Entrepreneurship
Curriculum
Design
© 2006, 2007, 2008, 2009, 2010 Stephen Spinelli, Jr.
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www.josedornelas.com e
www.elsevier.com.br/josedornelas
Workshop Internacional de
Empreendedorismo
Empreende/Elsevier
New Management
Paradigm:
Entrepreneurship
Old Paradigm
•Resource allocation model
•General management
•Cost-oriented
•Embraces stability
•Bound by resources
•Local focus
New Paradigm
Opportunity-driven model
Entrepreneurial leadership
Growth-oriented
Embraces innovation & risk
Framed by creativity
Global perspective
A New Paradigm that infuses
entrepreneurial thinking throughout all
areas of management education and
practice
Opportunity: Three Classic Life Cycles
-1
0 1 2 3 4 5 6 7 8 9
Time (years)
1
5
10
15
20
High Potential Firm
Foundation Firm
Lifestyle Firm
Teaching
Outreach
Research
Three Imperatives
Center for
Entrepreneurship
The E-EcoSystem
The E-EcoSystem
“The careful shielding of a
university from the activities of
the world around is the best
way to chill interest and to
defeat progress. Celibacy does
not suit a university. It must
mate itself with action.”
Whitehead, 1936, “The Future”, Atlantic Monthly.
Spontaneity,
Opportunism
Discipline,
Processes
Entrepreneurship
is a full contact sport.
The value comes in the
From a course to a
curriculum…and beyond
1.
“Entrepreneurship”
2. Foundation
a. New Venture Creation and the
Business Plan
b. Managing a Growing Business
c. Financing the Entrepreneurial
Venture
3. Classroom to Clash room
4. Institutional Embrace
Creating Collisions:
Classroom and “Clashroom”
NVC
Rocket Pitch Event
Business Plan Competitions
Seed Funding
Hatchery
MGB
Incubators
Venture Capital Investment Competition
Growth Plan Competition
Internships
FEV
Inter-disciplinary
Collaboration
Founder’s Fund
R&D
Launch
Growth
Maturity
Decline
Pre-launch
New Product Design
Marketing Research
New Venture Creation Entrepreneurial Finance
Managing A Growing Business Guerilla Marketing
Internships
Design an integrated (discipline
and deliverer) approach to
teaching students and helping
them launch their businesses
1.
Define subject areas
2.
Detail best delivery
method
3.
Measure success
4.
Calculate time &
credit
5.
Establish budget
Entrepreneurship
Career Path
Corp Entrepreneurship
Venture & Growth Capital
Venture Growth Strategies
Family Business & Franchising
Innovation In larger orgs
Incubator
Business Plan Comp
Seed Fund
Entrepreneurship and Student Demand
A growing number of students wish to
immediately start a company or become
employed, with equity, by a young rapidly growing company
. We recommend
these students take the three core courses and carefully consider Field Studies
or Independent Studies. We then counsel with the entrepreneurship faculty in
taking a number of support and specialty courses.
Many students want to take a
position in finance
which directly impacts start
ups. These students should take the core courses plus Venture and Growth
Capital, and carefully consider other options such as MBO/MBI.
Most students will take an
industry position
which gives them line experience,
brand management or special projects responsibilities. These student should
take the core courses plus carefully considering Entrepreneurial Marketing,
Entrepreneurship in Larger Organizations, or, if you have a specialty focus, one
of the other extended entrepreneurship courses.
Career Paths
• Start Up
– Three Foundation Courses
– Field Studies
– Independent Studies
• Finance
– Foundation
– Venture and Growth
– MBO/MBI
• Industry
– Entrepreneurial Marketing
– Entrepreneurship in Larger Organizations
Pre-class case teaching
strategies
•
Groups or individuals
–
Business plan teams…team building
–
Random teams…class building and varying dynamics
Individuals can hide
•
Submit a summary of the case
1.
A general review of the case
2.
Identifying the key decision points
3.
Focus on the prep questions
Reading and feedback requirements
•
Voting in advance of or during class
–
Signals key decisions
–
Tests specific skills
In class case teaching strategies:
The Launch
• Board Prep
– Key topics headlined
– Votes prepared or displayed
• Seating plan with pictures
• Student designee assigned
– In the syllabus
– Before class
• Warm call summary
• Cold call summary
Using a back up to support the summary
The case discussion
• Background
– Opportunity
– Team
– Resources
• The decision point
– Logical Pedagogy
• Analysis and debate
– and Pattern Recognition
• Conclusions and decisions
Building a Case Collection: The Pedagogy
Entrepreneurial Mind characteristics
evolution of the
entrepreneur behavioral patterns foibles thinking reasoning
Opportunity Recognition market demand
market size and
structure margin analysis quick screen
molding and shaping the
opportunity free cash flow
revenue model Resource Marshaling bootstrapping
3F's (Friends,
Family, Fools) Venture Capital
Strategic
Partners Debt Financing
other creative
weirdness brain trust Entrepreneurial Team development of incentives
linkage/ alignment
to opportunity problems partnerships team building
growth and contraction Framework Timmons Model Business Plan others
Business Models
Development of and linkage to
opportunities and the launch strategy Benchmarketing the competitive landscape imbedding sustainable competitive advantages shaping the model Launch Launch strrategy
channels of
distribution channel partners
entrepreneurial
finance market metrics Growth
financial strategy and
implications chasms
management implications
cash flow characteristics
Harvest Cash Flow Trade Sale Fire Sale IPO wind-down
Industry Classification
Agriculture Forestry &
Fishing Mining Construction Manufacturing
Transportation & Public Utilities
Wholesale
Trade Retail
Primary Teaching Objective
Secondary Teaching Objective(s)
Scale
Scale
