This course provides an introduction to business and entrepreneurship. It covers methods for analysing, specifying, designing and launching high-tech businesses along with strategies for the assessment of a new business opportunity and techniques for effective business planning to secure the necessary resources (including finance). The course introduces frameworks to assess and to mitigate key risks to new ventures including those relating to personnel, markets and technologies.
The course will draw on a range of case studies of high-technology ventures to illustrate the challenges of creating high potential enterprises.
By the end of the course students should be able to:
- evaluate the full potential of a new business concept and hence understand the difference between a true opportunity and just another ‘neat’ idea
- apply tools and frameworks that accelerate the process of developing, validating and refining new business models
- articulate compelling value propositions for customers, investors and supporters
- develop teams and relationships that effective support value delivery and capture
- Guides for your entrepreneurial journey
- Search vs. Execution - Business Model Generation, the search for a scaleable business model.
- You’ve found a gap in the market – is there a market in the gap?
- Market type, size, stage and dynamics - Market creation c/w (re)Segmentation.
- Competitor analysis - Competitor intelligence, Blue Ocean Strategy, Disruptive innovation, SWOT
- Identifying and mitigating risks - Documenting and capturing progress
- Refining your business model - Agile development meets customer development.
- Developing your team - Attracting, motivating and retaining early hires.
- The “art” of selling - Reaching beyond the early adopters, scaling the sales process.
- Ready to launch? - Key legal considerations for early stage companies
- 50% is awarded on the basis of the result of an unseen 2-hour examination paper.
- 50% is awarded for coursework based on an individual case study analysis (3000 words) to develop and evaluate a Business Model Canvas for a company that has reached product/market fit.
- Osterwalder, A. et.al. 2014. Value Proposition Design: How to Create Products and Services Customers Want. Wiley.
- Maurya, A. 2016. Scaling Lean – Mastering the key metrics for startup growth. Portfolio
- Mullins, J. 2006. The New Business Road Test. FT Prentice Hall