FREEMAN SCHOOL OF BUSINESS
MGMT 4610-21
Management of New Ventures
Fall 2015
Instructor: Carmelo Turillo
Cell Phone: 504.258.5313
Office: GWI 650
E-mail: cturill@tulane.edu
Office Hours: Monday 1:00p-2:00p or by appt.
Blackboard Site: myTulane.blackboard.com
Class Meeting Day & Time:
Wednesday 6:30p-9:15p
Class Location: GWI, Room 151
Course Description
Entrepreneurs are concerned with the relentless pursuit of opportunities in the marketplace. This course explores
the key characteristics of entrepreneurs and the entrepreneurial process. The course provides students with the
concepts, techniques, and skills needed to manage the entrepreneurial process and face the challenges of
entrepreneurial companies. By the conclusion of this class, students should understand their potential roles as
entrepreneurs and have gained a "real-world" orientation to the entrepreneurial process of conceiving and
implementing an idea for a new venture.
Course Prerequisites:
Pre- or corequisite: MGMT 4010; senior standing
Course Goals
This course is designed to teach students the theoretical and practical concepts inherent to entrepreneurship.
Students will develop their knowledge about the role of entrepreneurship in the world economy and the particular
challenges that come with new venture creation. This includes the particular processes, knowledge, capabilities
and planning required to launch new businesses.
Student Learning Objectives
As a result of this course, students should be able to articulate the most important challenges inherent to
entrepreneurship. Students should be able to formulate appropriate strategies for new ventures within these
contexts and defend their choices using appropriate theory and evidence. In addition, students should be able to:
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Define the term ‘entrepreneurship’ and understand its varying uses
Articulate the role of entrepreneurship in the global economy and its implicit challenges
Understand the extent to which we can identify the qualities of successful entrepreneurs
Compare and contrast different sources of entrepreneurial opportunity
Understand thorough and well-grounded market research for new products and services
Appraise the role of business planning in entrepreneurial activity
Identify the various leadership challenges facing entrepreneurs
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Formulate robust and well-researched financial projections for new ventures
Distinguish between and appraise various sources of funds in venture growth
Understand the exit process in entrepreneurial ventures
Course Material
The coursepack is available at https://cb.hbsp.harvard.edu/cbmp/access/37840719
Grading
This course follows the faculty approved grading guidelines of a maximum class average GPA in the
range of 2.700 to 3.000 for core classes and a maximum class average GPA in the range of 3.000-3.333
for business elective classes. Please note the stated average class GPA range is a maximum average
range and the class average GPA range could be lower.
Students are evaluated on a 100-point scale. Points are earned from the following activities:
Class Participation
Quizzes (10 points each)
Interview Paper
Group Project
15 Points
30 Points
20 Points
35 Points
Quizzes
All quizzes will consist of true-false and multiple choice questions. Several quizzes may include shortessays depending on the material covered. Any material in the readings or presented in class may
appear on a quiz.
Four quizzes will be given at random throughout the semester. If you take all four quizzes, your lowest
score will be dropped, so that your course grade is based on your three highest scores. If you are unable
to take a quiz because of an absence, then that quiz will count as the one that you drop.
No make-up quizzes will be given, unless a student has missed more than one quiz (for an approved
reason and in advance) or is excused in advance of the quiz to attend a required university activity.
Interview Paper
For this paper, you will interview an entrepreneur of your choice. The goal is to get you to engage a
“real life” entrepreneur, ideally in an industry in which you are interested. The interview should take
place in person and last 30-60 minutes. After the interview, prepare field notes, which will become the
primary research of an analytical paper. You should use the interview and subsequent analysis to assess
your own entrepreneurial potential.
You should develop a list of questions, based on your research on the individual before the interview,
but be careful not to stick to closely to a script—follow the entrepreneur’s lead and keep it
conversational, rather than an interrogation. Having said that, for your paper, please address the
following points:
 Who is the entrepreneur?
 What is the entrepreneur’s professional experience or background?
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What process did the entrepreneur use to develop the business?
Was the process successful?
By what criteria can the venture be viewed as successful?
What have you learned from speaking with the entrepreneur?
Based upon the interview and your own self-assessment, what is your entrepreneurial
potential?
What skills do you need to develop to achieve success, whether it is in an entrepreneurial
setting or not?
Develop a primary schedule to help you build these skills.
Tip: Schedule your appointment early. Most entrepreneurs are happy to meet with students, but their
schedules are typically very busy. Late papers will not be accepted.
Requirements:
The entrepreneur cannot be a family member or friend. Use this assignment as an opportunity to expand
your network.
Aim high. The entrepreneur must have (or have had) a business that had >$500k in revenues for more
than a year.
The paper must be 4 pages, double spaced.
Group Project
Groups of 4-6 students will develop a business plan for a new venture. More details will be provided in
class.
Class Participation
Attendance is required. Moreover, student participation in class is highly valued and rewarded. For
class participation, you are expected to participate in class discussions and class exercises, come
prepared throughout the semester, and be a responsible member of your project group. As with exams,
students do not have the opportunity to make-up assignments that they miss, and no late assignments
will be accepted. Blatant rudeness or other types of antisocial behavior will result in reduced points for
the participation aspect of your grade.
Statement about Academic Integrity
This class will be conducted in full accordance with Tulane’s policies about academic integrity including, but not
limited to, the Code of Academic Integrity and the Code of Student Conduct. These can be found at:
http://tulane.edu/college/code.cfm and http://tulane.edu/studentaffairs/conduct/code.cfm
Freeman Educational Norms and Expectations
This class will be conducted in full accordance with Freeman’s Educational Norms and Expectations. Please
reread the Norms and Expectations, which can be found at
http://www.freeman.tulane.edu/students/bsm/pdf/Expected%20Behavioral%20Norms.pdf
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Learning Disabilities
Under the Americans with Disability Act and the Section 504 of the Rehabilitation Act, if you have a disability,
you may have the right to an accommodation; however, the right is contingent upon you taking certain steps. You
should review the steps that you need to take, as well as Tulane’s policy concerning accommodations at
http://tulane.edu/studentaffairs/disability/accommodations.cfm
Any student with a disability, in need of course or examination accommodation, should request an
accommodation through the University’s Office of Disability Services (ODS) located in the Mechanical
Engineering Building. At the beginning of the semester, please provide me with a copy of your approved ODS
accommodation form. I am committed to working with ODS to ensure that I provide you with all approved
accommodations. If you do not deliver the approved accommodation form to me, I will not know that ODS
approved your accommodation and I will have no basis to provide those accommodations.
Specific Course Policies:
 Students are expected to bring name placards to each class.
 We will follow the material in the course outline in a sequential manner. Students are expected to
maintain an awareness of where we are at in terms of covering material and prepare for subsequent
material.
 If you miss a class, you are responsible for obtaining notes from classmates.
 Please note that case analyses and write-ups as well as responses to other assignments should be made
without assistance from members of this class (outside the team) or other students. Any breach of this
rule is considered a violation of the Tulane and Freeman Honor Code. If you have any questions about
what is or is not acceptable in preparing your case analyses, please let me know.
 Cell phones, computers and other electronic devices should be turned off during class if not directly
related to class discussion. Misuse of electronic devices will result in reduced participation points.
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A.B. Freeman School of Business - Fall 2015
BSM Evening Classes
Unless otherwise noted, evening classes meet from 6:30-9:15
Topic
Wednesday Classes
Due
Exercise
Introduce
Simulation
Puzzles
Exercise
Interview
Assignment
Debrief
(Labor Day Holiday)
Recognizing and Shaping
Opportunities
Applegate,
Carlson (2014)
Ideation
Developing Business Plans
and Pitches
Applegate,
Carlson (2014)
Shark Tank
Perfect Pitch
Eisenmann
(2011)
Zipcar
Interview paper
Kerr, Nanda, &
McQuade
(2014)
Roberts &
Barley (2004)
Debrief
Intro
Wednesday, August 26
Simulation
Wednesday, September 2
Monday, September 7
Wednesday, September 9
Wednesday, September 16
Saturday, September 19
(Makeup Date)
Wednesday, September 23
(Yom Kippur)
Modeling a Business
Wednesday, September 30
Wednesday, October 7
Wednesday, October 14
Thursday, October 15 - Sunday,
October 18
Financing Entrepreneurial
Ventures
How Venture Capitalists
Evaluate Venture Opps
Wednesday, October 21
Wednesday, November 4
Wednesday, November 11
Opportunity
Screening
Fall Break
Rich vs. King Approach
Wednesday, October 28
Business Model
Canvas
Assembling the Start-Up
Team
Risk Management
Brand Building
Go Big!
Wednesday, November 18
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Wasserman,
Nazeeri, &
Anderson
(2012)
Apple’s Core
Gilbert &
Eyring (2010)
Bellman (2005)
Eisenmann &
Wagonfeld
(2012)
Resource
Allocation
Networking
Escalating
Market Tests
Envisioning
Leadership
Competition
Cup Stacking
Practice
Presentations
Wednesday, November 25 - Sunday,
November 29
(Thanksgiving Holiday)
Presentations
Wednesday, December 2
Friday, December 4
Thursday, October 15 - Sunday,
October 18
Monday, December 7 - Tuesday,
December 15
(Last Day of Class)
Study Period
Exam Period
Important Note*
Hurricane Make-Up Date
Saturday, Sept. 19
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