entrepreneurship module guide 2016 - 2017

Entrepreneurship Module guide 2016 - 2017

Author(s) Anoesjka Timmermans & Harriet Robijn

Programme Manager John Sterk Wil Hazelhof

Director IBMS and TMA Director IBL

Module ID 6116ESP

Academic Year 2016 - 2017

EC 10

Contact hours 74

Course site https://dlwo.dem.hva.nl

AMSIB 2016 - 2017

https://dlwo.dem.hva.nl/

Contents

1. Module overview 4 1.1 Content .............................................................................................................. 4 1.2 Learning goals .................................................................................................... 5 1.3 Coherence with other modules ......................................................................... 5 1.4 Study materials & recommended further reading ............................................ 6 1.5 Questions and who to contact .......................................................................... 7

2. Set-up of this module 8 2.1 Teaching methodology ...................................................................................... 8

3. Assignments & Assessments 8 3.1 Assignment details ............................................................................................ 9

4. Exams 17

5. Resit 17

6. General regulations 18

7. Lesson plan 19

Appendix 1: Relationship with your programme’s profile competencies 25

AMSIB 2016 - 2017

1. Module overview This guide gives you an overview of the minor Entrepreneurship and its subsequenst modules. More detailed information can be found on the DLWO (https://dlwo.dem.hva.nl)

1.1 Content Since start-ups are not small versions of big companies, a different approach is required to develop a successful business. As such the main output of the module Entrepreneurship is not a 5-year business plan, but instead a portfolio of start-up activities and an iteratively validated business proposition to launch an innovative, internationally scalable new venture, either as an individual start-up or as a new venture within an existing organization.

In the module Entrepreneurship we study, discuss and experiment with a combination of traditional and contemporary business development insights, methods, theories and tools in order to facilitate you to start your own business or develop (incept) a new business concept for an existing company with an omnidirectional scope.

The minor differentiates itself from other Entrepreneurship programs in its 3 pillar approach to Entrepreneurship;

1. Theory & research in entrepreneurship-> deepening your understanding of entrepreneurship and its various disciplines from an academic perspective, by actively conducting research, as well as studying and reflecting upon practical case studies and research papers on the various issues that are concerned in building a successful businesses, either as an individual startup or as part of a corporate entrepreneurial initiative;

2. Entrepreneurship in practice -> experiencing entrepreneurship from a practical perspective, co-creating innovative business concepts with various stakeholders, creating, testing, iterating, pivoting, redesigning, testing, iterating, etc., and

3. Development of personal entrepreneurial skills & behaviour -> developing your entrepreneurial skills such as pitching, presenting, customer orientation, customer development, selling, buying, negotiating, planning and dealing with diversity and internationalization.

The module Entrepreneurship focuses on the practical and personal development aspects of starting a new venture, utilizing the lean start up tool developed in Silicon Valley and applied globally by numerous startups. In the module we assume a somewhat linear process, which iterates frequently, containing the following topics: opportunity discovery / creation, ideation, value creation, customer & market orientation and customer & market development, feasibility anlaysis, preparing your marketing & sales, business modeling and business planning & analysis.

AMSIB 2016 - 2017

https://dlwo.dem.hva.nl/

1.2 Learning goals

# You can:

1. Utilize customer discovery and customer validation research and theory to develop an innovative, scalable business concept, applying the topics in contemporary and traditional entrepreneurship thinking and research

2. Develop a business model through continuous interaction with stakeholders, pivoting and iterating until the concept is proven

3. Develop a business proposition to launch a new venture (start-up or corporate, new business venture)

4. Pitch business concept for relevant stakeholder(s) to introduce the new venture into the market

5. Develop and justify a variety of business scenarios including an entrepreneurial development path from idea to established company

6. Develop personal entrepreneurial skills and behaviour to individually be able to establish a business, interact with and convince various stakeholders

7. Reflect on one’s own entrepreneurial knowledge, skills and behaviour, and learning process

Appendix 1 defines the relationship of the learning goals within this module with your programme’s profile competences.

1.3 Coherence with other modules The module Entrepreneurship is aligned with the other modules in the minor (Cases in Entrepreneurship, Entrepreneurial Finance & Law, Managing Entrepreneurship & Innovation and Sales & Negotiations). In addition to deepening your understanding on the various themes in entrepreneurship, this module applies the theories, tools and case studies are applied in the context of the new to start venture. Entrepreneurship relates to Marketing Management through the necessity to identify opportunities, segment markets and determine target markets, and to develop product/service-concepts for them. The course relates to the Research subjects by the necessity to conduct both primary and secondary research for the various assignments, and by the need to validate research findings for its application in the new to start venture. There is a strong linkage to Leadership and Change Management in that especially Intrapreneurship studies the implications of enabling corporate entrepreneurship and organisational understanding in creating business models.

AMSIB 2016 - 2017

1.4 Study materials & recommended further reading Required study materials:

Study books

Title Author(s) Publisher Year Edition ISBN

Entrepreneurship, Successfully launching new ventures

Bruce R. Barringer & R. Duane Ireland

Pearson Education, UK

2012 EBook or Paperback

9780273761402

Other study materials

Title Author(s) Where to find this material?

Business Model Generation Alexander Osterwalder

www.businessmodelgeneration.com Online book

Lean Start Up Eric Ries http://theleanstartup.com/principles

Why the Lean Start up Changes Everything

Steve Blank (2013) https://hbr.org/2013/05/why-the-lean-start-up-changes-everything

What makes entrepreneurs entrepreneurial

Saras Sarasvathy http://www.effectuation.org/sites/default/files/documents/what-makes-entrepreneurs-entrepreneurial-sarasvathy.pdf

Entrepreneurial Skills for Growth-Oriented Businesses

Th.M. Cooney 2012

http://www.oecd.org/cfe/leed/Cooney_entrepreneurship_skills_HGF.pdf

Disrupting beliefs: A new approach to business model innovation

Mark de Jong and Menno van Dijk in McKinsey Quarterly July 2015

DLWO: Entrepreneurship – Business Model Innovation

The Four steps to Epiphany – Successful Strategies for Products that Win

Steven Blank (2006)

DLWO: Entrepreneurship

Making Ideas Work – The Global Innovation 1000

Jaruzelski, Loehr & Holman (2012)

DLWO: Entrepreneurship

Recommended further reading:

Study books

Title Author(s) Publisher Year Edition ISBN

The Lean Startup Eric Ries

Penquin Books Lt

2011 - 2016

Paperback

978-0-670-92160-7

AMSIB 2016 - 2017

http://www.businessmodelgeneration.com/

https://archive.org/stream/bplans_Business_Model_Generation/Business_Model_Generation%23page/n0/mode/1up



1.5 Questions and who to contact Questions about the module’s content and study materials can be addressed to your lecturer(s) during the lessons. Weekly coaching sessions will be planned with your venture team. The consultation hours of the individual lecturers as well as their office location can be found in the lecturers’ profile on the DLWO.

AMSIB 2016 - 2017

2. Set-up of this module

2.1 Teaching methodology The course will consist of weekly meetings, which require preparation through reading of topic related materials. Classes will be characterized by interactive lectures and workshops as well as discussions regarding the topics. From week 3 onwards weekly 30 minutes coaching sessions will be scheduled for each venture team to discuss progress, portfolio and venture (team) issues.

3. Assignments & Assessments

Assignments / Tests Weight

Due Date Learning Objective

(%)

Entrepreneurship Portfolio (6415ESP_AS) 50% Week 12 1, 2, 4, 5, 6 and 7

1 Business opportunity validation & iteration

(50% Group; 50% Individual) 2 Test canvas Value (50% Group; 50% Individual)

3 Pin-/Storyboard (Group) 4 Business Model Canvas (Individual) 5 Mid term reflection (individual) 6 Networking event (individual) 7 Commercial (group) 8 Personal reflection paper (individual)

Freeform Business Proposition (6415ESP_OP) 50% team, 25% Individual contributions, 25% peer

Industry & value chain analysis Market & Competitor analysis Production / Procurement Marketing & Promotion Sales Organisation Financial

30%

Week 12

1 1 1, 2 1, 2 6, 7 4, 6 1, 2, 3, 4 6, 7 3, 4, 5

Central Written Exam (6415ESP_TS) 20% S1T1 / S2T4 7

100%

AMSIB 2016 - 2017

3.1 To do Portfolio:

1 – Business Opportunity Validation Materials to be studied Due Date Learning Objective

Create least 2-4 potential business opportunities (per group), somewhere in the industry’s value chain and individually work out for one opportunity o What: Explain what it is you wish to offer o Whom: Define your target group o Why: What do you think they currently miss

in relation to what you offer?

Consider the questions: o Who would I address? (target group) o What might they need to make their lives or

businesses easier, more fun, more successful, more exciting, less expensive, etc)

o What do they currently do or buy in that sense?

o What might they miss? o What could be improved in the current

offering on the market? Go on a Trendsafari and document your findings Talk to at least: o 5 potential end-users, o 3 potential resellers, and o 6 other potential stakeholders (suppliers,

competitors, promotors) in this PMC to obtain their views, ideas and comments Report your findings, your key learnings and how it changed your thoughts well written, min 2 pages, max 4 pages (50% of the grade) As a group discuss the business opportunities investigated and determine and justify the one or two most interesting opportunities to continue with, 1-2 pages (50% grade)

Textbook Chapter 2 “Cognitive foundations of entrepreneurship: The origins of ideas, creativity and innovations” Textbook Chapter 3 “Opportunity Recognition: when entrepreneurship begins” “Making ideas Work” Jaruzelski et al, 2012 Lean Start-Up® www.leanstartup.com http://vimeo.com/44800332 or http://philmckinney.com/archives/2007/02/podcast-trend-safari.html

Week 3

1, 2, 6, 7

International Business School 2016 - 2017

http://www.leanstartup.com/

http://vimeo.com/44800332

http://philmckinney.com/archives/2007/02/podcast-trend-safari.html



Complete the Test Canvas Value for chosen business idea Validate your assumptions with primary research amongst your testpanel and as many more potential customers as possible (interview using the mom-test)

Test canvas Value WWWWH Brain writing Lotus Blossom SCAMPER

Week 5

1, 2, 3 and 6

Assessment Model: TBD

Portfolio task 3 Pin-Story Board

Materials to be studied Due Date Learning Goal

Create a customer avatar based on 2nd validation/iteration cycle and present him/her and their loves, likes, dislikes and frustrations in a pin-board (Instagram) or story board

How to create a story board at: http://www.fastcodesign.com/1672917/the-8-steps-to-creating-a-great-storyboard Lotus Blossom SCAMPER Testcanvas value

Week 6 4

Assessment model:

Portfolio task 2 Validated Test Canvas



http://www.fastcodesign.com/1672917/the-8-steps-to-creating-a-great-storyboard



Portfolio task 4 Business Model Innovation (Individual)


Each group member chooses a different angle (55-Business Model Innovations)

Complete the new innovative Business Model Canvas for your company to be

Work out the justification of the business model canvas in a 4 page document. Make sure to be as detailed and thorough as possible to grasp full understanding of what you need to do, obtain and develop to turn your idea into a profitable business. Make sure all you write down is relevant and appropriate for your business and be critical as a team. Ask yourselves frequently “Will this cut it?

Answer the following questions: What value proposition will you offer to which

customer groups (express benefits sought)? Which channels do you need to establish to

gain attention, market access and co-creative capacity with stakeholders?

What types of customer relationships are

necessary to build long-lasting customer loyalty from your end users?

Which activities do you need to undertake in

the 3 phases of business development. Critically look at all the activities you need to undertake to bring this business into reality, budget the expenses involved (each activity costs time and money, find out what each activity will cost to avoid unwelcome surprises).

What will you do yourselves or under your

direct management and what will you do in cooperation or outsource to 3rd parties? Why?

What resources will you need for what? Be

specific. Human, physical, financial and capital is not sufficient. Explain what you need and why.

Which companies would you like to or need to

partner up with? - What will be their role & contribution and

what will be yours? Explain & Justify the money making model

Business Model Generation Canvas by A. Osterwalder (presentation and book abstract on DLWO)

BMC Explanation by Osterwalder

at: https://www.youtube.com/watch

?v=JMm1BrSH6VE (short version) https://www.youtube.com/watch

?v=RzkdJiax6Tw (extended version) Textbook Ch6 “Developing an Effective Business

Model” Business Model Innovation

Week 7 1, 2, 3


https://www.youtube.com/watch?v=JMm1BrSH6VE

https://www.youtube.com/watch?v=JMm1BrSH6VE

https://www.youtube.com/watch?v=RzkdJiax6Tw

https://www.youtube.com/watch?v=RzkdJiax6Tw

Assessment criteria portfolio task 4: Business Model Innovation Canvas

The student can: Programme's profile competencies:

Level Professional product/activity Weight

Create and justify novel and appropriate business concepts

III.6 (Int.) Marketing & Sales Management II.5 Entrepreneurial Management 3

Provides insight into the supply side of the market in order to enable the exercise of value creation 10%

III.6 (Int.) Marketing & Sales Management II.5 Entrepreneurial Management 3

Provides insight into the demand side of the market in order to enable the exercise of value creation 10%

III.6 (Int.) Marketing & Sales Management

3

Canvas provides good insight in what the company should do to build a successful customer oriented marketing campaign 10%

II.3 (Int.) Strategic Vision Development II.4 Business Proc. & Change Management 3

Value Proposition brings real value, is novel and appropriate for company and market

15% II.5 Entrepreneurial Management II.4 Business Proc. & Change Management

3

Canvas reveals all key activities and explains how they are needed to bring value to the market.

15% II.3 (Int.) Strategic Vision Development II.4 Business Proc. & Change Management

3

Canvas reveals key resources needed to bring value to the market and key partners to contribute the necessary resources

15% II.3 (Int.) Strategic Vision Development II.5 Entrepreneurial Management

3

Money Making model in line with customer profiles, value proposition and trends in society and market.

15% II.5 Entrepreneurial Management II.4 Business Proc. & Change Management

3

Canvas and explanation answers all relevant questions and motivates the choices made

10%

Portfolio task 5 – Networking Materials to be studied Due Date Learning Goal Critically select and visit a networking event that benefits your business Prepare your story:

- the problem, - the solution, - the market, - the team - the needed partnerships / skills /

assets

Collect at least 10 business cards from people you wish to follow up with Explain how you will follow up with them and what you aim to get from these connections

Inverted U Johari window Pitch canvas

Week 7 6


Assignment 6 and 8 Personal reflection paper – Mid term & Final

Materials to be studied Due Date Learning Objectives

Based on your experiences during the Entrepreneurship module (so far) we ask you to reflect on the development of your entrepreneurial skills. Include also your experiences from the Effectuation assignment, the results of your E-scan at the beginning of the course, the mid-term evaluation Include feedback from your peers in the report. Final report: Select a minimum of 4 articles studied during the minor Entrepreneurship (in any one of the 5 courses) and reflect upon how the theories in each article have contributed to your ability to build a business in general and to the development of your entrepreneurial skills in particular. Midterm & Final: Identify your

- key learnings, - your points of attention (what you still

need to work on) - strengths

Use examples of specific situations to explain and motivate your strengths/weaknesses and the development you made. Explain what you think you may need to further develop your points of attention and key learnings. Deliverables

1) A paper with a self-reflection in which you: a. describe the difference in your

attitude towards Entrepreneurship between the beginning and the current point in time of the module

b. describe your entrepreneurial strengths and weaknesses, including examples and feedback of peers

c. a 180 degree assessment on your entrepreneurial skills and behaviour by yourself and your team members

d. Reflect on how the theories in each of the selected articles supported you in building your business and in you becoming a (better) entrepreneur

All material used in the course

Final week of the semester (Dec or June)

6, 7


Assessment criteria assignment 6 and 8: Personal reflection paper (mid term and final)

Portfolio task 7 – Commercial Materials to be studied Due Date

Learning Goal

Create a commercial based on a story board that expresses:

- the idea, - the value proposition, - the value components, - the target group that tells the stories and expresses the experience felt

Tell the story in images, supported by key words

How to create a story board at: http://www.fastcodesign.com/1672917/the-8-steps-to-creating-a-great-storyboard Class presentation regarding Design Thinking on DLWO

Week 12 (as part of your pitch)

4

Assessment model task 7: Commercial

The student can: Programme's profile competencies:

Level

Professional product/activity Weight 1 Create and

justify novel and appropriate business ideas and concepts

III.6 (Int.) Marketing & Sales Mgm II.5 Entrepreneurial Management

3 Commercial is expressive and creative 30%

Market is well represented and matches the idea 20%

Commercial is self explanatory by means of Product Market Fit 20%

Commercial catches attention & arouses curiosity of target group 30%





6415ESP_OP Free form Business Proposition (75%)

Materials to be studied Due Date Learning Objectives

Complete a business plan, in line with the business approach chosen and opportunity discovered or created, answering the following questions: • Mission & Vision of the enterprise • Strategic & operational objectives • Production / Procurement • Marketing & Promotion • Sales (B2B) • How the new venture will be organized • Financial planning • What funding is necessary and how will this

be obtained? • Who will implement the business? Make sure you either start or have started the business during the minor, or that you have agreements with stakeholders to get started, or have a third party company who will implement your business proposal and pay for your research and prototype.

All materials used in the module Entrepreneurship, plus applicable materials used in Managing Entrepreneurship & Innovation and Entrepreneurial Finance & Law, Cases in Entrepreneurship and Sales & Negotiations should be applied in the business proposition, as the business plan is the result of you being ready to plan your business execution and foreseen growth.

Final week of the semester (Dec or June)

1, 2, 3, 4, 5 and 6

Assessment criteria assignment 6: Freeform Business Proposition

The student can: Programme's profile competencies: Level Business

Proposition Product in the assignment Weight Create and justify innovative business model

II.5 Entrepreneurial Management II.4 Business Proc. & Change Mgm

3 Business Insight

Argumentation of choices in final Business Model (Canvas) is complete, relevant and interconnected 10%

Develop and justify and entrepreneurial development path from idea to established company

II.5 Entrepreneurial Management II.4 Business Proc. & Change Mgm 3 Production

Procurement

Proposition shows how the Product / Service can be made, including quotation / agreement with producer/manufactuer 10%

III.6 (Int.) Marketing & Sales Mgm

3

Marketing

Marketing campaign / approach matches PMC, communicates value proposition and appeals 10%

Unique and distinct value proposition set out against the main competition in the market 10%

III.6 (Int.) Marketing & Sales Mgm

3 Sales

Unique selling point clearly stated and sales approach matches market potential or market characteristics. Sales through channels where successrate is high(est) 20%

Proof of contact with

potential buyers / resellers

Bonus max 10%


Identify and justify the core assets and competencies required


3 Management & Organisation

Network of partners and division of work & responsibilities is professional, realistic, scalable and durable 15%

Identify and justify venture capital and other key resources needed and how to obtain them

3 Finance Money Making model, expected revenue and ROI are relevant, realistic and scalable 10%

Construct a variety of effective business scenarios


3

Scenario Planning

Covers all the relevant impacts on production, organisation and (pre)finance/investment 15%

6415ESP_OP Peer Assessment (25%)

Materials to be studied Due Date

Each team gets 240 points to divide amongst the team members. Together the team is responsible for making a division based on performance of the team members in the process. The person with the highest appreciation receives the highest number of points from the group members.

240 points are to be divided over all the group members

Assessment in BP: Week: 12

4.Exam

6415ESP_TS (Central) Written Exam (20%) Materials to be studied Due Date Learning Goal

Knowledge test consisting of open questions covering all topics and materials discussed during the module

• Textbook Chapters 2-11, 13 and 14

• All materials discussed in class

S1T, S2T

7

5.Resit If the average grade obtained for this module is below 5.5 you must do a resit. Which resit(s) you must do depends on which part(s) is/were insufficient. The different situations are illustrated in the table below.

Situation: The resit will consitst of the following test(s):

Your average module grade after resit will be calculated using the following weights:

The resit(s) will be scheduled in:

1 • Average grade for the whole module ≥ 5.5

No resit needed N.A. N.A.


Situation: The resit will consitst of the following test(s):

Your average module grade after resit will be calculated using the following weights:

The resit(s) will be scheduled in:

2 • Average grade for the whole module < 5.5

Assignments failed throughout the semester must be retaken during the semester. Highest obtainable grade for retaken assignments is 6.0

6415ESP_AS 50% 6415ESP_OP 30% 6415ESP_TS 20%

January / June

6.General regulations 1 You are required to prepare for lessons. If you come to class unprepared, the lecturer has the right to deny

you access to the lesson. What is requested of you in terms of lesson preparation is stated below and/ or on the DLWO for this module.

4 You must bring a laptop to school for each class. It is your responsibility to make sure that the battery lasts throughout each lesson. If you fail to bring a laptop to class and/or if the battery does not last throughout class, this is regarded as not being prepared. A lecturer then has the right to deny you (further) access to that lesson.

5 The assignments will not be graded if the level of English is inadequate or if other non-compliance with the IBS Reporting Guidelines is verified. If that is the case, you have to hand in your assignment again in the appointed resit period.


7.Lesson plan


Semester week

Preparation before class Lesson

W1

Read Ch1 “Introduction to Entrepreneurship” Read Entrepreneurial Skills for Growth Oriented Businesses (Cooney, 2012) Make the ACE Entrepreneurship test for which you will receive an invite by eamil and bring printed results to class Prepare a pecha kucha (10 pictures; 20 seconds per picture) about yourself and your business idea(s) • Who are you? • Why did you choose (M)ENT? • What do you know about

entrepreneurship? • What business/entrepreneurial

experience do you bring? • What are your entrepreneurial

ambitions? • What do you expect to get from

(M)ENT? • Who do you know that can help

you establish your venture? • What is your business idea

Work out these questions in 10 pictures (powerpoint), 20 seconds explanation per picture / question and bring them in a set of cards

Introduction MENT & Entrepreneurship Entrepreneurial metaphors Intro – presentation MENT Trends: What do you need to benefit from trends that appeal to you? Entrepreneurial habits The ACE Entrepreneurship Scan Who has experience & ambition to become an entrepreneur? Separate from others. • Pecha Kucha’s (10 pictures, each 20 sec.) personal

introductions Entrepreneurs do NOT work alone. What is your role in a team? Where good ideas come from (goal-oriented vs means-oriented), how good ideas become better ideas, how more is better and better is more. Effectuation assignment: generate as much profit as possible with a preliminary investment of EUR 2,00 per person.


Semester week


W2

Effectuation assignment Make a video or photo report about the assignment Study Ch 5 – “Industry and Competitor Analysis”

Read: “The Four steps to Epiphany – Successful Strategies for Products that Win” by Steve Blank Work out your idea for a business opportunity and check its potential with people around you For inspiration on trends: http://www.trendhunter.com/

• Effectuation reports (video/photo) – 45 min

• Present your findings and preliminary industry

analysis • Purpose & Entrepreneurship (Simon Sinek) Preliminary group formation & business opportunity discussion Essence of feasibility research / market orientation How to get the right answers from customers – “The Mom-Test” Compile first iteration of Value Test Canvas Discuss & Research:

o What makes an opportunity feasible? o What are the most important trends in your

industry? o What characterizes your industry? o Who are the dominant players? o What can you learn from your competitors?

W3

Study Ch2 – “Recognizing Opportunities and Generating Ideas” – and apply the learning objectives to your perceived business opportunity

Read: • Study Making Ideas Work by

Jaruzelski, Loehr & Holman Refresh your knowledge on customer segmentation & positioning

• Conduct a preliminary customer orientation research to test the your first hypotheses regarding your perceived business opportunities (assignment 1)

Assignment: Submit Business opportunity validation (Assignment 1)

The Entrepreneurial Process, its iterative steps and steps Workshop Ideation – creating your first ideas.


http://www.trendhunter.com/

http://www.trendhunter.com/

Semester week


W4

• Bring images, magazines, clippings,

glue, colour, any possible visual presentation elements of your VP

Workshop: how to build your prototype After workshop: revisit your testpanel to test your prototype bring results to next week’s lesson.

W5

• Study Ch3: “Feasibility analysis”

• Study Ch6 “Developing an Effective and Innovative Business Model”

• Read: “Disrupting beliefs: A new approach to business model innovation”

• Refresh understanding of Business

Model Canvas by Ostenwalder • Which company/companies in

your industry are leading in business model innovation?

• Where do you see opportunities to innovate in your industry?

• Assignment: Submit validated

Value test canvas (Assignment 2)

Business Model Innovation, using Osterwalder’s Business Model Canvas®

Core Assets & Competencies needed to succeed; Partners & Partnerships Business Model Innovation workshop – innovation of a traditional industry Explanation Individual Business model innovation assignment Use of Magic Triangle and VRIO analysis (Business Methods Toolkit)

W6

• Assignment: Make a Pin / Story board (assignment 3)

• Assignment: submit your midterm

reflection

Networking and Pitching Coaching of separate groups including personal reflection. How have the theories from the various courses helped me / us so far in developing the business idea and myself as entrepreneur? Where am I/are we now? What have I/we learned? What do I/we need? Where am I/do we go from here? Start individually and discuss in groups

Autumn Break

W7

Study Ch4 “Writing a Business Plan”

Assignment: Finalize innovation on Business Model (assignment 4) Assignment: submit your networking experience

workshop writing a Business Plan • Criticize 2 business plans • Apply all theory to your own business proposition –

focus on gaining traction


Semester week


W8

• Study Ch11 “Unique Marketing Issues”

guest speaker emarketing & guerilla marketing (Adriana Krawczyk) Customer Journey profiling setting up a promotion campaign Using brand pyramid (business method toolkit)

Self study week Start writing your business plan

W9

• Study Ch 9 “Building a New-Venture Team”

• Ch 13-14 Preparing for and Evaluating the Challenges of Growth” and “Strategies for Firm Growth”

Building a fast growing firm Guest speakers

W10

Sales – Internationalisation via sales channels Guest

W11

Ch8 “Assessing a New Venture’s Financial Strength and Viability”, and Ch10 “Getting Financing or Funding”

Getting Financing or Funding and non-financial key resources

W12

Submit Freeform Business Plan, Peer Assessment (=part of BP) and Self Reflection Report (assignment 5) (due date ………..)

Dragon’s Den, Minor Evaluation & Closing of Minor festivities


Appendix 1: Relationship with your programme’s profile competencies

LG

You can:

1. Utilize research and theory in developing an innovative business concept; contemporary and traditional entrepreneurship thinking and research

2. Develop a business model through continuous interaction with stakeholders, pivoting and iterating until the concept is proven

3. Develop a business proposition to launch a new venture (start-up or corporate, new business venture)

4. Pitch business concept for relevant stakeholder(s) to introduce the new venture into the market

5. Develop and justify a variety of business scenarios including an entrepreneurial development path from idea to established company

6. Develop personal entrepreneurial skills and behaviour to individually be able to establish a business, interact with and convince various stakeholders

LG IBMS Profile Competencies Level

3. International Strategic Vision Devleopment 3

4. Business Process & Change Management 3

5. Entrepreneurial Management 3

6. (International) Marketing & Sales Management 3


entrepreneurship module guide 2016 - 2017

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