SYLLABUS Religion, Politics and Conflict in South Asia Wabash Center for Teaching and Learning in Theology and Religion
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SourceKellogg School of Management at Northwestern University (1)
Foster School of Business (1)
Department of Economics and Business, Central European University (1)
Columbia Business School (1)
Anderson School of Management (1)
MGMT 495 is designed to enable students to understand various functions entrepreneurs or owner managers perform to successfully manage and grow a new or small business. Resource constrains, that such ventures face, makes the job of entrepreneur(s)/manager(s) challenging. Entrepreneurship is the pursuit of opportunity without regard to resources currently controlled. An entrepreneurial approach is required to manage such ventures. To prepare students to assume leadership and management roles in such ventures, following topics will be covered in this course: - Marketing, Branding, and Customer Acquisition (Customer Relationship, Pricing and Promotion, and Supply Chain Management) - Managing Internal Operations (Leadership, Managing Human Resources, and Production Management) 2 - Accounting, Finance, and Managing Numbers ( Financial Performance, Firm Assets, and Financial Risk) - Raising Capital - Product/Market fit - Negotiations - Intellectual Property - Leveraging Technology Another critical skill that entrepreneurs or owners require to effectively manage a small and/or growing venture is good communication skill. To enable students to sharpen communication skills, especially writing and presentation skills, a substantial component of class assignments and grade is based on written cases and presentations. In addition, a significant portion of student grade is based on their contribution (participation) to class discussions. This course will benefit not only students interested in becoming entrepreneurs, but also those interested in pursuing all other career paths.
SYLLABUS MGMT 495: MANAGING AND OPERATING SMALL, GROWING BUSINESS Fall 2013 Syllabus John Cousins, Anderson School of Management
This highly experiential course will introduce you to a structured way of engaging in entrepreneurship known as the Lean Startup method. We will shed light on how entrepreneurs work, from idea generation to the funding and scaling of a new venture. Given the limited time we have together, our focus will be on for-profit mobile apps and web-based solutions to customer problems instead of the creation of brick-and-mortar businesses or non-profit organizations. A focus on money-making ventures will allow us to experience more of what entrepreneurs in the field face daily. Importantly, the fundamental aim of this course is not the establishment of a successful app or web business per se (although several students have done it before!), but to provide a comprehensive toolkit for prospective founders, so that their decision to engage in entrepreneurship is as well-thought-out and fruitful as possible.
SYLLABUS ENTREPRENEURSHIP ENTR-300/MGT-B300-001 SYLLABUS Felipe Massa, Loyola University College of Business
This course has two objectives: (1) introduce you to the financing lifecycle of high-growth new ventures (i.e. startups); and (2) introduce the key technologies, business models, and companies of the startup fintech landscape.
SYLLABUS Applications in Entrepreneurial Finance: Fintech - Syllabus Sabrina T Howell, New York University
4 May 2018
4 May 2018
The goal of this course is to build upon the concepts learned in the Entrepreneurial Projects I Capstone and give Computer Science students more advanced tools to be successful technical co-founders of their own startups. We will explore later stages of the Lean Startup/Customer Development iterative methodology. Student teams will build upon their low-fidelity MVPs that exhibited traction to develop high-fidelity MVP products. Students will learn business concepts like marketing, sales, and finance that are relevant to IT startup formation, hopefully in partnership with business school teams. Students will also learn legal concepts relevant to startup formation. Invited guest lecturers from the entrepreneurial community will provide their domain expertise, which may include topics such as product development, Agile software engineering, mobile strategy, and big data/cloud computing, as well as mentoring. Student teams will present/pitch their startup company/concepts in various public forums, which may include the CU New Venture Challenge, local Tech meetup, CS/College Expo, startup2students-like job fair, and/or the final Demo Day presentation.
SYLLABUS CSCI 4358/5350: Entrepreneurial Projects II Capstone: Syllabus Rick Han, University of Colorado at Boulder
The Entrepreneurship and Innovation Minor is an interdisciplinary program designed to provide the knowledge, skills and capability to successfully engage in entrepreneurship and innovation behaviors in new and existing organizations having varied purposes (economic and non-economic). Students will learn how to recognize opportunity/needs and link them to innovative approaches while bringing resources and people together in an organizational context to effect desired change. Students will learn about organizational contexts with both economic and non-economic purposes and have the opportunity to gain increasingly deep experience in entrepreneurship and innovation related to their major field of study.
SYLLABUS Entrepreneurship & Innovation Academic Program E&I Minor Syllabus for All Courses Meg Weber, Western Washington University
This course prepares students for success in the 2014 UW Business Plan Competition (BPC). The scope of the course includes the development of a new venture from idea generation through business planning, funding and startup. Students will learn from assigned reading, class discussions, and guest lectures delivered by some of Seattle’s most accomplished entrepreneurs and subject-matter experts.
SYLLABUS ENTRE 440/540 – Business Plan Practicum Syllabus Tom Eckmann, Foster School of Business
This course provides an overview of the entrepreneurial process. The focus is on identifying and evaluating ideas and learning the steps and competencies required to launch a successful new venture. Students are challenged to consider the appropriateness of an entrepreneurial career for themselves. Specific topics include characteristics of successful entrepreneurs, techniques for finding and screening ideas, entrepreneurial finance, the politics of new ventures, valuation and deal making, writing a business plan, buying a business, family business dynamics, and managing crisis and failure.
SYLLABUS B7518-100: Foundations of Entrepreneurship: Syllabus Murray Low, Columbia Business School
Entrepreneurs have started new ventures for generations. Success was more a function of tenacity and a measure of the idea underpinning the business. Errors in the structure and early conduct of the enterprise could be overcome with time through learning. In the new paradigm, tolerance for such errors is acutely narrow. Competition has become intense, technology-based, market-focused and highly competent. In such a competitive environment the lack or misuse of the application of currently available technology to the structure and conduct of a new business could quickly spell its demise. Similarly, the inability to adapt the enterprise to the emergence of new technologies to make it marketdriven and structure-perfect could have the same effect. In summary, competition is just too tough; the end could come quickly.
SYLLABUS Engineering Entrepreneurship (EGN4641) Entrepreneurship for Engineers (EGN6640) Course Syllabus Erik Sander, University of Florida
Two defining characteristics of the technology industry are its dynamic nature and the interconnected nature of technology products and services. This results in a continuous need for new products—and for managing all of the aspects of discovering, designing, developing, supporting and making money from these products. In technology companies, the Product Management organization is responsible for the “inbound” product development activities as well as “outbound” product marketing activities: discovering customer needs, defining product requirements, orchestrating the development of products and solutions to address these needs, taking new products to market and managing products as a business. In a technology startup, a Product Manager is often a co-founder of the firm. In mid-sized and large technology firms, the best Product Managers are intrapreneurs responsible for product innovation and managing one or more products as a business. This course equips students with the frameworks, tools and direct experience to become effective technology product managers (whether as entrepreneurs or intrapreneurs). Students will gain hands-on experience via an industry-sponsored project and targeted cases—including several cases developed specifically for this course.
SYLLABUS Entrepreneurship KIEI 932 Product Management for Technology Companies: An Entrepreneurial Perspective Mohanbir Sawhney, Kellogg School of Management at Northwestern University
Technological Entrepreneurship is an interactive class focused on learning and understanding Leadership, Innovation, Commercialization and Entrepreneurship and involves identifying high impact and high-potential commercial opportunities. The course focuses on gathering resources including talent and capital; and planning, executing and managing value, growth and wealth. This course is designed for those who seek to understand and engage in the entrepreneurial process. This course is relevant to a variety of disciplines including accounting, banking, engineering, finance, investment, management, marketing, science, technology and mathematics.
SYLLABUS GEB 5516 - Technological Entrepreneurship - Syllabus - Thomas O'Neal, University of Central Florida
Social entrepreneurship is a rapidly developing and changing business field in which business and nonprofit leaders design, grow, and lead mission-driven enterprises. As the traditional lines blur between business, government, and nonprofit enterprises, it is critical that business students understand the opportunities and challenges in this new landscape. Through guest speakers, case discussion, lecture, and student presentations this course will explore this emerging field. Students will be expected to develop a business plan for a social enterprise. Creating this business plan will require substantial effort and this plan is an essential part of the learning experience for students. Because the field of social entrepreneurship is interdisciplinary and in its infancy, the course will be introductory in nature and will draw heavily from cases, speaker experience, and student inquiry.
SYLLABUS Topics in Social Entrepreneurship Course Syllabus Cleaveland Justis, UC Davis Graduate School of Management
The objective of this course is to equip students with analytical frameworks and tools by which they will be able to design, launch and manage technology-related ventures with high growth potential. Students who successfully complete the course will have hands-on experience in generating business ideas, developing and implementing plans. MAIN TOPICS • The present entrepreneurial landscape in IT • The founders and founding team, the importance of leadership • Idea generation, opportunity recognition, and idea screening • Preparing business models and plans • The Lean Startup philosophy and methodology • The importance of commercialization • Sales and marketing as the venture and the market evolves • Financing new ventures • Managing growth • Exit strategy and options
SYLLABUS Syllabus Technology-based Entrepreneurship Pal Danyi, Department of Economics and Business, Central European University