A new proposal has been submitted on 10/23/2013 15:27:53
The details entered are as follows:
This proposal is for: Permanent (if permanent, please e-mail to williamg@beloit.edu a syllabus that includes student
learning goals, course structure, work required, and methods of evaluation)
Date of proposal: 10/23/13
Revision date (if applicable):
Instructor/Proposer last name: Morello
Instructor/Proposer first name: Brian
Catalog title: IDST 202 01 Intro to Entrepreneurship
Transcript abbreviation of title (30 characters or less): Intro to Entrepreneurship
Department: IDST
Course level#: 200
Cross listing department (if any):
Beloit units: 1
Hours/week: 2 hours/twice weekly
Is this course a module course?: no
Grading method: Regular grade (A-F)
Frequency of offering (permanent courses only): Every semester
First time of offering (term): Spring
First time offering (academic year): 2013/2014
Location of primary instruction: On campus
Domain designation (if applicable):
Rationale for designation (if applicable):
Catalog description (50-150 words): This course focuses on the entrepreneurial process and its component parts.
Through case studies, students will explore the elements and skills required for successful venturing such as financing,
planning, marketing, and negotiating. Course will focus on pragmatism and developing sound judgment within the context
of ambiguous scenarios.
Prerequisite(s) (class standing/course required): No prerequisites.
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What should students be able to do as a result of what they learn in this course? How do these outcomes align
with the goals of your department and/or the all-college curriculum?: Students will learn frameworks and methods of
venturing that will enable them to overall make better judgments and, in particular, understand the process of identifying
opportunities and marshaling resources to carry them out.
What is the effect of introducing this course on departmental and institutional staffing and teaching
assignments? Will it create an overload for you or another faculty member? Will other courses in your
department or the College be eliminated or taught less often, and, if so, will this have an effect on offerings that
fulfill all-College or major graduation requirements (both within and outside of your department)?: None
What is the anticipated enrollment size and (if a permanent offering) frequency of offering, and how were they
determined?: 22, offered each semester
What population of students will this course serve (majors, non-majors, first years, seniors, etc.)?: All students
Please list any library, technology, or space (lab, dance/art studio) requirements. If there are financial costs
associated with these requirements, please note these costs explicitly, the party/office responsible for their
payment, and whether the responsible parties have been consulted.: None
Are there any course fees? If so, specify what the course fees are intended to cover.: None
Is this approved by the department(s) under which the course is listed?: Yes
If you are requesting that this course be listed as IDST, please indicate how knowledge and methodologies from
multiple disciplinary perspectives will be explored and synthesized.: Because the course and process of
entrepreneurship are largely about judgment and the ability of one to self-select and undertake wisely chosen goals in the
form of a venture, the course requires marshaling many disciplinary perspectives. Synthesized through the lens of various
ventures studied with the case method, the course explores the application of myriad disciplines that combined lead to a
success. Computer science for building technology, economics for evaluating opportunities, sociology for evaluating
teams, psychology for creating marketing are examples of the multiple disciplines engaged in the course.
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Beloit College
IDST*202*01
Introduction to Entrepreneurship
Brian Morello
Hendricks, 132
Tu & Th 2:00 – 3:50 pm
Course Introduction/Outline
A. REQUIRED MATERIAL
1) A series of case studies that will be handed out or able to be downloaded throughout the course.
2) A packet of readings that will also be handed out or able to be downloaded throughout the course.
3) Several books, including your first assignment:
i. The Alchemist by Paulo Coelho
ii. Learning with Cases by Louise A. Mauffett-Leenders
iii. The Goal by Eliyahu M. Goldratt
iv. The Four Steps to the Epiphany by Steven Gary Blank
v. Business Model Generation by Alexander Osterwalder & Yves Pigneur
These books are currently in-stock at the College bookstore.
B. OPTIONAL MATERIAL
1)
2)
3)
4)
5)
C.
Wall Street Journal
Economist Magazine
Influence, The Psychology of Persuasion, Robert B. Cialdini
Negotiating Rationally, Max Bazerman
Difficult Conversations, Douglas Stone
COURSE OVERVIEW
This course will use the case method to study entrepreneurship and, more broadly, venturing in all its forms. The
course is motivated by the on-going interest in and need for entrepreneurial activity in the economy. A 2010 survey by
the Global Entrepreneurship Monitor shows that some 110 million people between the ages of 18 and 64 years old were
actively involved in starting a business. Another 140 million were running new businesses they started less than 3 ½
years earlier. Taken together, upwards of 250 million were involved in early-stage entrepreneurial activity. Out of these
individuals, an estimated 63 million people expected to hire at least five employees over the next five years and 27
million of theses individuals anticipated hiring twenty or more employees in five years. Contributions to job growth not
only underscores the value of these ventures to the worldwide economy but also, through its implied opportunity for
the entrepreneur, explains the continually increasing interest from students in understanding how education may
inform successful ventures.
The primary objective of the course is to provide an understanding of the concepts and functions involved in
entrepreneurial activity and to instill a sense of the potential for venturing in you. To do this, I have purposely designed
the course to be broad and comprehensive. We will explore key topics including the entrepreneurial mindset, elements
of an enterprise, and introduce important institutions and constituencies.
Organization:
The first assignment of the course – The Alchemist, by Paulo Coelho – provides an invitation for you to begin to
consider entrepreneurship in the context of your interests, goals and ambitions. Through a series of lectures and
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exercises we will explore the logic and motivations of the individuals behind many start-ups. The remainder of the
course is divided roughly into three sections: (1) Case studies introducing the various functional components of a
venture and understanding the processes and challenges unique to each; (2) Speakers who will share their stories and
experiences coupled with a project interviewing an entrepreneur; and, (3) Lectures comprised of topics related to
judgment and interpersonal effectiveness.
Requirements:
The course has no prerequisites and is an introductory class.
However, this course places a strong emphasis on presentation and discussion skills. Given the case study format it
will be important to explain your positions or arguments to each other and to try to argue for the implementation of
your recommendations.
D. COURSE PROCEDURES
This course is designed to challenge you to concentrate on pursuing wisely chosen goals and self-selected ends
by imparting and gaining an appreciation of the skills of successful venturing. You must take the time for careful reading
and preparation for discussions to be successful in this class. If you cannot commit to this, do not take the class.
For each case, I will assign study questions concerning the case. For most of the class period, we will consider
these questions and the material in the case. You are allowed and encouraged, but not required, to meet in groups
outside of class to discuss and analyze the cases. In the past, students have found that these groups complement class
discussion well.
Each student will submit a two-page memorandum of analysis and recommendations at the beginning of each
case discussion. If you are working in a group, I will accept one memorandum from the group and count it for all
students in the group. If you choose to do this, the group cannot exceed 3 students. Each memorandum should be
typed and double-spaced. Write these as if you were writing a recommendation to the major decision-maker in the
case. The two-page limit is for text only. You may attach as many numerical calculations as you wish. Memoranda will
not be accepted after the class has met. A memorandum will be given credit if it is handed in and no credit if it is not.
Initially, therefore, I will not grade them. However, I will use the memoranda to determine final grades for those
students who are on the border of an A or B, the border of a B or C, or the border of a C, D, or F.
The readings and articles that I have assigned and will hand out are largely non-technical in nature and
summarize the findings of academic research. These articles are meant to serve as background material to help you
analyze the cases. They should not necessarily be cited in the case discussion. You should argue as if you are in a
business meeting rather than in an academic setting. The process of arriving at the answer is as important as getting the
answer.
Because of the nature of this course (and its grading criteria), it is extremely important you attend every class,
arrive on time and be prepared to participate. To help me out, you should bring your name cards to each class. I may
not remember who said what without those cards.
I will not hand out my case analysis after we have discussed the case. I do not do this because there are usually
no absolute right answers. The best cases are deliberately written to be ambiguous. While there are no right answers,
there are good arguments and bad arguments. This course is designed to help you learn to distinguish between sensible
and senseless arguments. Handing out my analyses would reduce the ambiguity in the cases and partially defeat the
purpose of doing cases. Handouts tend to circulate which is a problem when I teach the case in the future. If you are
uncomfortable with ambiguity, do not take this class.
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For the Interview Project, entrepreneurs will be asked to participate in an interview consisting of a series of
questions. Each student will be responsible to find an entrepreneur who is willing to be interviewed. The student will
write a two-page memorandum describing the insights and key ideas derived from the conversations with the
entrepreneur.
E. GRADING
Grading will be based on class participation, the short memoranda, and the Interview Project. Students cannot take
this course pass/fail.
1) Class Participation
Class participation will count for 50% of the final grade. I will judge your performance based on the quality and the
quantity of your comments. Because so much of the learning in this course occurs in the classroom, it is very important
that you attend every class. Low class participation combined with several absences can lead to a failing grade. For
those of you who think that 50% is high, remember that in the post-Beloit, real world, more like 100% of your “grade” is
based on how you communicate with your colleagues. This class is a low-risk environment for you to work on your
communication skills. If you are uncomfortable with such a heavy weight on participation, do not take this class.
2) Memoranda
The memoranda will count for 30% of the final grade. The memoranda will have greater importance for those
students on the A/B, B/C, C/D/F borders.
3) Interview Project
The Interview Project will count for 20% of the final grade. This assignment will transpire over 7 weeks during the
middle of the course.
Adapted from Professor Steven Kaplan: Course Introduction, Private Equity and Entrepreneurial Finance, University of
Chicago 1997.
I have read, understand and agree to the terms and conditions of the Course Outline.
Student Signature:___________________________ Date:___________
Printed Name:____________________________________
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Intro to Entrepreneurship (IDST 202 01)
Course Description: This course focuses on the entrepreneurial process and its component parts.
Through case studies, students will explore the elements and skills required for successful venturing
such as financing, planning, marketing, and negotiating. Course will focus on pragmatism and
developing sound judgment within the context of ambiguous scenarios. No prerequisites.
Day & Time: TR 12:00 PM-1:50 PM
Location: Hendricks Center, 132
Syllabus
26 August - 1 September
Tour of CELEB, 437 E. Grand Avenue, Beloit Thursday, August 29, 2013. We will meet at the
classroom and walk to CELEB.
Read Course Introduction/Outline, sign it and return signature section to Brian. Due in class
Tuesday, September 3, 2013.
Read "The Alchemist" by Paul Coelho - Due Tuesday, September 3, 2012.
Write a 2 page maximum (double spaced) paper about The Alchemist:
1. Santiago had lots of up and downs. How does this fable reflect Entrepreneurship?
2. Discuss the roadblocks he (or the other characters in the book) faces within himself or
otherwise and how those might relate to struggles you might face when starting a venture.
Read Ch. 1 Happiness Revisited of Flow: the Psychology of Optimal Experience - Due Thursday,
September 5, 2013.
Read "Practice," which is posted below and complete the assignment. - Due Thursday, September
5, 2013.
o
Course Introduction/Outline File
o
Flow: The Psychology of Optimal Experience-Ch. 1 Happiness Revisited File
o
Practice Assignment File
2 September - 8 September
Welcome guest Bill Conover Thursday, September 5, 2013.
o
Submit "The Alchemist" Assignment
o
Submit "Practice" Paper Assignment
9 September - 15 September
Due Tuesday, September 10, 2013: Read Learning With Cases
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Due Tuesday, September 10, 2013: Read "United Breaks Guitars"
United Breaks Guitar Case Assignment: Stand in David Carroll's Shoes - In a two-page
memorandum, present one idea on how Dave Carroll could continue to profit from United's
missteps. In addition, discuss the traits that are entrepreneurial in how he's handling the situation
he's faced with. Imagine an instance in your life where you could employ entrepreneurial behavior in a
non-conventional situation.
-------------------Due Thursday, September 12, 2013: Read Val's Coffee Case and answer the question below:
Beth took another sip of her warm cappuccino thinking that it was about time to wrap up her cell chat
and get back to the tasks at hand. Thanking her friend for the call and encouraging words, Beth
added:
Don’t get me wrong – you know I love this business. I just think that I have to make some
fundamental decisions about where we should go – either an exit strategy or a more aggressive
growth strategy. Should we cut back to ten of our best stores and open up something else so I can
stay productive and interested? Or maybe franchise, or locate some equity partner and open new
stores until we become a more attractive acquisition target? I don’t have the answers, but I can tell
you that the questions are sure keeping me up at night! Good thing I know where to get a great cup of
coffee, huh?
What should Beth do?
-------------------Interview of an Entrepreneur Guidelines: I have posted the guidelines below. Due Tuesday,
September 17, 2013.
o
o
o
o
o
United Breaks Guitar Case Study File
Submit United Breaks Guitars Assignment
Val's Coffee Case File
Submit Val's Coffee Assignment
Interview of an Entrepreneur Guidelines File
16 September - 22 September
Due September 17, 2013: Read "Understanding the Numbers: Essential for the Entrepreneur - A
Student Tutorial." Come prepared with questions for discussion.
-------------------Due Tuesday, September 17, 2013: Proposal due on Moodle - Identify your entrepreneur candidate
to be interviewed with his or her name, name of the venture, location, and a brief description of the
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business. Also, note if it to be a face-to-face interview or not. Remember, face-to-face interviews are
strongly preferred.
-------------------September 19, 2013: Continue Financials
-------------------September 20, 2013:
CEO Conference - October 31 - November 2, 2013
Chicago’s Hyatt Regency McCormick Place
Due Friday, September 20, 2013. CEO Conference Assignment: Respond to email invitation to
apply for a scholarship to attend the 2013 National CEO Conference. Click on website below.
o
Understanding the Numbers: Essential for the Entrepreneur - A Student Tutorial File
o
Submit Entrepreneur Interview Name and Business Assignment
o
2013 National CEO Conference URL
23 September - 29 September
Due Tuesday, September 24, 2013: Paint-Pen case due. See case and assignment below.
-------------------Due Thursday, September 26, 2013: Read pages 1-50 of the "Business Model Generation."
Due Thursday, September 26, 2013. Review Business Model Canvas posted below.
o
Paint-Pen Case File
o
Paint-Pen Assignment File
o
o
Submit Paint-Pen Assignment
Business Model Canvas File
30 September - 6 October
Business Model Canvas & Joe Kirgues:
Tuesday, October 1, 2013: Guest Joe Kirgues, Co-Founder of Gener8tor:
Check out these websites:
http://www.gener8tor.com/
http://ycombinator.com/
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http://www.techstars.com/
------------------Thursday, October 3, 2013: In the groups you've previously formed for case studies, collectively
choose a company and using the Business Model Canvas discussed in class, prepare a 5-minute
presentation outlining that company's use of the nine building blocks in their business model. Each
group will present their findings in class.
-------------------"The Goal" - Start reading chapters 1 through 6 by next week. This is just a suggestion to keep you
on track. You should have the entire book read by the first class back from break which is Tuesday,
October 22, 2013.
o
Copy of Business Model Canvas Template File
7 October - 13 October
Tuesday, October 8, 2013: Guest Niko Skievaski
Find information about Group Spaces and 100State and Founder Niko Skievaski. Check out the
following websites:
http://groupspaces.com/100State/
http://www.sector67.org/about.php
-------------------Thursday, October 10, 2013: Mock entrepreneur interview of Brian - Have at least one good
question ready to ask Brian during the interview.
14 October - 20 October
MID-TERM BREAK!!!!!!!!!!!!
Have a great week!
21 October - 27 October
Tuesday, October 22, 2013:
The "Goal" - Write a 2-page, double-spaced discussion of your highlights of The Goal. Identify the
key take-aways of the book and what you felt were the most important insights in the story. How did
this change your view of what it might be like to be in a production operation environment? Due Tuesday, October 22, 2013.
Thursday, October 24, 2013: Continue The Goal
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Due Friday, October 25, 2013: Submit Entrepreneur Interview Date & Time below.
o
Submit The Goal Paper Assignment
o
Submit Entrepreneur Interview Date & Time Assignment
28 October - 3 November
Tuesday, October 29, 2013: "One Flew Over The Coo coo's Nest."
Thursday, October 31, 2013: "One Flew Over The Coo coo's Nest" continued.
CEO Conference - October 31 - November 2, 2013
Chicago’s Hyatt Regency McCormick Place
4 November - 10 November
Tuesday, November 5, 2013: "The Four Steps to the Epiphany."
Thursday, November 7, 2013: "Lean Start-Up."
-------------------Friday, November 8, 2013: Your entrepreneur interview should be completed by this date at the
latest in order for you to have time to prepare your paper which is due Friday, November 15, 2013.
11 November - 17 November
Due Tuesday, November 12, 2013: Effectuation
Due Thursday, November 14, 2013: Cowgirl Chocolates case. See case and assignment below.
Due Friday, November 15, 2013: Entrepreneur Interview
o
Cowgirl Chocolates Case File
o
Cowgirl Chocolates Assignment File
o
Submit Cowgirl Chocolates Assignment
o
Submit Entrepreneur Interview Assignment
18 November - 24 November
Tuesday, November 19, 2013: Ransom
Thursday, November 21, 2013: Negotiation
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o
Negotiating Rationally File
25 November - 1 December
Tuesday, November 26, 2013: Present Entrepreneur Interview papers
Thursday, November 28, 2013: Happy Thanksgiving!!!
2 December - 8 December
Tuesday, December 3, 2013: Continue presenting Entrepreneur Interview papers
Thursday, December 5, 2013: Semester Review
9 December - 15 December
Tuesday, December 10, 2013: Meet at CELEB where each of you will create your own Right-Brain
Business Plan during class. While we have magazines available to cut out images reflecting your
business plan, it would be helpful for you to bring your own with you.
Excerpts from Jennifer Lee's Right-Brain Business Plan are posted below. Use it as you see fit to
inform your work on the in-class project for Tuesday.
o
The Right-Brain Business Plan File
o
Right-Brain Exercise File

16 December - 22 December
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