Description
During this detailed information in relation to promote an entrepreneurial culture.
Course Syllabus
Entrepreneurship
August – december 2014
Professors:
Armando Borda
Javier Del Carpio
Estuardo Lu
2
I. General information
Course : Entrepreneurship Code : 03356
Pre-requisite : It depends on the career Semester : 2014-II
Credits : 4
II. Course description
The course involves theory and practice. Its main goal is to promote an entrepreneurial
culture.
It involves the identification, motivation, orientation and development of the individuals’
potential. Further, the course relate these individual capabilities with entrepreneurial
competences and helps students to understand the needs from the environment to
generate business ideas, to identify business opportunities and to structure business
plans that help students to create sustainable and competitive companies in both the
national and international markets.
This course is designed to help you understand the meaning of both entrepreneurship
and entrepreneur, to help you decide if and when you want to follow an entrepreneurial
path, and to give you some basic tools to pursue such a path successfully.
In particular, the course aims to help the participants: first, to identify and evaluate
business opportunities; second, to evolve from a business idea to a business concept
and third, to establish the basis to exploit the “winning concept” that you, as an
entrepreneur, have developed.
Over the course we will expand the definition of an entrepreneur beyond what we
typically consider an entrepreneur (i.e., a person to starts and/ or runs a business) to
include people who are entrepreneurs within other companies. We will do this for two
reasons. First, as you will see, many entrepreneurs spend years developing skills and
experience as traditional employees working for others before venturing out on their
own. Second, I believe that the mind-set and skills that can make you a successful
entrepreneur are the same ones that can make you a successful executive. Indeed,
high-growth, innovative companies need entrepreneurs to drive growth and innovation
within their companies.
Despite that this is a regular course; independent study is an integrated part of the
class requirements. In every week, participants not only will have a direct interaction
with the instructor through “on campus” classes but also will be required to do
independent study during the week (to be prepared for potential quizzes). The
teaching style will mix theory and academic concepts with practical applications.
III. Learning objectives
As a result of taking this course, students will satisfy the following curriculum objectives
by being able to:
? Demonstrate written communication skills in both academic and professional
assignments.
? Propose, evaluate and defend possible solutions about a specific problem.
? Identify the social responsibility of a particular company about its customers,
suppliers and other stakeholders.
? Demonstrate competence in basic concepts and principles in different fields
such as: business, accounting, economy, finance and marketing.
? Develop operating plans for each of the functional areas of the company.
? Formulate and evaluate investments.
3
IV. Teaching methodology
The course will accomplish the learning objectives through a diverse mix of methods
and activities, including:
• Analysis and discussion of at least one or more actual cases
• Guest speaker presentations and dialogue
• Case studies and exercises.
• Work in teams to prepare a feasibility plan
• Presenting the outcome of the feasibility plan
V. Grading
Course Requirements
Weights
Mid-term exam 20%
Final-exam 25%
Participation / Quizzes 15%
Individual assignment 1 - Elevator Pitch 5%
Group project:
- Selection of the idea 5%
- Canvas Model 50%
o Segments & Value Proposition (10%)
o Channels & Customer Relationships (15%)
o Revenue Streams & Key Resources (20%)
o Key Activities, Key Partners & Cost Structure
(25%)
o Canvas Model (30%)
- Feasibility Analysis 45%
25%
Individual assignment 2 – Individual report 5%
Individual assignment 3 – CSR initiatives 5%
Total 100%
Exams:
We will have two exams during the term. The mid-term exam will cover the business
model book (Osterwalder and Pigneur, 2009) and chapters 1 and 2 of Barringer and
Ireland´s book. The final exam will focus on the Entrepreneurship book (Barringer and
Ireland, 2010). It will cover only the chapters discussed in class after the midterm
exam.
Participation / Quizzes:
It is your responsibility to read all assigned readings prior to class. Hence,
unannounced quizzes can be taken during the semester at any time during each
session. Attendance is mandatory.
4
Do not expect to get full credit for participation if:
? You arrive late or leave early.
? Have your laptop open, use your blackberry or I-phone during class or simply
do not follow the class.
? Never say a thing in class.
? You fail in the unannounced quizzes.
Individual Assignment 1: Elevator Pitch:
Each student in the class must come up with a business idea and a related
concept statement (instructions on what to include in a two-page concept statement
will be provided in class). It can be any kind of a business idea you think would be
interesting and worth pursuing, but I encourage you to think about a business idea with
growth potential.
Every student must deliver an “elevator pitch” about his / her idea and hand in a two
page concept statement. After hearing everyone’s business ideas, students will form
groups of four members. Each group needs to pick one of the business ideas
presented by the group members. To select the idea, the group must use the “first
screen” template provided. The group will develop the business model and the final
feasibility analysis based on the idea selected.
Group Projects:
There are two main group assignments in this class: The development of the Canvas
Model and the Feasibility Analysis. Both assignments are related to each other. In fact,
you can´t develop the feasibility analysis if previously you didn´t work on your business
model.
a) CANVAS MODEL:
During the first part of the class, each group will build a nine blocks business model in
5 steps. In the first step, the groups should develop the first two components of the
canvas model (Customer Segments and Value Proposition). In the second step, the
groups must present both the information included in the first step plus the Channels
and Customer Relationships components of the canvas model. In the third step, the
groups must present the information presented in the first and second steps plus the
Revenue Streams & Key Resources components of the canvas model. In the fourth
step, the groups must present the information included in the first three steps plus the
Key Activities, Key Partners & Cost Structure. In the final step, each group must
present the complete CANVAS Model. It is expected that from one assignment to the
next, every component of the canvas model will be updated and keep coherent with the
newly included components.
b) Feasibility Analysis:
The final assignment consists of two parts: A presentation and a written
feasibility analysis.
5
Presentation: Prepare a 10-minute-Powerpoint business “pitch” on your group’s
business concept. After each presentation, we will have a few minutes for questions
and answers about your business idea.
Think of your business concept as if you were presenting it to the board of directors or
to prospective investors. You can use all the knowledge you have gained over the
course of this class to put together a good & convincing presentation of your
business concept. Why should an investor buy your idea? Remember to be fair to
yourself and to your audience – as important as identifying the strengths of your idea is
to identify and address its weaknesses!
You can be creative with your presentation, but remember that even though pictures
are nice, investors are interested in facts!
Written assignment: Hand in a 20-page feasibility analysis report. This report should
contain more information than the slides of your presentation. In the report, you can dig
deeper into the critical issues affecting your business idea. More information on the
content of the feasibility analysis will be given in class, but you should address at least
the following issues:
? What is the problem your idea is solving?
? Assess the market (customers, competition, industry trends) for your new
business idea;
? Describe your basic revenue model: Who will be paying to you? Why are they
willing to pay? What are they paying for? Where do you expect to find the initial
capital need to launch the business? A rough estimate of how much you would
need?
? Evaluate whether you and your management team possess the characteristics
required for entrepreneurial success. How would you complete the
competences and skills your team needs?
Individual Assignment 2: Individual Report:
You need to prepare a 10 page summary of the group project. This summary must be
done individually and in Spanish. Specific instructions will be provided in the first week
of classes.
Individual assignment 3: CSR initiatives
You need to identify the relevant stakeholders that will dealt with your company and
analyze the social performance of the firm relative to each of those groups. This is an
individual project. Specific instructions will be provided in the first week of classes.
6
VI. Course calendar
WEEK TOPICS ASSIGNMENTS
1st
Agust 21-27
Introduction to the course.
Introduction to entrepreneurship
Recognizing opportunities and generating ideas.
Barringer, B. & Ireland R.D. Chapter 1 pp. 3-36
Barringer, B. & Ireland R.D. Chapter 2 pp. 40-72
2nd
Augut 28 to
September 3
Recognizing opportunities and generating ideas.
ELEVATOR PITCH PRESENTATIONS by
students. (2
nd
class of the week).
Assignment due: Individual
business idea and elevator
pitch. An elevator pitch is a
brief overview of an idea for
a product, service or project.
Osterwalder, A. & Pigneur, Y. Intro pp. 1-51
3rd
September 4-10
Assignment due: Each group
will justify the reasons
behind the selection of the
idea for the new venture.
The groups will use the first
screen framework to explain
such selection.
Feasibility analysis. – First screen
Selection of projects – presentations by students
4
th
September 11-17
Intro to CANVAS
Components Customer Segments and Value
Proposition
Osterwalder, A. & Pigneur, Y. Designs. pp. 122-195
5
th
September 18-24
Presentation by students – Components segments
and value proposition.
Components Channels and Customer Relationships
Assignment due: Detail the
customer segments and the
value proposition of your
company (max 2 pages for
each component).
Osterwalder, A. & Pigneur, Y. 2009. Patterns. pp. 51-121
6th
September 25 to
October 1
Presentation by students – Components channels
and Customer Relationships
Revenue Streams and Key Resources
Assignment due: Detail the
channels used and the
management of customer
relationships. Be sure that
these components are linked
with the ones included in the
1
st
assignment (max 2 pages
for each component).
Osterwalder, A. & Pigneur, Y. Strategy pp.196-241
7th
October 2 to 8
Presentation by students – Revenue streams, Key
Resources and Cost structure.
Key Activities, Key Partners and Cost Structure
Assignment due: Detail the
revenue streams and key
resources of your company.
Be sure that these
components are linked with
the ones included in the 1
st
and 2
nd
assignments (max 2
pages for each component).
Osterwalder, A. & Pigneur, Y. Process pp.242-281
7
8
th
October 9 to 11
Support business case
(if needed)
8
th and
9
th
October 13-18
Mid-term Exam
9th
October 20-22
CANVAS PRESENTATION
Assignment due: Present
your CANVAS MODEL
Barringer, B. & Ireland R.D. Chapter 6 pp. 177-205.
10th
October 23-29
Feasibility Analysis - Product/service Feasiblity
Assignment Due: Solve the
CSR assignment (Individual
Assignment 3).
Barringer, B. & Ireland R.D. Chapter 3 pp. 77-109
11th
October 30 to
November 5
Feasibility Analysis - Industry and Competitor
Analysis
Barringer, B. & Ireland R.D. Chapters 5 pp. 145-175.
12th
November 6-12
Building a new-venture team
Assessing a new venture´s financial strength and
viability
Barringer, B. & Ireland R.D. Chapter 8 pp. 249-283 &
Chapter 9 pp. 285-312
13th
November 13-19
Getting Financing and Funding
Barringer, B. & Ireland R.D. Chapter 10 pp. 316-350.
14th
November 20-26
Preparing and evaluating the challenges of growth //
Strategies of firm growth.
Assignment due: a) Final
group report. Present your
feasibility analysis. b):
Individual assignment 2.
Barringer, B. & Ireland R.D. Chapters 13 & 14 pp. 425-485
15th
November 27 to
December 3
PROJECT FINAL PRESENTATIONS
Presentations
16
th
December 5-12
Final Exam
VII. Textbook
Business Model Generation
Osterwalder, A. & Pigneur, Y. (2009) ISBN; 978-2-8399-0580-0
Entrepreneurship: Successfully Launching New Ventures
Barringer, B. & Ireland D., (2010) Pearson,, 3rd Edition. ISBN: 0136083536
VIII. Professors
Armando Borda, Ph.D. [email protected]
Javier Del Carpio, Dr. [email protected]
Estuardo Lu [email protected]
doc_681294109.pdf
During this detailed information in relation to promote an entrepreneurial culture.
Course Syllabus
Entrepreneurship
August – december 2014
Professors:
Armando Borda
Javier Del Carpio
Estuardo Lu
2
I. General information
Course : Entrepreneurship Code : 03356
Pre-requisite : It depends on the career Semester : 2014-II
Credits : 4
II. Course description
The course involves theory and practice. Its main goal is to promote an entrepreneurial
culture.
It involves the identification, motivation, orientation and development of the individuals’
potential. Further, the course relate these individual capabilities with entrepreneurial
competences and helps students to understand the needs from the environment to
generate business ideas, to identify business opportunities and to structure business
plans that help students to create sustainable and competitive companies in both the
national and international markets.
This course is designed to help you understand the meaning of both entrepreneurship
and entrepreneur, to help you decide if and when you want to follow an entrepreneurial
path, and to give you some basic tools to pursue such a path successfully.
In particular, the course aims to help the participants: first, to identify and evaluate
business opportunities; second, to evolve from a business idea to a business concept
and third, to establish the basis to exploit the “winning concept” that you, as an
entrepreneur, have developed.
Over the course we will expand the definition of an entrepreneur beyond what we
typically consider an entrepreneur (i.e., a person to starts and/ or runs a business) to
include people who are entrepreneurs within other companies. We will do this for two
reasons. First, as you will see, many entrepreneurs spend years developing skills and
experience as traditional employees working for others before venturing out on their
own. Second, I believe that the mind-set and skills that can make you a successful
entrepreneur are the same ones that can make you a successful executive. Indeed,
high-growth, innovative companies need entrepreneurs to drive growth and innovation
within their companies.
Despite that this is a regular course; independent study is an integrated part of the
class requirements. In every week, participants not only will have a direct interaction
with the instructor through “on campus” classes but also will be required to do
independent study during the week (to be prepared for potential quizzes). The
teaching style will mix theory and academic concepts with practical applications.
III. Learning objectives
As a result of taking this course, students will satisfy the following curriculum objectives
by being able to:
? Demonstrate written communication skills in both academic and professional
assignments.
? Propose, evaluate and defend possible solutions about a specific problem.
? Identify the social responsibility of a particular company about its customers,
suppliers and other stakeholders.
? Demonstrate competence in basic concepts and principles in different fields
such as: business, accounting, economy, finance and marketing.
? Develop operating plans for each of the functional areas of the company.
? Formulate and evaluate investments.
3
IV. Teaching methodology
The course will accomplish the learning objectives through a diverse mix of methods
and activities, including:
• Analysis and discussion of at least one or more actual cases
• Guest speaker presentations and dialogue
• Case studies and exercises.
• Work in teams to prepare a feasibility plan
• Presenting the outcome of the feasibility plan
V. Grading
Course Requirements
Weights
Mid-term exam 20%
Final-exam 25%
Participation / Quizzes 15%
Individual assignment 1 - Elevator Pitch 5%
Group project:
- Selection of the idea 5%
- Canvas Model 50%
o Segments & Value Proposition (10%)
o Channels & Customer Relationships (15%)
o Revenue Streams & Key Resources (20%)
o Key Activities, Key Partners & Cost Structure
(25%)
o Canvas Model (30%)
- Feasibility Analysis 45%
25%
Individual assignment 2 – Individual report 5%
Individual assignment 3 – CSR initiatives 5%
Total 100%
Exams:
We will have two exams during the term. The mid-term exam will cover the business
model book (Osterwalder and Pigneur, 2009) and chapters 1 and 2 of Barringer and
Ireland´s book. The final exam will focus on the Entrepreneurship book (Barringer and
Ireland, 2010). It will cover only the chapters discussed in class after the midterm
exam.
Participation / Quizzes:
It is your responsibility to read all assigned readings prior to class. Hence,
unannounced quizzes can be taken during the semester at any time during each
session. Attendance is mandatory.
4
Do not expect to get full credit for participation if:
? You arrive late or leave early.
? Have your laptop open, use your blackberry or I-phone during class or simply
do not follow the class.
? Never say a thing in class.
? You fail in the unannounced quizzes.
Individual Assignment 1: Elevator Pitch:
Each student in the class must come up with a business idea and a related
concept statement (instructions on what to include in a two-page concept statement
will be provided in class). It can be any kind of a business idea you think would be
interesting and worth pursuing, but I encourage you to think about a business idea with
growth potential.
Every student must deliver an “elevator pitch” about his / her idea and hand in a two
page concept statement. After hearing everyone’s business ideas, students will form
groups of four members. Each group needs to pick one of the business ideas
presented by the group members. To select the idea, the group must use the “first
screen” template provided. The group will develop the business model and the final
feasibility analysis based on the idea selected.
Group Projects:
There are two main group assignments in this class: The development of the Canvas
Model and the Feasibility Analysis. Both assignments are related to each other. In fact,
you can´t develop the feasibility analysis if previously you didn´t work on your business
model.
a) CANVAS MODEL:
During the first part of the class, each group will build a nine blocks business model in
5 steps. In the first step, the groups should develop the first two components of the
canvas model (Customer Segments and Value Proposition). In the second step, the
groups must present both the information included in the first step plus the Channels
and Customer Relationships components of the canvas model. In the third step, the
groups must present the information presented in the first and second steps plus the
Revenue Streams & Key Resources components of the canvas model. In the fourth
step, the groups must present the information included in the first three steps plus the
Key Activities, Key Partners & Cost Structure. In the final step, each group must
present the complete CANVAS Model. It is expected that from one assignment to the
next, every component of the canvas model will be updated and keep coherent with the
newly included components.
b) Feasibility Analysis:
The final assignment consists of two parts: A presentation and a written
feasibility analysis.
5
Presentation: Prepare a 10-minute-Powerpoint business “pitch” on your group’s
business concept. After each presentation, we will have a few minutes for questions
and answers about your business idea.
Think of your business concept as if you were presenting it to the board of directors or
to prospective investors. You can use all the knowledge you have gained over the
course of this class to put together a good & convincing presentation of your
business concept. Why should an investor buy your idea? Remember to be fair to
yourself and to your audience – as important as identifying the strengths of your idea is
to identify and address its weaknesses!
You can be creative with your presentation, but remember that even though pictures
are nice, investors are interested in facts!
Written assignment: Hand in a 20-page feasibility analysis report. This report should
contain more information than the slides of your presentation. In the report, you can dig
deeper into the critical issues affecting your business idea. More information on the
content of the feasibility analysis will be given in class, but you should address at least
the following issues:
? What is the problem your idea is solving?
? Assess the market (customers, competition, industry trends) for your new
business idea;
? Describe your basic revenue model: Who will be paying to you? Why are they
willing to pay? What are they paying for? Where do you expect to find the initial
capital need to launch the business? A rough estimate of how much you would
need?
? Evaluate whether you and your management team possess the characteristics
required for entrepreneurial success. How would you complete the
competences and skills your team needs?
Individual Assignment 2: Individual Report:
You need to prepare a 10 page summary of the group project. This summary must be
done individually and in Spanish. Specific instructions will be provided in the first week
of classes.
Individual assignment 3: CSR initiatives
You need to identify the relevant stakeholders that will dealt with your company and
analyze the social performance of the firm relative to each of those groups. This is an
individual project. Specific instructions will be provided in the first week of classes.
6
VI. Course calendar
WEEK TOPICS ASSIGNMENTS
1st
Agust 21-27
Introduction to the course.
Introduction to entrepreneurship
Recognizing opportunities and generating ideas.
Barringer, B. & Ireland R.D. Chapter 1 pp. 3-36
Barringer, B. & Ireland R.D. Chapter 2 pp. 40-72
2nd
Augut 28 to
September 3
Recognizing opportunities and generating ideas.
ELEVATOR PITCH PRESENTATIONS by
students. (2
nd
class of the week).
Assignment due: Individual
business idea and elevator
pitch. An elevator pitch is a
brief overview of an idea for
a product, service or project.
Osterwalder, A. & Pigneur, Y. Intro pp. 1-51
3rd
September 4-10
Assignment due: Each group
will justify the reasons
behind the selection of the
idea for the new venture.
The groups will use the first
screen framework to explain
such selection.
Feasibility analysis. – First screen
Selection of projects – presentations by students
4
th
September 11-17
Intro to CANVAS
Components Customer Segments and Value
Proposition
Osterwalder, A. & Pigneur, Y. Designs. pp. 122-195
5
th
September 18-24
Presentation by students – Components segments
and value proposition.
Components Channels and Customer Relationships
Assignment due: Detail the
customer segments and the
value proposition of your
company (max 2 pages for
each component).
Osterwalder, A. & Pigneur, Y. 2009. Patterns. pp. 51-121
6th
September 25 to
October 1
Presentation by students – Components channels
and Customer Relationships
Revenue Streams and Key Resources
Assignment due: Detail the
channels used and the
management of customer
relationships. Be sure that
these components are linked
with the ones included in the
1
st
assignment (max 2 pages
for each component).
Osterwalder, A. & Pigneur, Y. Strategy pp.196-241
7th
October 2 to 8
Presentation by students – Revenue streams, Key
Resources and Cost structure.
Key Activities, Key Partners and Cost Structure
Assignment due: Detail the
revenue streams and key
resources of your company.
Be sure that these
components are linked with
the ones included in the 1
st
and 2
nd
assignments (max 2
pages for each component).
Osterwalder, A. & Pigneur, Y. Process pp.242-281
7
8
th
October 9 to 11
Support business case
(if needed)
8
th and
9
th
October 13-18
Mid-term Exam
9th
October 20-22
CANVAS PRESENTATION
Assignment due: Present
your CANVAS MODEL
Barringer, B. & Ireland R.D. Chapter 6 pp. 177-205.
10th
October 23-29
Feasibility Analysis - Product/service Feasiblity
Assignment Due: Solve the
CSR assignment (Individual
Assignment 3).
Barringer, B. & Ireland R.D. Chapter 3 pp. 77-109
11th
October 30 to
November 5
Feasibility Analysis - Industry and Competitor
Analysis
Barringer, B. & Ireland R.D. Chapters 5 pp. 145-175.
12th
November 6-12
Building a new-venture team
Assessing a new venture´s financial strength and
viability
Barringer, B. & Ireland R.D. Chapter 8 pp. 249-283 &
Chapter 9 pp. 285-312
13th
November 13-19
Getting Financing and Funding
Barringer, B. & Ireland R.D. Chapter 10 pp. 316-350.
14th
November 20-26
Preparing and evaluating the challenges of growth //
Strategies of firm growth.
Assignment due: a) Final
group report. Present your
feasibility analysis. b):
Individual assignment 2.
Barringer, B. & Ireland R.D. Chapters 13 & 14 pp. 425-485
15th
November 27 to
December 3
PROJECT FINAL PRESENTATIONS
Presentations
16
th
December 5-12
Final Exam
VII. Textbook
Business Model Generation
Osterwalder, A. & Pigneur, Y. (2009) ISBN; 978-2-8399-0580-0
Entrepreneurship: Successfully Launching New Ventures
Barringer, B. & Ireland D., (2010) Pearson,, 3rd Edition. ISBN: 0136083536
VIII. Professors
Armando Borda, Ph.D. [email protected]
Javier Del Carpio, Dr. [email protected]
Estuardo Lu [email protected]
doc_681294109.pdf