Government of the Russian Federation
Saint Petersburg State University
Graduate School of Management
WORKING PROGRAM
OF AN ACADEMIC DISCIPLINE
New Business Development and Market Entry
Создание и вывод на рынок нового бизнеса
Study language English
Workload 6 credits
Working program registration number:
Faculty or other
Approval year
Index number or
structural
code
cipher
department code
/
/
Saint Petersburg – 2014
Part 1. Characteristics, structure and content of academic studies
1.1.
Goals and results of academic studies.
Entrepreneurship and innovations are at the heart of management thought and provide
drivers for renewal and improvement of management practices. Developed and developing
countries provide various environments for implementation of entrepreneurial ideas, innovations
and imply different requirements for the changes in the companies. Within this course, students
learn to generate and enrich new business ideas based on an innovative technology and to
develop a market entry plan for this innovative technology. The course will blend academic
perspectives from Austrian and Russian faculty with corporate experience to provide wellrounded insights into a timely business topic.
The aim of the International Summer School is to provide students with an insight of the
most relevant topics when trying to generate and enrich new business ideas based on an
innovative technology and to develop a market entry plan for this innovative technology, as well
as a profound understanding of the opportunities and challenges managers face in context of
entrepreneurial decision making processes. We will integrate perspectives of international
companies operating in both developed and developing markets.
Through participating in the course the students will:
• learn to understand the basic approaches in entrepreneurial behaviour, how to create an
entrepreneurial business, generate and enrich new business ideas based on an innovative
technology and to develop a market entry plan for this innovative technology;
• gain a better understanding of innovation strategies and decision making processes in
new business development;
• validate and enrich the knowledge gained in a real-life group project.
1.2. Requirements to a student`s preparedness for mastering the content of
academic studies (prerequisites)
Strategic Management, Business Planning
1.3. The list of competences developed (study results).
Competence
code
GC-1
GC-2
Competence description
Competences in the field of general culture (GC)
Ability to increase own cultural and intelligence level
GC-7
Ability to use the knowledge of modern science and education discoveries for
solving educational and professional problems
Ability to make organizational and managerial decisions and evaluate their
consequences
Ability of public professional and research communications
PC-1
Professional competences (PC)
Ability to manage organizations, departments, teams, projects and networks
GC-6
PC-4
PC-1.4
Ability to develop programs for organizational development and changes and
ensure their implementation
Ability to develop programs of organizational development of emerging Russian
and international companies
2
PC-7
Ability to use methods of strategic analysis
COMPETENCES DEVELOPED WITHIN CONCENTRATIONS
Competence description
Concentration: International Management
Professional competences developed within concentration (PC)
PC-1.1
Ability to manage organizations, departments, teams, projects and networks in
emerging Russian and international companies in the global context
PC-1.4
Ability to develop programs of organizational development of emerging Russian
and international companies
1.4. Knowledge, skills and acquirements got by a student.
Through participating in the course the students will:
• learn to understand the basic approaches in entrepreneurial behaviour, how to create an
entrepreneurial business, generate and enrich new business ideas based on an innovative
technology and to develop a market entry plan for this innovative technology;
• gain a better understanding of innovation strategies and decision making processes in
new business development;
• learn how to explore customer and market needs;
• learn how to develop new ideas on the basis of customer & market needs;
• learn how to enrich the idea by doing customer development;
• learn how to enrich an idea by screening analogies/antilogies and the market ecosystem;
• learn how to develop an innovative business model on the basis of the results of the
analysis;
• validate and enrich the knowledge gained in a real-life group project.
1.5. The list and volume of active and interactive forms of academic studies.
The course integrates various teaching methods such as theory lectures, case studies, discussions,
and a real-life group project with a multinational company. Substantial classroom discussion is
encouraged and expected. All students are required to work on the group project during the
course.
1.6. Academic studies organization.
1.6.1. Workload, volumes of academic work and fill rate of students groups
(Workload and academic work volumes distribution is shown along with the
recommended limits of groups fill rate in modules and types of academic work in
the table)
3
Workload
101
0
0
29
6
Seminars
Consulatations
Practical exercises
Lab exercises
Tests
Interim attestation
0
Current control
6
Using methodological
materials
29
With presence of teacher
0
Under guidance of teacher
Lectures
7
M2.212
15
27
2
0
0
0
0
3
2
0
Total:
15
27
2
0
0
0
0
3
2
0
Interim attestation
0
15
6
Current control
101
14
5
Colloquia
0
13
4
8
9
10
Study forms
17
12
3
1
16
11
2
Modul
e code
Volume of Active and interactive
academic classes forms
Out of class workload,
hours
In-class workload, hours
1.6.2. Types, forms and dates of the current academic progress control
and interim attestation.
(Types, forms and dates of the current academic progress control and
interim attestation are shown in modules within a discipline and in forms of study)
Code of module
Interim attestation
Current control
within a
Types
Dates
Forms
Dates
discipline
Full-time study format
Written
assignments
Group
project
Will be
specified
according to the
schedule of the
classes
Will be
specified
according to the
schedule of the
classes
Kapsch
entrepreneurship
project (written report –
Pitch Book)
Kapsch
entrepreneurship
project (final
presentation)
1.7. Structure and content of academic studies
STRUCTURE AND REQUIREMENTS
This set of sessions is taught using a combination of case analyses, class discussion, exercises
and lecture elements. The readings will give you an understanding of the main issues concerning
the development of new business ideas/start-ups.
The course contains one Kick-Off Session and several Workshop Sessions.
Kick-Off Session
In the Kick-Off Session an overview of the course, the project with Kapsch as well as an
introduction to the corporate entrepreneurship concept will be given. Furthermore, in this session
the students are assigned to groups.
Workshop Sessions
4
For any workshop session, each student group has to prepare a pitch-book (ppt slides containing
the most important information) and a short pitch-presentation (3 min). Groups may be asked at
random to present their findings to the class while the other groups will be playing the role of a
discussant. The respective reading materials will be announced in the sessions.
The sessions are as follows:
Session 1. Effectuation principles
Session 2. Understanding the nature of an opportunity
Session 3. Developing a Business Concept and Business Model
Session 4. Feasibility analysis and ecosystem analysis
Session 5. Learning how to do Customer Development
Session 6. Introduction to the ecosystem analysis – part I: learning from analogs & antilogs
Session 7: Introduction to the ecosystem analysis – part II: getting an understanding of the
market and strategic positioning on the value chain
Session 8: Business Modeling & Learn how to successfully pitch a business idea to investors
or promoters.
Session 9: Final Pitch Presentation
Part 2. Academic discipline support
2.1. Methodological support
2.1.1. In-class work methodological support
Core literature, slides, cases, hand-outs
2.1.2. Out of class work methodological support
Core literature, slides, cases, hand-outs
2.1.3. Methodology for the control of current academic progress, interim
attestation and assessment criteria
After the course students will be assessed based on their:
• Ability to understand the strategic issues related to new business development
• Active participation in class
• The quality of the project work and presentation - by quality in this context we mean the
clarity and persuasiveness of each bit of the work.
• Peer review, i.e., ability to work in teams. Students failing to participate in their teams
will lose the mark for that piece of work.
5
ASSESSMENT
•
•
Kapsch entrepreneurship project (written report – 50%
Pitch Book)
50%
Kapsch entrepreneurship project (final
presentation)
Pitch Book Report
Each team of students will come up with an original business idea, translating the idea into a
well conceptualized business concept, and then turn the concept into a formal business model
following the business model canvas. This business model must demonstrate the basic market
and economic feasibility of the proposed business idea. Pitch Book is an extended presentation
which includes:
− Executive summary
− Technology description & benefits
− Application fields /-assessment
− Problem
− Business idea
− Customer value proposition (incl. USP)
− Market (incl. characteristics, i.e. customer segments)
− Competition (analogs & antilogs)
− Revenue streams (incl. pricing)
− Key resources/Key partners
− Cost structure
− Conclusion
Pitch presentation includes the following parts:
− Cover Slide: name, presenter‘s name, tagline
− Technology Slide: describe the technology and its benefits
− Application Fields Slide: show identified application fields and the most promising ones
− Problem (Size) & Opportunity Slide: make it clear that there is a big important problem
− Solution & Benefit Slide: Describe what you are offering to the target market and
concentrate on key benefits for the customers (customer value proposition)
− Business Model Slide: Describe how you will make money (e.g. your pricing) and how
you will go to market.
The presentation will be assessed based on the originality of the business idea and feasibility
analysis of the business concept and interrelation of all elements of the business model. The
presentation should last 10 min and is graded in points [0-10].
Individual up-/and down-grading based on
§ Individual In-Class participation
§ Peer ratings
At the first class students should develop a team of 4-6 people for development
group Kapsch entrepreneurship project.
At the beginning of the course the students get information concerning the details
of evaluation system. At the last class the students get the final evaluation grade for
work during semester. If a student misses an assignment because of the illness,
he/she may be allowed to prepare an additional assignment. If the reason for
6
missing the class is not appropriate, a student gets 0. Additional assignment may
include development of the business model based on entrepreneurial idea.
2.1.4. Methodological materials for the current academic progress control
and interim attestation (monitoring and test materials)
To carry out monitoring and interim evaluation are used:
— Handouts prepared by the professors.
— Suggested literature
2.2. Staff acquisition
2.2.1. Requirements for the education level and (or) qualification of regular
lecturers and other people allowed to teach a discipline.
Degree and professional competence in the field of strategic management
and entrepreneurship.
2.2.2. Requirements for the availability of auxiliary educational and (or)
other staff
2.2.3. Methodological materials for the assessment of the study process
content and quality by students
2.3. Material and technical support
2.3.1. Requirements for auditoria (rooms, seats)
Lectures are held in classrooms equipped with projectors and document
cameras.
2.3.2. Requirements for auditorium equipment including general computer
equipment and public domain software
The software of general use MS Word, Excel, PowerPoint.
2.3.3. Requirements for specialized equipment
2.3.4. Requirements for application software
2.3.5. Requirements for the list and volume of consumable materials
2.4. Information support
2.4.1. Compulsory literature list
1. Bruce R. Barringer and R. Duane Ireland, Pearson Prentice Hall. Entrepreneurship:
Successfully Launching New Ventures, (2011)
2. Timmons J., Spinelli S. New venture creation: Entrepreneurship for 21st century. 2009.
2.4.2. Supplementary literature list
1. Baron, Robert A., and Michael D. Ensley. "Opportunity recognition as the detection of
meaningful patterns: Evidence from comparisons of novice and experienced
entrepreneurs." Management Science 52.9 (2006): 1331-1344.
2. Blank S. The Four Steps to the Epiphany: Successful Strategies for Products that Win,
2007, Cafepress.com.
3. Blank S., Dorf B. The Startup Owner's Manual: The Step-By-Step Guide for Building a
Great Company, 2010.
4. Casadesus-Masanell, Ramon, and Joan E. Ricart. "How to Design a Winning Business
Model." Harvard Business Review. 2011.
5. Leonard M. Lodish, Howard L. Morgan, Shellye Archambeau. Marketing That Works:
How Entrepreneurial Marketing Can Add Sustainable Value to Any Sized Company.
Pearson Education, 2007
7
6. Magretta, J. Why Business Models Matter. Harvard Business Review. 2002.
7. Mullins J., Komisar R. Getting to Plan B: Breaking Through to a Better Business Model,
2009. Harvard Business Press.
8. Osterwalder A., Pigneur Y. Business Model Generation: A Handbook for Visionaries,
Game Changers, and Challengers, 2010. New Jersey: John Wiley & Sons, Inc.
9. Read S., Sarasvathy S., Dew N., Witbank R., Ohlsson A-V. Effectual Entrepreneurship,
2011, Routledge.
10. Reis E. The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to
Create Radically Successful Businesses, 2011. New York: Crown Publishing Group.
11. Robert M. Grant, John Wiley & Sons. Contemporary Strategy Analysis. (2012)
12. Sarasvathy, Saras D. "Causation and effectuation: Toward a theoretical shift from
economic inevitability to entrepreneurial contingency." Academy of management Review
(2001): 243-263.
13. Zott C., R. Amit, & L.Massa. The Business Model: Theoretical Roots, Recent
Developments, and Future Research. WP-862, IESE, June, 2010 - revised September
2010.
2.4.3. Other information sources list
Cases:
1. Shirokova G., Sklyar T. ONA Clinic: Entrepreneurship in Healthcare // International
Journal for Case Method Research and Application, 2012, XXIV(1), p. 38-47.
2. Shirokova G., Vega G. The Untsiya Company: Business Development in Russia //
The Case Journal, 2009, Vol. 6, No. 1, pp. 57-79.
3. Shirokova G., Coyle W., Shatalov A. Dve Palochki: A Non-Japanese Restaurant of
Japanese Cuisine, The European Case Clearing House (ECCH). – 2009. – № 309261-1.
8
Part 3. Procedure of development and approval of the discipline working
program
Developer (s) of the discipline working program
Name
Degree
Status
Position
Contact information
Doctor
Degree in
Economics
Professor
Shirokova G.V.
Graduate School of
Management, SPbU
shirokova@gsom.pu.ru, +7
812 323 84 53
Lettl Ch.
Ph.D.
Professor
Vienna University
of Economics and
Business
christopher.lettl@wu.ac.at;
Tel.: +43-1-31336-4585
In accordance with the procedure of external and internal expertise of
educational programs defined by the order of the first vice rector on teaching and
research signed on 18.02.2009, № 195/1, a 2-level procedure was conducted:
1st level
(assessment of the content and methods used in the program)
Department
Date of meeting
Minutes number
2nd level
(correspondence to the goals and study plan of educational program)
The 2nd level expertise is conducted in accordance with the order
Order
Executive person
Date of the order
number
Number of
Date of the document
the
issue
Executive department
document
Other documents on assessment of the discipline working program
Quality assessment
Number of the
Date of the document issue
document
document
Approval of the discipline working program
Number of the
Approved by
Date of approval
document
Introduction of changes in a discipline working program
Number of the
Approved by
Date of approval
document
9