ESE 101 / BUS 113: Foundations of Entrepreneurship
COURSE SYLLABUS
Spring 2008
Instructor: J. Bren Varner Office Hours: By appointment
208 Kirby Hall
(336) 758-5098
[email protected]
CLASS MEETING Tuesday and Thursday, 8:00 – 9:15 a.m., Room 104 Kirby Hall
Occasionally, we may meet outside of class for a speaker or special event in lieu
of the regularly scheduled class.
COURSE OVERVIEW
This survey-level course will explore the process of entrepreneurship through a liberal arts lens. Readings
and cases from a variety of disciplines will be used in class and you will be encouraged to evaluate
problems and explore solutions using a cross-disciplinary approach. This class is designed to give you
exposure to basic entrepreneurial and business skills in a format that encourages dialogue, develops critical
thinking skills, and promotes self-awareness and personal development. You will explore the impact of
entrepreneurship and social entrepreneurship on society and consider your own personal and civic
responsibility within this environment. The class will also encourage you to creatively embrace new ideas,
critically evaluate opportunities, marshal resources, and actively manage new ventures.
For the purposes of this course, entrepreneurship will be defined as:
A process through which individuals and groups pursue opportunity, leverage resources, and
initiate change to create value. Thus, an entrepreneur is one who creates and manages change by
pursuing opportunity, acting with passion for a purpose, living proactively, and leveraging
resources to create value.
We will spend the semester exploring the definition of entrepreneurship and the process and principles
behind that definition. We will explore the theoretical underpinnings of the field of entrepreneurship and
you will gain exposure to basic business and entrepreneurial principles. This is not a course consisting
solely of the “nuts and bolts” of how to start your own business or entrepreneurial venture. My hope is that
the resources provided in this course, along with your own personal reflection on the concepts, principles,
and topics discussed might lead to the recognition of opportunity and the launch of future ventures.
COURSE GOALS
• Offer a survey-level course that will examine entrepreneurship and liberal arts as mutually
reinforcing concepts
• Provide a basic understanding of entrepreneurship, the entrepreneurial process, and basic business
concepts
• Encourage entrepreneurship and active participation in new venture creation
• Facilitate access to resources at the university and off-campus that will enhance the
entrepreneurial learning experience
• Provide inspirational role models through guest speakers, articles, and case studies
• Use case method to encourage class discussion, exchange of ideas, and practical application of
business/entrepreneurial concepts within the liberal arts environment
- 2 - ESE 101 / BUS 113
TEXTBOOKS AND READINGS
Barringer & Ireland. Entrepreneurship – Successfully Launching New Ventures, Pearson Prentice Hall, Upper Saddle
River, NJ. © 2006. ISBN: 0-13-061855-1
(Required – available at University Bookstore)
Lusk & Harrison. The Mouse Driver Chronicles, Perseus Publishing. ©2003. ISBN: 0738208019
(Required – available at University Bookstore)
Course Pack – with business cases to be used in class discussions
(Required – available at University Bookstore)
Additional readings and assignments will be posted on Blackboard or available on reserve in the library.
PERFORMANCE EVALUATION
Every great entrepreneurial venture requires a tremendous amount of commitment, thought, and excellence
in order to succeed. This class should be treated with the same level of dedication as your own
entrepreneurial venture. I encourage all of you to strive for an A.
You will be evaluated on a combination of individual and group performance. Your individual
performance will be based on a number of in-class and out-of-class assignments. Your group performance
will be evaluated through an end-of-semester group project and will include an evaluation by me and by
your teammates.
Grades for this class will be based on the following classifications:
A Exceptionally high achievement
B Superior
C Satisfactory
D Passing but unsatisfactory
Grading Scale
A 93-100 C+ 77-79 D- 60-62
A- 90-92 C 73-76 F <60
B+ 87-89 C- 70-72
B 83-86 D+ 67-69
B- 80-82 D 63-66
Guidelines for written work:
Effective communication is an integral part of entrepreneurial management. For the purposes of this class,
all written work must be on standard 8.5” x 11” paper, with 1-inch margins on all sides. Failure to submit
written work in this required format will negatively impact your grade. Your ability to present a clear,
succinct, and effective message will positively impact your evaluation. Submissions are not accepted late.
You should submit work early if you will know you will not be present for a class meeting.
You may work with other classmates to discuss class assignments. However, you are expected to each turn
in your own, unique written work. A reminder that the Wake Forest Honor Code applies to all work
completed in this class.
ATTENDANCE POLICY
As an entrepreneur, you have to show up to seize the opportunity, pitch your idea, make the sale, or close
the deal. Your attendance in class is critical to your entrepreneurial training and your grade. Any absences
from class have the potential to negatively impact your class participation grade – if you aren’t in class, you
can’t participate. You are allowed only two absences this semester – either excused or unexcused. For
each absence over two, your participation grade will be lowered by a full letter grade. If you have to miss a
class meeting, please let me know ahead of time.
- 3 - ESE 101 / BUS 113
COURSE METHOD
This course will be taught using a combination of mini-lectures and class discussions centered around case
studies. ‘Cases’ are readings or narratives that describe either a “real-world” or fictional example of an
entrepreneur and their journey with the entrepreneurial process and new venture creation. The value of this
type of student -centered learning depends on every member of the class coming to each class session
prepared and willing to contribute to the class discussion. Please DO NOT discuss case studies with
individuals who have previously taken the class and DO NOT do any additional outside research on the
Internet or through other resources. You should evaluate the situation based only on the information that is
presented to you in the case. Detailed information on how to read and prepare a case study will be
distributed at a later date.
ASSIGNMENTS
Assignments for the semester and grade allocation are as follows:
Assignment Individual/Group Percentage
Entrepreneurial Insight Presentations Individual 5%
Quizzes / Case Prep. (4, drop the lowest grade) Individual 15%
Mid-term Exam Individual 20%
New Venture Project Group 20%
Final Exam Individual 25%
Class Participation Individual 15%
Entrepreneurial Insight Presentations
In class on February 5
th
or 7
th
, you will be required to deliver a five minute presentation on an
entrepreneurial venture of your choice. This presentation should include a description of the venture, the
industry in which it operates, as well as a snapshot of the entrepreneur driving the venture.
In addition to presenting the above elements, you should offer some analysis about this venture. Such
insights might include:
• Predictions about the venture’s success.
• Suitability as a potential employer.
• Product line extension or expansion opportunities.
• Exit options (mergers, acquisitions, or public offerings of equity/stock).
The goal of this exercise is to introduce entrepreneurs and their ventures to the class and to demonstrate
your command of the entrepreneurial mindset and venture. In addition to the substantive portions of your
presentations, you will also be evaluated on your presentation style – a very valuable asset in the
workplace. Additional details about this assignment will be distributed in class. The Entrepreneurial
Insight Presentations will count 5% of your final grade.
Quizzes / Case Preparation
Experiencing an informative and effective class session requires that you come to class prepared and ready
to participate. Quizzes and case discussion questions will help to gauge your preparation for class.
Quizzes will be given periodically throughout the semester and will evaluate your understanding of the
reading for that class session and your comprehension of material covered in previous class s essions. Four
quizzes or case preparation assignments will be given this semester, with the lowest grade being dropped.
Quizzes and cases will count for 15% of your final grade.
Mid-Term and Final Exams – The mid-term exam will count for 20% of your final grade and the final
exam will count for 25% of your final grade. Each exam will use essays and an analysis of an
entrepreneurial case to judge your comprehension of the course material. The mid-term will be given
during the scheduled class meeting on Tuesday, March 4, 2008. The final will be scheduled during finals
week. No alternative times or make-up exams will be given. You must be present on the assigned days in
order to complete your examination.
- 4 - ESE 101 / BUS 113
New Venture Simulation – This project is designed to simulate the actual creation of a new venture. You
will be paired in a group with several other students and asked to identify an opportunity of interest to your
group. You will write a brief “concept plan” and will pitch the idea to potential investors. You will then be
required to operate your venture during a scheduled class meeting and will be expected to sell a product,
provide a service, or meet a specific societal need. Ventures may be either for-profit or not-for-profit.
Graded components of this assignment will include:
• Concept Plan
• Investor Pitch
• Operating Performance & Returns
• Investor Presentation
• Teammate Evaluation
The point of this exercise is not to create sustainable enterprises, but rather to simulate the entire
entrepreneurial process through relatively elementary business ventures. Specifics about this project will
be distributed at a later date.
Class Participation – Your participation in class is critical to comprehending and practicing the theories and
skills covered in this course. Your class participation wi ll be 15% of your final grade and will depend on
the following components:
• In-class discussion – This includes participating in class discussions. Your participation will be
evaluated based on the thoughtfulness of your remarks. As mentioned before, attendance is a
critical component of this – you have to be present in order to participate.
• Case preparation – The basis for any good case discussion is preparation. Coming to class with a
detailed analysis and recommendation can improve your class participation grade.
• Other Class Assignments – Several classes will include in-class exercises or preparatory tutorials.
Your participation in these exercises will also contribute toward your class participation grade.
• Meeting with Instructor – You will be required periodically throughout the semester to meet with
me on an individual basis to review your entrepreneurial goals and your progress in the course.
NOTE: I occasionally “cold call” students in class and may ask for you to share your opinions on a
particular topic or your recommendation for a case analysis. As an entrepreneur, you will constantly be
required to pitch your idea, answer criticisms, close the sale, or provide leadership to your employees.
Your ability to think “on the fly” and communicate effectively is critical. I believe this class is a friendly
learning environment for practicing those skills. However, if you feel uncomfortable being put on the spot,
please see me after class or send me an e-mail and we will talk about an effective way for you to participate
in an environment that is comfortable and conducive to your learning style.
- 5 - ESE 101 / BUS 113
COURSE OUTLINE
A schedule of class meetings is below. This course relies heavily on student input for topics to be covered,
involvement from outside speakers, and class discussions. You should also refer to the syllabus,
assignments, and discussion questions posted on Blackboard when preparing for
class. Additional reading or assignments may be posted on Blackboard.
Please pay special attention to the dates highlighted in yellow below. Your participation on those
dates is expected and required. MARK YOUR CALENDAR NOW. Failure to be present on those
dates will result in a zero for that graded assignment.
Date Topic(s) Assignment(s)
1 Thursday, January 17, 2008
Course Overview; Definition of Entrepreneurship;
Entrepreneurship in the United States Barringer and Ireland (Ch 1) pp.3-8
2 Tuesday, January 22, 2008 The Entrepreneur
Barringer and Ireland (Ch 1) pp. 8-21; Watch October
Sky (on reserve)
3 Thursday, January 24, 2008 Entrepreneurial Teams; Group Project
Barringer and Ireland (Ch 9) pp. 225-271; "Happy
Together", Inc. Magazine
4 Tuesday, January 29, 2008 Opportunity Recognition (session 1)
Barringer and Ireland (Ch 2) pp. 37-52; "Where
Opportunities Roost," Stan Mandel; Complete the BUG
REPORT
5 Thursday, January 31, 2008 Opportunity Recognition (session 2)
Guest Speaker (early stage venture); Meet at 11:00
a.m. in Kirby B02 (Regular Class cancelled)
6 Tuesday, February 05, 2008 Entrepreneurial Insight Presentations
Memo to be distributed in class with more information
on this assignment.
7 Thursday, February 07, 2008 Entrepreneurial Insight Presentations
Memo to be distributed in class with more information
on this assignment.
8 Tuesday, February 12, 2008
Opportunity Analysis (session 1); Concept to Feasibility;
Feasibility Analysis (Product Feasibility and
Industry/Market Feasibility)
Barringer and Ireland (Ch 3 pp. 69-89); Barringer and
Ireland (Ch 5 pp. 131-149); Turn in preliminary
summary of your group's new venture idea
9 Thursday, February 14, 2008
Opportunity Analysis (session 2); Market Feasibility;
Market Research; Financial Feasibility; Fixed vs.
Variable Costs; Breakeven Analysis; Margins and Mark-
ups
Barringer and Ireland (Ch. 8 pp. 223-229); "Hitting the
Market," Entrepreneur Magazine; "Break-Even
Analysis," Entrepreneur Magazine; Complete
Lemonade Stand Exercise
10 Tuesday, February 19, 2008
Opportunity Analysis (session 3); Income Statement; Pro
Forma Income Statement; Forecasting;
Barringer and Ireland (Ch. 8 pp. 229-246); "Income
Statement," Entrepreneur Magazine; "Financial
Factors," Entrepreneur Magazine; Turn in summary of
market research and competitive analysis for New
Venture Simulation project (team exercise)
11 Thursday, February 21, 2008 Growing the New Venture
Guest Speaker (mature venture/real estate); Meet at
11:00 a.m. (Regular Class cancelled) in Kirby B02
12 Tuesday, February 26, 2008 Financial Analysis
"Balance Sheet," Entrepreneur Magazine;
"Depreciation," Entrepreneur Magazine; Java Java
case
13 Thursday, February 28, 2008 Mid-Term Review Walcrim Technologies (case)
14 Tuesday, March 04, 2008 Mid-Term Exam (in class)
- 6 - ESE 101 / BUS 113
Date Topic(s) Assignment(s)
15 Thursday, March 06, 2008 New Venture Simulation
The MouseDriver Chronicles (pp 1-88); Review
feedback from market research and competitive
analysis; Be prepared to discuss feasibility analysis of
Tuesday, March 11, 2008 No Class (Spring Break)
Thursday, March 13, 2008 No Class (Spring Break)
16 Tuesday, March 18, 2008 Real-life Entrepreneurial Adventures The MouseDriver Chronicles (pp.88-256)
17 Thursday, March 20, 2008 The Business Model Barringer and Ireland (Ch. 6 pp. 161-181)
18 Tuesday, March 25, 2008 Business Planning; Writing a Business Plan (session 1)
Barringer and Ireland (Ch. 4 pp. 99-118); Business
Planning Resource Guide (posted on Blackboard)
19 Thursday, March 27, 2008 Business Planning; Writing a Business Plan (session 2) R&R Case
20 Tuesday, April 01, 2008
No Class (Team meeting with instructor to discuss
concept plan for New Venture Simulation project)
Concept Plan for New Venture Simulation is due 24
hours prior to meeting (team assignment)
21 Thursday, April 03, 2008
Sales and Marketing Workshop; Branding; Marketing
Plans; Positioning; The four P's: Pricing, Promotion;
Product, and Place; Advertising Barringer and Ireland (Ch 11 pp. 315-335)
22 Tuesday, April 08, 2008 Sales and Marketing Workshop (continued)
"The Very Model of a Modern Marketing Plan" by
Shelly Reese
23 Thursday, April 10, 2008
Group Project; In-class sales of product for New Venture
Simulation Project
24 Tuesday, April 15, 2008 Financial Capital Barringer and Ireland (Ch 10 pp. 283-303)
25 Thursday, April 17, 2008
Group Project--Investor Presentation for New Venture
Simulation project In-class presentations (team assignment)
26 Tuesday, April 22, 2008 Financing the Entrepreneurial Venture
Guest Speakers: Meet at 11:00 a.m. in Kirby B02
(Regular Class cancelled)
27 Thursday, April 24, 2008
Social Capital/Networking; Other Forms of
Entrepreneurship
Barringer and Ireland (Ch 15 pp. 439-464); "The Six
Degrees of Lois Weisberg," The New Yorker
28 Tuesday, April 29, 2008 Course Summary; Exam Review
29 TBA Final Exam
doc_804402546.pdf