Description
On this brief illustration with regards to management fundamentals of entrepreneurship.
MANAGEMENT 358.03 Schedule # 76845
FUNDAMENTALS OF ENTREPRENEURSHIP
Spring, 2015
COURSE SYLLABUS
Instructor: Michael L. Sloan, Dept. of Management
Office and Phone: Student Service East (SSE) 3409
Emergencies: 858-449-9419
E-mail: [email protected]
Office Hours: Tues. 10:00-10:45 am
Weds. 4:00-6:45pm
Class Time and Room: Tues and Thurs. 11-12:15pm Rm AH 3113
Required Texts:
The New Business Road Test, Mullins 4
th
Ed.
Business Model Generation: Alexander Osterwalder & Yves Pigneur 2010. Complete text not required
but can be purchased on Amazon.com. First 72 pages on BB.
Assorted Readings posted on Blackboard
COURSE DESCRIPTION
This course provides an overview of the entrepreneurial process and prepares students for an
entrepreneurial mindset. Content-wise, we will begin the class with discussions of the entrepreneurial
process. Then we systematically walk through the entrepreneurial process of searching opportunities,
assembling resources, launching new venture, running the business and harvesting the rewards. This
course engages students through a variety of learning activities. Through a combination of lectures,
case analyses, lab days, video days, discussion and exercises, we will learn about the challenges and
issues confronting people who are considering, are in the process of, and/or already started up their
own businesses.
STUDENT LEARNING OUTCOMES
“You’re challenged to design the most impactful and feasible idea model possible.”
Upon completion of this course, you will be able to:
1. Explain why entrepreneurship can be viewed as arising out of the intersection of enterprising people
and opportunities
2. Define entrepreneurial opportunities and explain why such opportunities exist
3. Explain why cognitive processes provide an important foundation for understanding creativity and
opportunity recognition
4. Explain why entrepreneurs need to gather several kinds of information before launching their new
ventures and describe the nature of that information
5. Explain the difference between human capital and social capital and indicate why the founding team
of new ventures should be high in both
6. Explain the basic principles of financial management, including balance sheets, income statements,
and cash flow statements
7. Define real customer need and explain why an entrepreneur should seek to develop a product or
service that meets a real need
8. Describe how entrepreneurs can prevent others from learning about their business ideas, and list the
barriers entrepreneurs can use to prevent competitors from imitating these ideas
Student Deliverables: Instructions EVERY STUDENT IS REQUIRED TO TURN IN A COPY OF THEIR PPT
OR PAPER REGARDLESS IF THEY ARE CHOSEN TO PRESENT OR NOT.
1. Ideation and Trend Spotting:
Individual Emerging Entrepreneurial Trends Research Project: For this assignment, you will
choose a key trend or set of trends that you believe will have a significant impact on future
entrepreneurial opportunities and business models. It may also be helpful to identify
entrepreneurs or executives in companies who have developed business models to exploit these
trends. If possible, conduct an interview with one or more of these individuals. This is a visual
presentation which includes the following 7 slides: No more than 6 words on a slide. Visual are
more important to depict your thoughts and ideas. 5 Minutes Maximum
1. Describe the nature of the trend that point to a new business opportunity
2. What underlying forces are driving these trends? Do you believe that these trends
represent a short-term fad or do they represent key transformation in our society
3. To what extent do these trends represent key transformations in our society?
4. To what extent do these trends already led to emerging new business models? In what
ways have we seen business model innovation that incorporates these trends?
5. Are these trends best exploited by new start-up entrepreneurs or established firms?
6. Identify and describe a specific entrepreneur or company who is actively pursuing
opportunities around these emerging trends? What are their prospects for success?
7. What do you see as future opportunities for entrepreneurs to design and exploit new
businesses?
2. What Does it Take to Become an Entrepreneur:
Interview and Entrepreneur for Compare and Contrast within your Team: Individual students
will talk to community entrepreneurs and then meet with their team to compare and contrast
characteristics of different entrepreneurs and get familiar with challenges of being an
entrepreneur; student groups to present compilation of entrepreneur profiles in order identify
characteristics such as tenacity, vision etc. Talk to different type of entrepreneurs (for instance,
one team member talk to a franchisee, one team member talk to a life style entrepreneur and
another talk to a corporate entrepreneur) so you can see the difference between different types
of entrepreneurs. The only requirement is that the person you interview must have started his
or her own business, or been part of the founding team. Success or failure of the venture is not
important. The interview may be structured but should include questions about how and why
the venture was started, what were the benefits and drawbacks of working in a small business,
and what advices to get if you were to start a business. Maximum 10 minute verbal
presentation of the interview that was recorded on a structured paper not to exceed 10
questions.
3. Pitching Your Big Idea:
Define a business concept based from your trend analysis in Assignment #1
Develop one or more new business concepts to pursue a business opportunity. One-page report
of the business concept describing the following: what is your idea, who are your customers,
why would they buy, how are you going to reach your customers, and what could go wrong. 60
sec-3 min. Use the “Anatomy of a Pitch” posted on BB.
4. Business Model Concept Draft:
Articulate the core components of business model
You will be assigned a business idea and each team will articulate the assumptions/hypotheses
underlying each building block.
5. Business Model Key Concept Exam:
Using the Business Model Generation Text, you will be required to match the appropriate
descriptions and examples for each building block.
6. R&R Case Study
7. Marston Case Study
Assignment
% of
Grade
( up to )
Type
Trend Presentation
10%
Essay & PPT Individual
Entrepreneur Interview
10%
Verbal
Presentation
Individual and
Group
Pitch your Big Idea
10%
Individual
Business
Model Canvas Draft
10%
Canvas Team
Business
Model Exam
20%
Scantron Individual
R&R Case Study
15%
Scantron Individual
Marston Case Study
10%
PPT Team
Final Exam
15%
Scantron Individual
TOTAL 100%
Grades Conversion (Percentiles vs. Letter Grade)
94-100%=A 80-82%=B- 67-69%=D+
90-93%=A- 77-79%=C+ 63-66%=D
87-89%=B+ 73-76%=C 60-62%=D-
83-86%=B 70-72%=C- Below 60%=F
PEER EVALUATION:
At the term end, you will be asked to submit a confidential peer evaluation of group members. Honesty
and objectivity in the assessment is expected. Based upon the group’s perceived level of the individual’s
contributions to the overall effort, individual member’s grade on the group reports may be adjusted
upwards or downwards.
CLASS POLICIES
Attendance: Attendance will be taken. 2 absences during the semester will result in 2 pt. reduction in
your final grade points.
Assignments: You must be present the day the assignment is due to get credit.
Class preparation: Reading assignments and cases for class discussions should be prepared in advance
of class meetings. Lecture Notes are uploaded to the Blackboard before class.
Name card: Every student is expected to bring a name card with him/her to every class.
Conduct: Attentiveness in class pays off in grades. Reading irrelevant materials during class (e.g.,
newspapers), sleeping in class, or distracting behavior during class will not be permitted. Lateness to
class disrupts the activities and is never appreciated by either your fellow students or me.
Laptops and smartphones . Use of interactive technology is allowed only when it is required for an
assignment. Please do not have your device visible during lectures. This includes all laptops and cell
phones. Photos or recordings of lectures are not permitted without the expressed written consent of
the Professor prior to class. Violation of this policy is subject to grade reduction at the discretion of the
Professor. Warnings will not be made.
Note taking will be handwritten only.
Lateness of submission: Assignments submitted after the due date will result in grade drop of 5% for
each day late.
Class grade: Assignment grades and exam grades are uploaded in Blackboard in due time. The grade for
the entire class is to be provided on the Webportal after grading of the Final Examination. The
breakdown of the class grade is to be provided on the Blackboard a week after it appears on Webportal.
Written Reports:
All written work is to be typed using letter sized papers (8.5x11 inches) with at least 1-inch margins and
11-point Times New Roman text. Put page number your document (no page number on the cover page,
put page number in the rest of the document). All bibliography should use American Psychological
Association (APA) format, which is available
athttp://owl.english.purdue.edu/handouts/research/r_apa.html .
Class Schedule:
Week Dates Topic Reading Assignments due
same class
1 Jan 22 Course Overview
“ Do You Have What it Takes”?
What drives your
entrepreneurial dream?
The Entrepreneurial Process
Mindset, Skills, and Topics
New Business Road Test
Chapters 1 and 6
2 27 Opportunity Recognition
Trend Analysis
BB- 2015 Trend Report
And
BB- Finding and Evaluating
the Opportunity
BB – Identifying Venture
Opportunities
3 29 Why will or won’t this Work?
Feasibility vs. Business Plans
New Business Road Test
Chapter 10
4 Feb. 3 Trend Research Presentations-
Random Selection
New Business Road Test
Chapters 3,4,5
5 5 Do-it-Yourself Market Research
Assessing the Attractiveness of
the Market and Industryhttps://www.udacity.com/co
urse/ep245
BB- Business Model
Generation pages 1-72
6 10 Business Model Process and
the 9 Building Blocks.
1.The “ Canvanizer” First Draft
BB- Hypothesis-Drive
Entrepreneurship
BB- Why the Lean Start-Up
Changes Everything
7 12 2.Developing your Assumptions BB – Finding the Right
Product for Your Job
8 17 Canvas Presentations-Random
Selection
9 19 3.Testing Your Hypothesis and
Creating Effective
Questionnaires and Market
Research Tools
4.“ Pivoting” after testing
BB-Customer Development
Interviewshttp://www.cindyalvarez.com
/communication/customer-
development-interviews-
how-to-what-you-should-be-
learning
10 24 Financial Feasibility BB-Financing the Business
11 26 Bootstrapping
Kickstarter Campaigns
BB-Bootstrap Finance: The Art
of Start-Ups
12 Mar. 3 Pitching Your Idea
Presentations-Random
Selection
BB-Anatomy of a Pitch
BB- How to Make your Case in
30 seconds or less
13 5 Resources for New Start-Ups
Incubators, SBA
Zahn Pitch Fest
14 10 Midterm Exam
Business Model Concepts
R&R Case Study
15 12 Legal Aspects of
Entrepreneurship
Types of Legal Entities
BB- Outline of Founders
Internal Organizational Issues
16 17 Intellectual Property
Licenses and Patents
BB- License Agreement
License Term Sheet
17 19 Product Development -MVP
18 24 Risk Management BB- Managing Risk
19 26 NO CLASS SPRING BREAK 30-3
20 April 7 Marketing and Social Media
for Start Ups – Guest Speaker
21 9 R&R Case Study Exam ( on BB)
22 14 Social Entrepreneurship and
Franchising
BB – For Profit Social
Ventures
BB – Frugal Engineering
23 16 Social Entrepreneurship
continued
Marston Case Study
24 21 Marston Case Study
Presentation- Random
Selection
25 23 Guest Speaker
25 28 Personal Interview with
Entrepreneurs Presentations
27 30 Personal Interview with
Entrepreneurs
28 May 5 Venture Capital BB – Uber and VC
29 7 Growing Pains and Scaling BB- Why Entrepreneurs Don’t
Scale
30 May 8-
14
FINAL EXAM
doc_842028407.pdf
On this brief illustration with regards to management fundamentals of entrepreneurship.
MANAGEMENT 358.03 Schedule # 76845
FUNDAMENTALS OF ENTREPRENEURSHIP
Spring, 2015
COURSE SYLLABUS
Instructor: Michael L. Sloan, Dept. of Management
Office and Phone: Student Service East (SSE) 3409
Emergencies: 858-449-9419
E-mail: [email protected]
Office Hours: Tues. 10:00-10:45 am
Weds. 4:00-6:45pm
Class Time and Room: Tues and Thurs. 11-12:15pm Rm AH 3113
Required Texts:
The New Business Road Test, Mullins 4
th
Ed.
Business Model Generation: Alexander Osterwalder & Yves Pigneur 2010. Complete text not required
but can be purchased on Amazon.com. First 72 pages on BB.
Assorted Readings posted on Blackboard
COURSE DESCRIPTION
This course provides an overview of the entrepreneurial process and prepares students for an
entrepreneurial mindset. Content-wise, we will begin the class with discussions of the entrepreneurial
process. Then we systematically walk through the entrepreneurial process of searching opportunities,
assembling resources, launching new venture, running the business and harvesting the rewards. This
course engages students through a variety of learning activities. Through a combination of lectures,
case analyses, lab days, video days, discussion and exercises, we will learn about the challenges and
issues confronting people who are considering, are in the process of, and/or already started up their
own businesses.
STUDENT LEARNING OUTCOMES
“You’re challenged to design the most impactful and feasible idea model possible.”
Upon completion of this course, you will be able to:
1. Explain why entrepreneurship can be viewed as arising out of the intersection of enterprising people
and opportunities
2. Define entrepreneurial opportunities and explain why such opportunities exist
3. Explain why cognitive processes provide an important foundation for understanding creativity and
opportunity recognition
4. Explain why entrepreneurs need to gather several kinds of information before launching their new
ventures and describe the nature of that information
5. Explain the difference between human capital and social capital and indicate why the founding team
of new ventures should be high in both
6. Explain the basic principles of financial management, including balance sheets, income statements,
and cash flow statements
7. Define real customer need and explain why an entrepreneur should seek to develop a product or
service that meets a real need
8. Describe how entrepreneurs can prevent others from learning about their business ideas, and list the
barriers entrepreneurs can use to prevent competitors from imitating these ideas
Student Deliverables: Instructions EVERY STUDENT IS REQUIRED TO TURN IN A COPY OF THEIR PPT
OR PAPER REGARDLESS IF THEY ARE CHOSEN TO PRESENT OR NOT.
1. Ideation and Trend Spotting:
Individual Emerging Entrepreneurial Trends Research Project: For this assignment, you will
choose a key trend or set of trends that you believe will have a significant impact on future
entrepreneurial opportunities and business models. It may also be helpful to identify
entrepreneurs or executives in companies who have developed business models to exploit these
trends. If possible, conduct an interview with one or more of these individuals. This is a visual
presentation which includes the following 7 slides: No more than 6 words on a slide. Visual are
more important to depict your thoughts and ideas. 5 Minutes Maximum
1. Describe the nature of the trend that point to a new business opportunity
2. What underlying forces are driving these trends? Do you believe that these trends
represent a short-term fad or do they represent key transformation in our society
3. To what extent do these trends represent key transformations in our society?
4. To what extent do these trends already led to emerging new business models? In what
ways have we seen business model innovation that incorporates these trends?
5. Are these trends best exploited by new start-up entrepreneurs or established firms?
6. Identify and describe a specific entrepreneur or company who is actively pursuing
opportunities around these emerging trends? What are their prospects for success?
7. What do you see as future opportunities for entrepreneurs to design and exploit new
businesses?
2. What Does it Take to Become an Entrepreneur:
Interview and Entrepreneur for Compare and Contrast within your Team: Individual students
will talk to community entrepreneurs and then meet with their team to compare and contrast
characteristics of different entrepreneurs and get familiar with challenges of being an
entrepreneur; student groups to present compilation of entrepreneur profiles in order identify
characteristics such as tenacity, vision etc. Talk to different type of entrepreneurs (for instance,
one team member talk to a franchisee, one team member talk to a life style entrepreneur and
another talk to a corporate entrepreneur) so you can see the difference between different types
of entrepreneurs. The only requirement is that the person you interview must have started his
or her own business, or been part of the founding team. Success or failure of the venture is not
important. The interview may be structured but should include questions about how and why
the venture was started, what were the benefits and drawbacks of working in a small business,
and what advices to get if you were to start a business. Maximum 10 minute verbal
presentation of the interview that was recorded on a structured paper not to exceed 10
questions.
3. Pitching Your Big Idea:
Define a business concept based from your trend analysis in Assignment #1
Develop one or more new business concepts to pursue a business opportunity. One-page report
of the business concept describing the following: what is your idea, who are your customers,
why would they buy, how are you going to reach your customers, and what could go wrong. 60
sec-3 min. Use the “Anatomy of a Pitch” posted on BB.
4. Business Model Concept Draft:
Articulate the core components of business model
You will be assigned a business idea and each team will articulate the assumptions/hypotheses
underlying each building block.
5. Business Model Key Concept Exam:
Using the Business Model Generation Text, you will be required to match the appropriate
descriptions and examples for each building block.
6. R&R Case Study
7. Marston Case Study
Assignment
% of
Grade
( up to )
Type
Trend Presentation
10%
Essay & PPT Individual
Entrepreneur Interview
10%
Verbal
Presentation
Individual and
Group
Pitch your Big Idea
10%
Individual
Business
Model Canvas Draft
10%
Canvas Team
Business
Model Exam
20%
Scantron Individual
R&R Case Study
15%
Scantron Individual
Marston Case Study
10%
PPT Team
Final Exam
15%
Scantron Individual
TOTAL 100%
Grades Conversion (Percentiles vs. Letter Grade)
94-100%=A 80-82%=B- 67-69%=D+
90-93%=A- 77-79%=C+ 63-66%=D
87-89%=B+ 73-76%=C 60-62%=D-
83-86%=B 70-72%=C- Below 60%=F
PEER EVALUATION:
At the term end, you will be asked to submit a confidential peer evaluation of group members. Honesty
and objectivity in the assessment is expected. Based upon the group’s perceived level of the individual’s
contributions to the overall effort, individual member’s grade on the group reports may be adjusted
upwards or downwards.
CLASS POLICIES
Attendance: Attendance will be taken. 2 absences during the semester will result in 2 pt. reduction in
your final grade points.
Assignments: You must be present the day the assignment is due to get credit.
Class preparation: Reading assignments and cases for class discussions should be prepared in advance
of class meetings. Lecture Notes are uploaded to the Blackboard before class.
Name card: Every student is expected to bring a name card with him/her to every class.
Conduct: Attentiveness in class pays off in grades. Reading irrelevant materials during class (e.g.,
newspapers), sleeping in class, or distracting behavior during class will not be permitted. Lateness to
class disrupts the activities and is never appreciated by either your fellow students or me.
Laptops and smartphones . Use of interactive technology is allowed only when it is required for an
assignment. Please do not have your device visible during lectures. This includes all laptops and cell
phones. Photos or recordings of lectures are not permitted without the expressed written consent of
the Professor prior to class. Violation of this policy is subject to grade reduction at the discretion of the
Professor. Warnings will not be made.
Note taking will be handwritten only.
Lateness of submission: Assignments submitted after the due date will result in grade drop of 5% for
each day late.
Class grade: Assignment grades and exam grades are uploaded in Blackboard in due time. The grade for
the entire class is to be provided on the Webportal after grading of the Final Examination. The
breakdown of the class grade is to be provided on the Blackboard a week after it appears on Webportal.
Written Reports:
All written work is to be typed using letter sized papers (8.5x11 inches) with at least 1-inch margins and
11-point Times New Roman text. Put page number your document (no page number on the cover page,
put page number in the rest of the document). All bibliography should use American Psychological
Association (APA) format, which is available
athttp://owl.english.purdue.edu/handouts/research/r_apa.html .
Class Schedule:
Week Dates Topic Reading Assignments due
same class
1 Jan 22 Course Overview
“ Do You Have What it Takes”?
What drives your
entrepreneurial dream?
The Entrepreneurial Process
Mindset, Skills, and Topics
New Business Road Test
Chapters 1 and 6
2 27 Opportunity Recognition
Trend Analysis
BB- 2015 Trend Report
And
BB- Finding and Evaluating
the Opportunity
BB – Identifying Venture
Opportunities
3 29 Why will or won’t this Work?
Feasibility vs. Business Plans
New Business Road Test
Chapter 10
4 Feb. 3 Trend Research Presentations-
Random Selection
New Business Road Test
Chapters 3,4,5
5 5 Do-it-Yourself Market Research
Assessing the Attractiveness of
the Market and Industryhttps://www.udacity.com/co
urse/ep245
BB- Business Model
Generation pages 1-72
6 10 Business Model Process and
the 9 Building Blocks.
1.The “ Canvanizer” First Draft
BB- Hypothesis-Drive
Entrepreneurship
BB- Why the Lean Start-Up
Changes Everything
7 12 2.Developing your Assumptions BB – Finding the Right
Product for Your Job
8 17 Canvas Presentations-Random
Selection
9 19 3.Testing Your Hypothesis and
Creating Effective
Questionnaires and Market
Research Tools
4.“ Pivoting” after testing
BB-Customer Development
Interviewshttp://www.cindyalvarez.com
/communication/customer-
development-interviews-
how-to-what-you-should-be-
learning
10 24 Financial Feasibility BB-Financing the Business
11 26 Bootstrapping
Kickstarter Campaigns
BB-Bootstrap Finance: The Art
of Start-Ups
12 Mar. 3 Pitching Your Idea
Presentations-Random
Selection
BB-Anatomy of a Pitch
BB- How to Make your Case in
30 seconds or less
13 5 Resources for New Start-Ups
Incubators, SBA
Zahn Pitch Fest
14 10 Midterm Exam
Business Model Concepts
R&R Case Study
15 12 Legal Aspects of
Entrepreneurship
Types of Legal Entities
BB- Outline of Founders
Internal Organizational Issues
16 17 Intellectual Property
Licenses and Patents
BB- License Agreement
License Term Sheet
17 19 Product Development -MVP
18 24 Risk Management BB- Managing Risk
19 26 NO CLASS SPRING BREAK 30-3
20 April 7 Marketing and Social Media
for Start Ups – Guest Speaker
21 9 R&R Case Study Exam ( on BB)
22 14 Social Entrepreneurship and
Franchising
BB – For Profit Social
Ventures
BB – Frugal Engineering
23 16 Social Entrepreneurship
continued
Marston Case Study
24 21 Marston Case Study
Presentation- Random
Selection
25 23 Guest Speaker
25 28 Personal Interview with
Entrepreneurs Presentations
27 30 Personal Interview with
Entrepreneurs
28 May 5 Venture Capital BB – Uber and VC
29 7 Growing Pains and Scaling BB- Why Entrepreneurs Don’t
Scale
30 May 8-
14
FINAL EXAM
doc_842028407.pdf