ENTREPRENEURSHIP
(Feb, 2012 – May 2012)
BBA
“The world as a whole benefits most when you do something new or when you do it better or
differently” (Roger Babson)
Faculty:
Office:
Email:
Dr. Shahid Qureshi
Room 21
squreshi@iba.edu.pk
Class:
Office Hours: Wed 11:00 to 1:00 PM
Phone: Ext: 202
COURSE OBJECTIVES:
Entrepreneurship is considered the liberal arts of business education. Entrepreneurship means to
keep an open mind, think outside the box, re-evaluate your own views of entrepreneurship, and
intellectually challenge your peers. Entrepreneurship is a way of thinking and acting.
The emphasis of this course is on entrepreneurship as a manageable process that can be applied in
virtually any organizational setting. We will be looking at entrepreneurship over the life cycles of
people’s careers, of organizations as they evolve from start-up enterprise to sizeable corporation.
However, our principal focus will be on the creation of new ventures, the ways that they come into
being, and factors associated with their success.
It is an integrative course – one that combines material introduced in other MBA courses. Therefore,
the emphasis is on applying techniques learned from Organizational Behavior, Accounting, Financial
Analysis, Marketing, Operations management and Human Resource Management.
The objective is to have a greater understanding of the entrepreneurial process – a process of
opportunity recognition, resource marshalling, and team building driven by communication, creativity
and leadership. When process and passion collide, the seemingly unconnected become connected.
New ventures are born, stagnating businesses grow, and failing businesses are reinvented.
The course consists of the following major modules
1.
2.
3.
4.
5.
The Entrepreneurial Mind for an Entrepreneurial World
The Opportunity
The Founder and the Team
Marketing and Financing Entrepreneurial Ventures
Startup and beyond
COURSE MAT ERIALS:
REFERENCE BOOKS / Material
1. “New Venture Creation: Entrepreneurship for the 21st century”, by Jeffry Timmons, Stephen
Spinelli, Jr. 8th edition
2. Entrepreneurship: A process perspective 2e, by Robert A. Barona and Scott A. Shane
1
GRADING & EVALUATION:
The final grade in the course will be computed using the following weights:
Assignment
Class Participation + Quiz
Entrepreneur Interview
Mid Term 1: From Case Studies
Mid Term 2: Rocket pitch presentation + Biz Plan
Final Exam
Individual/Group
Individual
Group size 3
Individual
Group size 3
Individual
Percent
15+5%
10%
20%
20%
30%
CASE STUDY PREPARATION:
This course uses cases and examples as an important tool for learning since understanding of
entrepreneurship is greatly aided by role modeling and pattern recognition. To be effective all cases
require you to prepare carefully before class and participate fully in class. Participation is evaluated by
the quantity and quality of your input. Thus, students are expected to adequately prepare for all
classes. You are strongly encouraged to bring in outside information (stories) pertaining to
entrepreneurship that will interest the class. Participation here will strongly contribute to your overall
participation grade.
Case study questions will be provided to you. Quality comments are those that move the class
discussion forward by:
-
Revealing important issues
Bringing us closer to some type of decision
Making decisions that are well thought-out, logical and rational.
Offering opinions that are well thought-out, logical and rational
Debating or challenging your peers without personal attack
Tying in relevant course topics (e.g. from assigned readings)
ENTREPRENEUR INTERVIEW:
Group of 3 to 4 (Maximum 4) student will interview an entrepreneur of their choice. The goal is to
provide you with insights about entrepreneurship that cannot be obtained from classroom experience
alone. A standard list of questions (Interview Guide) can be found in the course packet. Use this as a
foundation for your interview, but don’t be hindered by it. You may find that your conversation goes
beyond some of these basic questions. Your paper will be a summary of the interview, and an analysis
of what you have learned, and your personal assessment.
Choose an entrepreneur in an industry that is personally interesting to you. It is your responsibility
to identify and contact an entrepreneur; this is part of the course experience. I suggest finding
some personal link to the entrepreneur (family, friends, colleagues etc).
Some other guidelines are:
-
Try to conduct the interview in person. Phone or email/skype interviews can be used as a last
resort.
Please provide all contact information for the entrepreneur on the cover page of your paper (or
staple a business card).
2
-
-
Don’t just report the interview, but also critique the entrepreneur’s process (e.g., do you agree with
the way the entrepreneur launched the business? What should he/she have done differently?)
Analyse the background, opportunity identification, entrepreneurial process in your report. The
maximum length of the report is 5 pages.
Interview with an Entrepreneur to be submitted two days before the start of the course
ROCKET PITCH:
In the Rocket Pitch event each group will present one idea and business concepts during class. Each
group is required to prepare
1. The Rocket Pitch Profile
2. Maximum three PowerPoint slides
Everyone will have FIVE MINUTES ONLY to pitch their idea to the class. The detailed information
about the rocket pitch is provided at this web page.
http://faculty.babson.edu/academic/sye3/RocketPitch/Student/index.htm
Assignment Submission Dates

Interview with an Entrepreneur to be submitted by 1st March.
3
Course Outline
1
Introduction to the course
The case method of study and participant centered learning
The Compleat Entrepreneur by Daryl G Mitton
2
Babson Case: Roxanne Quimby A
Roxanne Quimby, Burt
3
Babson Case: Roxanne Quimby B
4
Introduction to Entrepreneurship
Stanford Case: Daksh (A): 1999 Business Plan
5
6
7
Entrepreneurial Mind and Process
Readings
 Ch:2 The Entrepreneurial Mind pg 45-55
 Ch:3 The Entrepreneurial process pg 109-116
HBS Case: The Piercer
Readings
 Ch:5 The Opportunity: Creating, Shaping, Recognizing, Seizing pg 147-172
 Ch: 6 Screening Venture Opportunities, Pg 187- 188
Business Plan
Babson Case Study: ILinc Case Study of a start up
8
Ch: 8 The Business plan pg 275-277
HBS Case: Heather Evans
9
LUMS case study: Polycon what next?
10
Review Session
Idea Generation Exercise
Rocket Pitch introduction
Group Formation, Distribution of exercise sheets and group work
HBS Case: Siam Canadian Case
11
12
Presentations on the Rocket Pitch
Groups to present with a presentation time of 3-5 minutes each
13
Binjj on the Apple IPAD
14
Entrepreneurial Leader and the T eam and Resources
Ch:9 Entrepreneurial leader and the team pg 307-328
Ch:11 Resource requirements Pg 377-389
15
HBS Case Study: TCS: An Entrepreneurial Air-Express Company in Pakistan
Khalid Awan, Jamil Janjua, Saqib Hamdani
4
16
HBS Case: Golden Star Facilities and Services Private Ltd.
17
LUMS Case: Style and Trends A, B
Muhammad Ali Tariq, Shehzad Mehboob Elahi, Nadira Sabahuldin
18
Topic: Entrepreneurial Marketing
HBS Case Study: Office Tiger
19
HBS Reading Dubai: Global Economy
HBS Case Study: Fareej Case Study
20
HBS Case: Online Marketing at Big Skinny
Mid Term
21
Entrepreneurial Finance
Ch:13 Entrepreneurial Finance pg 425-433
HBS reading: Valuation Techniques
Work on the Financial Plan Template
HBS Case Study: Paint Pen Inc
22
HBS Case: R&R
23
HBS Case: Measuring the game of Golf
24
Intrapreneurship
HBS Case Study: Serengeti Eyewear Entrepreneurship within Corning
25
Entrepreneurial Career Planning
26
Social Entrepreneurship
HBS Case Study: Honey Care Africa, Kenya A tripartite Model
27
The Origins of Western Social Science
28
WRAP UP Session
 Lessons from Germany’s Midsize Giants HBS Reading
 Bill Millers video clips
WRAP UP of the course
5