BAEP 450: Fundamentals of Entrepreneurship
Spring 2007 Syllabus
Tuesday and Thursday 4:00 pm - 5:50 pm, Room THH 212
Instructor
Email
Telephone
Office
Office hours
I.
Professor Christopher J. Harrer
harrer@marshall.usc.edu (best way to reach me)
(562) 222-2200 (This is my off-campus office number)
Bridge Hall One, basement level
Tuesdays and Thursdays 6:00 pm, or email me to set up a meeting
PURPOSE OF THE COURSE
This course provides an introduction and overview of the fundamentals of entrepreneurship.
Bringing together the disciplines of marketing, finance, product development, and management, it
presents an integrative perspective into the process of starting a new business. Whether you
already have an idea and are eager to start your own business, or simply want to learn more about
what an entrepreneurial career would be like, this course equips you with the basic entrepreneur’s
toolkit. The course can either stand alone or you can build on it with further studies in our
Entrepreneur Program.
First, the stage is set by examining what entrepreneurship is and why it is important. Then, the
course traces new venture creation from the first perception of an opportunity to the point of
value realization or exit. Along the way, we look at testing/adapting the business concept,
developing a business plan, defining a marketing and distribution plan, gathering resources, and
raising finance. Because starting a new business from scratch is not the only way of pursuing an
entrepreneurial career, we will also examine other routes including franchising, acquiring an
existing business, and starting a new venture within an established corporation.
Understanding the process of starting and growing a company is essential for pursuing an
entrepreneurial career. But there is more to entrepreneurship than that. It’s a mindset, a way of
looking at things that is opportunity-focused and creative. It’s about passion – doing what you
love. It’s about creating wealth and gaining independence. And it’s about challenge, risk,
persistence, and the ability to innovate – to improve on the old or invent the new. It is my hope
that this course will not only provide you with the entrepreneur’s toolkit but will also foster this
entrepreneurial mindset in you.
II. LEARNING OBJECTIVES
In this course, you will develop your conceptual and practical knowledge of new venture
creation and management.
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Specifically, you will
1. Develop an understanding of the importance of entrepreneurship in society and the different
forms of entrepreneurial activity
2. Become familiar with entrepreneurial career paths and be able to evaluate whether entrepreneurship is right for you
3. Develop an understanding of the new venture creation process and the life cycle of a new
venture from idea development and launch through growth and various exit strategies
4. Gain knowledge of business plans, sources of capital, marketing and distribution strategies,
operations, organization issues, as well as key legal considerations affecting entrepreneurial
ventures
5. Expand your general societal and business knowledge through a better understanding of
various industries and the entrepreneurial dynamics and opportunities within them
In addition, this course also provides an opportunity for you to develop your personal capabilities. Specifically, you will
1. Develop your analytical skills: thinking, problem solving, and decision-making
 Learn to analyze and critically evaluate ideas and viewpoints
 Acquire an interest in learning more by questioning and seeking answers
 Learn to find and use resources to answer your questions
 Learn to form conclusions and recommendations and to support them with logic and
evidence
2. Develop your oral and written communication skills
 Improve your ability to deliver oral presentations to a large audience
 Improve your ability to ask questions and present viewpoints in discussions
 Gain practice in interviewing
 Improve your ability to write well-structured, clear, and concise documents
3. Develop you creative capacities in, e.g., idea generation, writing, and performing
4. Develop your skills team work and in managing your own work
 Improve your ability to plan and structure tasks
 Learn to better manage your time
 Gain practice in dividing and coordinating tasks among team members, managing team
dynamics, and participating in team discussions
To achieve these objectives, a combination of methods will be used in the course, including
lectures, case studies, individual and group projects, student presentations, and guest lectures.
“Living Case” visits by entrepreneurs will bring alive the topics of the course and provide role
models.
III. COURSE MATERIALS
1. O’Malia, Thomas J. The Entrepreneurial Journey. Calabasas, CA: Brandywine Publishing
2. Additional readings and assignments will be posted or handed out in class
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IV. COURSE COMMUNICATION
Course communication will take place through announcements in class, emails, and Blackboard
https://blackboard.usc.edu website. You are responsible for ensuring that messages are checked
regularly so that you do not miss any postings and other important course communication.
When contacting me, email (harrer@marshall.usc.edu) is the most effective and preferred means
of communication. You may also contact me at my off-campus office phone number. For inperson meetings, my office hours are Tuesdays and Thursdays after 6:00 pm. I will also be happy
to meet at other times; please schedule an appointment via email.
V. COURSE REQUIREMENTS AND EVALUATION
Assignment
Value (points)
Participation & Attendance
Individual
250
Interview of an entrepreneur
Opportunity recognition paper
Value Chain Analysis
Short assignments
  Written case analyses
Individual
Group
Individual
500
500
350
Individual
200
Individual
200
Mid-term
examination

Individual
500
Total
GOTO’s (extra credit)
Individual
2,500
50

 
delivery and professional format of other cases)
Living case letter
Participation requirements
Your responsibilities in this course are to
1. Attend all classes – 10% of participation lost for each unexcused absence, 15% for missing
living case, guest speaker, or student presentations in class. You can miss two classes without
penalty, with prior notification (day before class). Other absences require justification, i.e.,
medical note.
2. Show up on time and stay until the end – 5% of participation lost for arriving more than 5
minutes late or leaving early without prior approval.
3. Complete the assigned readings for the class.
4. Analyze what you’ve read based on the questions provided in the syllabus and complete any
exercises assigned for the class.
5. Participate actively in classroom discussions and in-class exercises.
6. Make good use of guest presenters’ time. Ask thoughtful questions after Living Case, guest
speaker, and student presentations.
Your responsibilities to this course are very simple. Treat faculty, staff, and guest speakers like
you would your best customer, and you will be treated in the same manner. The Entrepreneur
Program believes in and follows a customer-centered philosophy. Your input and participation
are important and appreciated. Class meetings start promptly at 4:00 pm. Please arrange your
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schedule to allow you to be on time for every meeting and to stay for the entire meeting. If you
are unable to attend or will be late for a class meeting, please e-mail me in advance of the class.
You will need to come to class prepared as this class is your business. You are expected to have
read and thought about the required materials and done the expected assignments. Asking a
question in class that is easily answered by the book wastes everyone’s time and keeps us from
doing more interesting things in class. On the other hand, you are certainly encouraged to bring
up issues raised in the reading materials for clarification and elaboration in class. Effective class
participation consists of analyzing, commenting, questioning, discussing, and building on others’
contributions; it is not repeating facts, or monopolizing class time. The ability to present one’s
ideas concisely and persuasively and to respond effectively to the ideas of others is a key
entrepreneurial skill. One of the goals of this course is to help you sharpen that ability.
Participation is evaluated based on your attendance and your level of involvement in class
discussions and in-class exercises – both the quality (relevance and insightfulness of comments)
and quantity (frequency) of your participation. It is impossible to earn a participation grade if you
are not in class. Be assured that much will be demanded from you in terms of dialogue in class.
Entrepreneurs are participants and learn from each other as well as their environment.
I will use several methods to assess the comparative quality of a student’s participation vis-à-vis
other students in the class. I will “cold call” students during the class to ascertain whether
students have read assigned material and are prepared to discuss this material. I will evaluate
student participation during class and generate notes about the quality of each student’s
contribution.
While I want you to take the content of the class meetings seriously and learn all that you can, I
hope that you’ll maintain a sense of humor in the face of ambiguity, uncertainty and changes in
the schedule, usually due to opportunities with guest speakers. If this is intolerable to you, you
may not be happy as an entrepreneur. We learn more and accomplish more when we’re having
fun doing it, so please bring your sense of humor to class.
Grading standards
Grade distributions over time, across departments and courses and within departments and
courses, should be consistent and in conformity with recommended Marshall School of Business
grading standards. Evaluation should be measured against an undergraduate population that is
limited to students who have taken or are currently enrolled in the course in question, including
multiple section courses. In order to avoid substantial disparities across courses, instructors in
MSB courses are required to adhere to specific target grade point averages for each course they
teach. This policy statement includes the standards, allowable deviations and implementation
details of MSB grading standards.
Elective Courses, regular sections: 3.30 (targeted grade average). Instructors are not permitted to
have their average GPA in a single course deviate by more than 0.1 above the target.
Assignment delivery
On time paper delivery is in class at the starting time. Papers will be accepted after the deadline
with the following penalties: Papers turned in five minutes after the class begins and during the
class period will lose 10% of the value. Papers turned in after class the same day will lose 20% of
the value. Papers turned in after that will lose 30% of the value. No papers will be accepted 48
hours after the date due. If you must be absent, plan to deliver your work BEFORE class. Emailed or faxed work will not be accepted.
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Returned paperwork, unclaimed by a student, will be discarded after four weeks and, hence,
will not be available should a grade appeal be pursued by a student following receipt of his/her
course grade.
VI. COURSE POLICIES
Classroom policies
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Please be prompt. Arriving late or leaving early from class meetings is not acceptable, and
will have a direct, negative impact on your participation grade (-5% of participation).
Class seating. Remember, the best seats are in the front of the classroom.
No eating in class. You may have and use drinks in bottles.
Consider your attire, especially for guests. They do get an impression from our students.
You may wish to meet one after class; and, who knows, they may become a mentor or
business partner.
Remember to turn off cell phones and other personal communication devices. Turn off and
close laptop computers.
Academic integrity and disability accommodation
Please be familiar with the Grading Policy and Academic Standards section of the USC Catalog
and the information on University Governance in the SCAMPUS, particularly Appendix A:
Academic Dishonesty Sanction Guidelines.
The use of unauthorized material, communication with fellow students during an in-class
examination, attempting to benefit from the work of another student, and similar behavior defeats
the intent of an examination or other class work and is unacceptable to the University. It is often
difficult to distinguish between a culpable act and inadvertent behavior resulting from the
nervous tensions accompanying examinations. Where a clear violation has occurred, however,
the instructor may disqualify the student's work as unacceptable and assign a failing mark on the
paper.
Any student requesting academic accommodations based on a physical, psychological or learning
disability is required to register with Disability Services and Programs (DSP) each semester. A
letter of verification for approved accommodations can be obtained from DSP. Please be sure the
letter is delivered to me as early in the semester as possible (by the second week of the semester).
DSP is located in STU 301 and is open from 8:30 AM to 5 PM, Monday through Friday. The
telephone number for DSP is (213) 740-0776.
Greif Center for Entrepreneurial Studies Confidentiality Policy
Throughout The Entrepreneur Program's classes and events, students will be exposed to
proprietary information from other students, guest lecturers, and faculty. It is the policy of The
Entrepreneur Program that all such information be treated as confidential.
By enrolling in and taking part in The Entrepreneur Program's classes and activities, students
agree not to disclose this information to any third parties without specific written permission from
students, guest lecturers or faculty, as applicable. Students further agree not to use any such
proprietary information for their own personal commercial advantage or for the commercial
advantage of any third party.
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In addition, students agree that any legal or consulting advice provided without direct fee and in
an academic setting will not be relied upon without the enlisted opinion of an outside attorney or
consultant without affiliation to The Program.
Any breach of this policy may subject a student to academic integrity proceedings as described in
the University of Southern California "University Governance Policies and Procedures" as
outlined in SCampus and to any remedies that may be available at law.
The Entrepreneur Program, the Marshall School of Business and the University of Southern
California disclaim any responsibility for the protection of intellectual property of students, guest
lecturers or faculty who are involved in The Entrepreneur Program classes or events. Receipt of
this policy and registration in our classes is evidence that you understand this policy and will
abide by it.
VII. THE COURSE AT A GLANCE
Date
Tuesday session
Date
Thursday session
1/9
Overview of the course.
What is entrepreneurship?
1/11
Beginning of the Entrepreneurial Journey
Questionnaire and photo due
1/16
Living Case #1
3DP case write-up due
1/18
Myths & Characteristics of Entrepreneurship
What is an entrepreneur?
1/23
Developing a value proposition
Chrysalis case write-up due
1/25
Networking workshop.
Class networking exercise
1/30
Living Case #2
Four stages of an entrepreneurial company
IceDelights case write-up due
2/1
Entry strategies
Entrepreneurial lifecycles
Skill sets
2/6
From idea to concept
Defining a concept
Finding your niche
Amvet case write-up due
2/8
Living Case #3
Feasibility Analysis
Global patterns of change
Legal issues.
2/13
Living Case #4
Entrepreneurial marketing
Marketing and sales
Interview paper due
2/15
2/20
Living Case #5
Distribution and sales channels
Sells skills
2/22
Developing your benefit
Features and benefits
Selling exercise
2/27
Living Case #6
Financing a new company
Types of money
Money tool kit
3/1
Where to find money
Costs money
Money source rules
Value Chain Analysis Due
3/6
Living Case #7
Financial feasibility funnel
Cash needs assessment
Sensitivity analysis
3/8
3/13
Spring break: no class
3/15
3/20
Living Case #8
The business plan
Business plan outline
3/22
3/27
Experiential Learning Center exercise
3/29
Planning for growth
NeoPets case write-up due
4/3
No class. Teams meet with professor to
discuss group project.
4/5
No class. Teams meet with professor to discuss
group project.
4/10
Living Case #9
Alternative routes: Franchising
Corporate venturing
4/12
Living Case #10
Real estate fundamentals
Types of real estate
Presentation of entrepreneur interviews
Review of materials for mid-term exam
Spring break: no class
Mid-term exam
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4/17
4/19
Project paper due
Group project presentations
4/24
Exit strategies
Finding your personal career path
Group project presentations
4/26
Course wrap-up
Evaluating the journey
VIII. DESCRIPTION OF COURSE ASSIGNMENTS
Interview of an entrepreneur (500 points) due February 13
Conduct an in-person interview with an entrepreneur whom you do not know. Make sure that
this person or their team’s venture meets the course requirements: it is innovative and growth
oriented. It is preferred that you do not choose a small, lifestyle venture and business owner for
this project. It is recommended that you choose someone in the industry in which you’re
interested. You should have your interviewee identified by January 23.
Your written paper should not exceed 4 pages (1.5-spaced, one-inch margins, 12-point font). It
should NOT contain a verbatim transcript of the interview. Use headings. Use literature citations
to enhance your interview analysis.
Psycologicial
Be sure to address the following at a minimum in your interview, but feel free to deal with other
issues as well.
1.
2.
3.
4.
5.
6.
7.
8.
9.
Why did you choose this person and how you did you meet him or her?
Describe the business and industry.
Describe the background of the entrepreneur, education, family, interests.
Where did the opportunity for this business come from?
What did the entrepreneur do to prepare to start the business?
How did the entrepreneur deal with any perceived risk prior to start-up?
What major problems did the entrepreneur encounter during start-up,
How were these problems solved?
Who did the entrepreneur use for help and guidance during the startup of the
business?
10. What are the entrepreneur’s growths plans for the business?
The above ten questions should be answered in about two pages.
1. What advice would the entrepreneur give to someone thinking about starting a
business?
2. What advice did the entrepreneur give you?
3. Summarize what you learned from this experience.
The above three questions should be answered in about two pages.
Bibliography and PowerPoint paper slides (not included in page count).
Ten students will be asked to present their interviews (five volunteers, five cold calls). Please email your desire to be considered as a volunteer by Thursday, February 8. All students should
prepare six presentation slides with the key points from the interview. Plan your presentation to
be a maximum of 6 minutes long. Attach a one page handout format printout of the slides to
your interview paper, and bring transparencies or the PowerPoint file to class on February 13.
The presentation slides will be evaluated as part of the total grade for this project. Presentations
will be on February 15.
Case study write-ups (200 points total or 40 points each): 3-DP (due Jan. 16), Chrysalis (due
Jan. 23), IceDelights (due Jan. 30), Amvet (due Feb. 6), NeoPets (due March 29)
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There will be five case studies assigned during the semester and they will all be posted for you to
print out and read. Your assignment is to submit a well-crafted one-page response to each case
study (single-spaced, one-inch margins, 12-point font). Use headings and bullets to focus your
answer. Bring two copies to class: one to be turned in at the beginning of class, the other for you
to use during the class discussion. One case will be randomly chosen for grading (100 points); the
grading for the remaining cases (100 points) will be based on presentation and timeliness.
Living case letter (200 points) due one week after Living Case visit
We expect to have eight to ten Living Case visitors. They will tell of their venture and journey
and then leave us with a question or problem regarding an opportunity or idea that they are
pursuing. For one living case visitor, your duty is to research their issue and prepare a 1-2 page
letter for submission one week after their visit. The letter will be on your letterhead, in an
envelope with proper return address and postage. A copy of the letter will be clipped to the sealed
letter for grading. Use course readings and other source materials in writing your letter.
Value Chain Analysis (350 points) due March 1
You will explore and describe the value chain of a product. Entrepreneurial ventures sometimes
are created through the utilization of more efficient distribution channels, rather than through
creation of new benefits or targeting of new customers.
The purpose of this assignment is to provide an opportunity to explore the existing distribution
channels within an industry and to look for opportunities to improve efficiency. The student will
trace a product backward from the point of purchase to its origin, searching back to the original
concept to determine where value is created. This exercise will be enhanced by production
process research and quantification of cost and price at each stage in the channel.
Both primary research (telephone or in-person interviews with channel participants) and
secondary research (trade publications, online sources, etc.) should be noted. The paper should
not exceed four pages, 1½ spaced, and should also include flow chart attachments to demonstrate
both current and potentially improved product flow.
Mid-term examination (500 points) on March 22
The examination will cover all course materials, lectures, Living Case visits, and class
discussions (class sessions January 9 - March 20). The examination will be comprised of a
combination of multiple choice, short answer, and essay questions. A review for the exam will
take place in the March 8 class.
Team project: Opportunity recognition in an industry (500 points) due April 17
The objective of this project is to research entrepreneurial opportunities in a selected industry to
understand
 What the operating environment for entrepreneurial ventures is like in this industry
 How entrepreneurial ventures have been and are formed in this industry (e.g., by whom,
where did ideas come from, what is the typical growth path)
 What are the typical marketing and distribution strategies for entrepreneurial ventures in
this industry
 What are the key success factors and challenges for entrepreneurial ventures in this
industry
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
What are the new entrepreneurial opportunities in this industry
The project serves to integrate the various topics covered during the course. In analyzing the
above issues, you should demonstrate that you have acquired and are able to apply the central
concepts and skills involved in new venture creation. All groups will present either on April 17
or April 19. Each presentation cannot exceed 10 minutes and each person must present.
The project will be conducted in teams of 3-4 people. You should form groups based on your
industry interests. We will conduct a networking exercise in class to facilitate team formation.
Grading will be based on the final team paper and presentation, also taking into account team
members’ evaluations of each others’ contributions to the team’s work (see Appendix 1 of this
syllabus).
Research methods. Use interviews with entrepreneurs and industry experts. Conduct a review of
available information on the internet, in the literature, as well as follow the industry in the news.
Format. Your written paper should not exceed 15 pages (1.5-spaced, one-inch margins, 12-point
font). Be sure to address the following at a minimum, but feel free to deal with other issues as
well. Use headings. Make sure to cite the literature and interviews to indicate sources of
information.
Detailed requirements for the structure of the paper are listed below.
Structure of the team project paper
A cover page containing
 Title of paper clearly identifying the industry
 Date
 Names of all team members
Executive Summary page: Summarize in 250 words or less the key findings of your paper
Table of contents page
Body of the paper, not to exceed 12 pages, should cover at least the following 6 topics
1. Introduction
 Describe which industry you are focusing on and how you are defining the scope of your
study (e.g., particular sub-sectors, geographically)
 Introduce the structure and contents of the paper to the reader
2. Industry analysis
 Analyze the structure and competitive dynamics of this industry (using, e.g., industry value
chain analysis or Porter’s Five Forces)
 How has this affected and how will it affect entrepreneurial opportunities in the industry?
3. Recent entrepreneurial entries into the industry
 How have entrepreneurial ventures been formed in the industry (by whom, where did ideas
come from)?
 What is the typical development/growth path for new ventures?
4. Entrepreneurial marketing and distribution in this industry
 What are the typical marketing and distribution strategies used by entrepreneurial ventures?
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
Describe any examples of particularly innovative marketing or distribution
5. Key success factors and biggest challenges for new ventures in this industry
 Address the strategic, financial, or operations issues that “make or break” an entrepreneurial
venture in this industry and how successful ventures have addressed these issues
6. Conclusion: Current entrepreneurial opportunities in the industry
 Does this industry currently offer promising entrepreneurial opportunities? Why or why not?
 If you were to start a new venture in this industry, what kind of business would it be?
Describe the business concept, target customers, marketing/distribution strategies, etc.
Not included in the 15-page limit:
 List of references
 Appendices (optional)
GOTO’s (50 points)
There will be a number of opportunities to GOTO presentations in the class by students, which is
to earn extra credit. If a student sees an example of entrepreneurship from any source which fits
the topic of the week, he or she can prepare a 5 minute PowerPoint presentation (2-3 slides) on
the topic and email the professor the topic details and slides by 10:00 am the day of class. If it is
selected, the professor will notify you and ask you to present your GOTO to the class.
IX. SESSION-BY-SESSION COURSE ASSIGNMENTS
This schedule may change due to changes in guests’ schedules. Also, some additional readings and
discussion questions will be distributed during the course of the semester. All changes will be announced in
class and posted on Blackboard.
Session 1 (1/9)
Overview of the course
Required readings: None
Syllabus Discussion
Be prepared to discuss the following
 Class Introductions
 How would you define entrepreneurship?
 Why is entrepreneurship important? Think about different levels of analysis: a person, a community, a nation, globally.
 What are your personal learning goals for this course? How will you ensure that you achieve
them?
 Why are you here?
Session 2 (1/11)
What makes an Entrepreneur an Entrepreneur?
Required readings: Chapter 1
Border Grill Video Case Study – in-class
Be prepared to discuss the following:

How your rate yourself on Model Business end of Chap 1

Your findings and career impact knowing difference between two brain hemispheres

Why is entrepreneurship important?

Can entrepreneurship be learned?
STUDENT QUESTIONNAIRE WITH PHOTO DUE IN CLASS
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Session 3 (1/16)
What is an Entrepreneur? & Living Case Number 1
Living Case #1
Required readings: None
Be prepared to discuss/present the following:

Discuss the 3DP case
Assignment due: 3-D PRINTING CASE WRITE-UP
Session 4 (1/18)
Myths & Characteristics
Required readings: Chapter 2
Be prepared to discuss the following:
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Could/should Zotos Stein be entrepreneurs?
The entrepreneurial mindsets, characteristics & myths
Why was Kinko’s Successful?
Up front & Personal: Zotos & Stein
Session 5 (1/23)
Developing a Value Proposition
Required readings: None
Assignments due:
 CHRYSALIS CASE WRITE-UP
 Entrepreneur for interview identified, and started scheduling interview for either April 3 or April 5
(nothing to turn in now)
Session 6 (1/25)
Workshop on effective networking
Required readings: None
Be prepared to discuss the following:



What is networking?
How to find networking
Where to begin?
Session 7 (1/30)
Finding your Idea
Living Case #2
Required readings: Chapter 3
Be prepared to discuss the following
 Four stages of an entrepreneurial company
 Customer vs. Product driven
 Up Front & Personal: Food from the Hood
 Journey Three: Kiyonna Klothing
Assignment due: ICEDELIGHTS CASE WRITE-UP
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Session 8 (2/1)
Life Styles & Entry Strategies
Required readings: Chapter 4
Be prepared to discuss the following
 Personal skills sets
 Entry strategies: customers, product, and money
 Entrepreneurial exercise
 Up Front & Personal: Subway
 Journey Four: QAD
Session 9 (2/6)
Getting Past the Idea
Required readings: Chapter 5
Be prepared to discuss the following
 From idea to concept
 Vital area and niche
 Journey Five: Zanart Entertainment
 Up front & personal: Chem Trans
 Up front & personal: A-1 Turbo
Assignment due: AMVET BUSINESS PLAN ANALYSIS WRITE-UP
Session 10 (2/8)
Feasibility – Part One
Living Case #3
Required readings: Chapter 6
Be prepared to discuss the following
 Feasibility funnel
 Concept and market risk filters
 Sales/Distribution filter
 Journey Six – Vessel Assist Association
 Up front & personal: Autopsy/Post Services
Session 11 (2/13)
Entrepreneurial Marketing
Living Case #4
Required readings: Chapter 7
Be prepared to discuss the following
 Entrepreneurial marketing
 Guerrilla marketing tactics
 Journey Seven: Cardinal Laboratories
Assignment due: ENTREPRENEUR INTERVIEW PAPER
Session 12 (2/15)
Presentation of Entrepreneur Interviews
Required readings: None
Be prepared to present and discuss your entrepreneur interview. Five volunteers and five cold-call
presentations. Maximum duration of presentation: 6 minutes.
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Session 13 (2/20)
Selling Skills
Living Case #5
Required readings: Chapter 8
Be prepared to discuss the following
 How is entrepreneurial marketing different from a large company’s marketing strategy?
 What are the key factors that determine how to price a product or service?
 The classic 5 step distribution channel
 Changing channels
 The sales approach
 Journey Eight: Hard Candy
 Up Front and Personal: Trick R/C
Session 14 (2/22)
Developing your Benefit
Required readings: Chapter 9
Be prepared to discuss the following
 Features vs. benefits
 Stages of benefit development
 Tools for benefit development
 Journey Nine: Strategic Partners
Session 15 (2/27)
Money Tool Kit
Living Case #6
Required readings Chapter 10
Be prepared to discuss the following
 What is the investment process like?
 What are some barriers and pitfalls that entrepreneurs face when raising funds and starting up their
business?
 The blind tour approach
 The classic approach
 Journey Ten: DeLeon Enterprises
 Up Front and Personal: Harry Grimes
Session 16 (3/1)
How & Where to Find Money
Required readings: Chapter 11
Be prepared to discuss the following
 How do you determine the amount of capital a new venture will need?
 How do the financing needs of the enterprise change over its life cycle?
 What are the alternative sources of capital available to entrepreneurs?
 What factors affect the choice of financing sources for an entrepreneur?
 Different kinds of money
 Knowing the money source rules
 Journey Eleven: Zanart Entertainment - Revisited
SAVE THE DATE: You’re Invited: Annual Networking Day - Saturday, March 3rd 8:00 am – Noon
At the Davidson Conference Center. More information to follow!
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Session 17 (3/6)
Feasibility – Part Two
Living Case #7
Required readings: Chapter 12
Be prepared to discuss the foll
owing
 Feasibility recap
 Sales forecast and cash needs
 Sensitivity analysis
 Uncle Harry Case (to be passed out in class)
Session 18 (3/8)
Review for Mid-Term Exam.
Required readings: None
Assignment due:
Review all the readings we have covered so far, and come to class with any questions you may have.
Spring break
No class on 3/13 or 3/15
Session 19 (3/20)
The Business Plan
Living Case #8
Required readings: Chapter 13
Be prepared to discuss the following
 When to write a business plan
 For whom to write the business plan
 Key topics for the business plan
 Journey thirteen: Earthlink Network, Inc.
Session 20 (3/22)
Mid-term examination
The mid-term examination will cover all course materials, lectures, Living Case visits, and class
discussions thus far. The examination will include multiple choice, short answer, and essay questions.
Session 21 (3/27)
Experiential Exercise in the ELC
Required readings: None
LOCATION: Experiential Learning Center, basement of Bridge Hall
Session 22 (3/29)
Planning for Growth
Required readings: None
Be prepared to discuss the following
 What are alternative growth strategies for entrepreneurial ventures, and how do you decide which
one best suits your venture?
 How does the entrepreneur’s role change as the company grows?
Assignment due: NEOPETS CASE WRITE-UP
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Sessions 23-24 (4/3 and 4/5)
Group meets with professor to discuss final project
No class. Each team meets with professor for 30 minutes to discuss the final team project.
List for scheduling the meetings will be in class on 3/6 and 3/8.
Assignment due: Bring to the meeting (1) a draft version of your paper, (2) a list of questions your team
has for the professor, and (3) a list of interviews and source materials that your team has used
Session 25 (4/10)
Alternative routes: Corporate Venturing & Franchising.
Living Case #9
Required readings: TBD
Be prepared to discuss the following
 Can entrepreneurship exist within large companies? How is corporate venturing different from
traditional entrepreneurship?
 When is franchising an effective growth strategy? What are its advantages and disadvantages?
 Would you consider becoming a franchisee? Why or why not?
Session 26 (4/12)
Real Estate Fundamentals
Living Case #10
Required readings: None
Be prepared to discuss the following
 Types of real estate
 How to locate the right real estate for an entrepreneurial company
 Leasing negotiations
 Types of leases
 Real estate valuation methods
7Session 27 (4/17)
Group Project Presentations
Required readings: None
Be prepared to present:
 Each team signed up for today will have the opportunity to present their project
 Maximum time is 10 minutes per group
 Each member of the group is to present
 Group project team evaluation forms also due (appendix 1)
Assignment due: ALL GROUP PROJECT PAPER TO BE TURNED IN TODAY
Session 28 (4/19)
Group Project Presentations
Required readings: None
Be prepared to present:
 Each team signed up for today will have the opportunity to present their project
 Maximum time is 10 minutes per group
 Each member of the group is to present
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Session 29 (4/24)
Exit Strategies & Course Wrap-Up
Required readings: None
Be prepared to discuss the following
 When to exit an entrepreneurial venture
 How to exit
 Merge vs. sell
 Public vs. privately owned
 Finding you personal career path
 What does it take to be a successful entrepreneur?
 Which living cases help you understand the entrepreneurial journey?
 How does someone become a successful entrepreneur?
Session 30 (4/26)
No Class
No Class!
Year-End Entrepreneurial Awards Banquet – Town & Gown
6:00 pm – Cocktails
7:00 pm – Dinner
Business Attire
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Appendix 1
BAEP451 GROUP PROJECT TEAM MEMBER EVALUATION FORM
Group number: _______
Your name: ________________________________________
Your signature: ______________________________________________
A. PLEASE USE THE FOLLOWING RATING SCALE TO EVALUATE YOUR TEAM MEMBERS AND YOURSELF IN THE TABLE BELOW
Score
5
4
3
2
1
Description
Excellent contributor
Good contributor
Satisfactory contributor
Marginal contributor
Unsatisfactory contributor
Explanation
Without this person, the quality of the final product would have been significantly diminished
Without this person, the quality of the final product would have been diminished
Without this person, the quality of the final product would have been diminished somewhat
Without this person, the quality of the final product would have been about the same
Without this person, the quality of the final product would have been improved
Note: Due to division of labor within the group, certain categories may not apply to certain team members. You may use N/A in these cases. Please explain why a member received an
N/A from you in your written comments.
Team member names
(rate yourself as well)
Example: Tommy Trojan
Collecting
information*
5
Analysis of data
3
Developing conclusion
and recommendations
4
Writing of paper
4
Preparation of
presentation
2
Facilitating the
group process**
5
Name 1:
Name 2:
Name 3:
Name 4:
Name 5:
* Conducting interviews, literature searches, research on the web, etc.
** Organizing meetings, dividing up workload, resolving conflicts, being a committed group member, ensuring participation of all team members, etc.
B. NOT INCLUDING YOURSELF, PLEASE RANK THE OTHER MEMBERS OF YOUR TEAM BASED ON THEIR OVERALL CONTRIBUTION TO THE TEAM’S WORK
This team member’s overall contribution was...
Team member name (not including yourself)
the most important for the team:
the second most important:
the third most important:
the fourth most important:
the fifth most important:
C. YOU MAY USE THE SPACE BELOW AND THE REVERSE SIDE OF THIS FORM TO ADD ANY COMMENTS ON TEAM MEMBERS’ PERFORMANCE.
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