Course Form
I. Summary of Proposed Changes
Dept / Program
Management and Marketing
Course Title
Prefix and
Course #
MGMT 486
Strategic Venture Management
Short Title (max. 26 characters incl. spaces)
Summarize the change(s) proposed
Strategic Venture Management
New course, as capstone and upper division writing
course for all business majors
II. Endorsement/Approvals
Complete the form and obtain signatures before submitting to Faculty Senate Office
Please type / print name Signature
Requestor:
Klaus Uhlenbruck
Phone/ email :
6523/klaus.uhlenbruck@umontnana.edu
Program Chair/Director: Klaus Uhlenbruck
Other affected programs Accounting and Finance (Terri Herron)
Management Information Systems
(Belva Jones)
Dean:
Larry Gianchetta
Date
Are other departments/programs affected by this modification
Please obtain signature(s) from the
because of
Chair/Director of any such department/
(a) required courses incl. prerequisites or corequisites,
program (above) before submission
(b) perceived overlap in content areas
(c) cross-listing of coursework
III: To Add a New Course Syllabus and assessment information is required (paste syllabus into section V
or attach). Course should have internal coherence and clear focus.
Common Course Numbering Review (Department Chair Must Initial):
YES
NO
Does an equivalent course exist elsewhere in the MUS? Check all relevant disciplines if
X
course is interdisciplinary. (http://mus.edu/transfer/CCN/ccn_default.asp)
If YES: Do the proposed abbreviation, number, title and credits align with existing course(s)? Please indicate
equivalent course/campus. 
If NO: Course may be unique, but is subject to common course review. Be sure to include learning outcomes on
syllabus or paste below. The course number may be changed at the system level.
Management courses have not gone through the common course numbering process.
Exact entry to appear in the next catalog (Specify course abbreviation, level, number, title, credits, repeatability
(if applicable), frequency of offering, prerequisites, and a brief description.) 
U 486 Strategic Venture Management 3 cr. Offered every term. Prereq., senior standing in Business and
completed upper Business core; coreq., BADM 401. Integration of all functional areas of business including
starting and managing a growing business. Topics include recognizing business opportunities, setting strategy
for the firm, raising capital, marketing new products, and organizing a management team. Students write a
business plan for themselves or for a local entrepreneur or organization.
Justification: How does the course fit with the existing curriculum? Why is it needed?
Integration of various business functions is critical in business education and required by accrediting agency.
This course does this better than the courses (MGMT 445, 446) it replaces, but still covers basic topics in
strategic management.
Are there curricular adjustments to accommodate teaching this course?
MGMT 445 and MGMT 348 will be deleted as they will be completely absorbed in the new course. MGMT 446
becomes a required course for management majors. Faculty that used to teach these courses will teach the new
course.
Complete for UG courses (UG courses should be assigned a 400 number).
Describe graduate increment - see procedure 301.30
http://umt.edu/facultysenate/committees/grad_council/procedures/default.aspx
Complete for Co-convented courses
Companion course number, title, and description (include syllabus of companion course in section V)
See procedure 301.20 http://umt.edu/facultysenate/committees/grad_council/procedures/default.aspx.
New fees and changes to existing fees are only approved once each biennium by the Board
of Regents. The coordination of fee submission is administered by Administration and
Finance. Fees may be requested only for courses meeting specific conditions according to
Policy 940.12.1 http://mus.edu/borpol/bor900/940-12-1.pdf . Please indicate whether this
course will be considered for a fee.
If YES, what is the proposed amount of the fee?
Justification:
YES
NO
X
IV. To Delete or Change an Existing Course – check X all that apply
Deletion
Title
Course Number
From:
Level U, UG,
From:
Change
G
To:
To:
Co-convened
Description Change
Repeatability
Change in Credits
From:
Cross Listing
(primary
To:
program
initiates form)
Prerequisites
Is there a fee associated with the
course?
1. Current course information at it appears in catalog
2. Full and exact entry (as proposed) 
(http://www.umt.edu/catalog) 
3. If cross-listed course: secondary program & course number
4. If co-convened course: companion course number, title, and description
(include syllabus of companion course in section V) See procedure 301.20
http://umt.edu/facultysenate/committees/grad_council/procedures/default.aspx.
5. Is this a course with MUS Common Course Numbering?
http://mus.edu/transfer/CCN/ccn_default.asp
If yes, please explain below whether this change will eliminate the course’s common course status.
6. Graduate increment if level of course is changed to UG.
Reference procedure 301.30:
http://umt.edu/facultysenate/committees/
grad_council/procedures/default.aspx
(syllabus required in section V)
7. Other programs affected by the change
8. Justification for proposed change
YES NO
Have you reviewed the graduate
increment guidelines? Please check
(X) space provided.
V. Syllabus/Assessment Information
Required for new courses and course change from U to UG. Paste syllabus in field below or attach and send
digital copy with form.
Strategic Venture Management
Syllabus for MGMT 486
Instructor:
Office Hours:
Contact Information:
Room 3XX, Gallagher Business Building/ AM-PM
e-mail –
About this Course:
Welcome! This course is the capstone course on the topic of new venture management. We will discuss
forms of entrepreneurship, examine tools—particularly those relating to strategy— to help start and build
businesses, and engage in discussions about real-world new ventures. Also, you will learn to develop a business
plan in a team-based environment.
The purpose of the course is to give you an introductory overview of the entrepreneurial process, and an
opportunity to develop a venture opportunity into a full-fledged business plan. We will kick off the semester
with what is meant by ENTREPRENEURSHIP in its various forms. Subsequently, we will also discuss existing
strategic and operational frameworks and tools that can help you make sense of the vast amount of information
needed to identify, appraise, and develop an entrepreneurial opportunity. Lastly, you will be asked to refine your
entrepreneurial thinking by developing an in-depth business plan, to be “pitched” at the end of the semester.
Working in teams, you will put together the business plan based on a feasible (!?) idea from one of your teammates or an outside “client” who has asked us to develop a business plan for his venture. This exercise will
prompt you to apply the frameworks and models to develop a top-down and bottom-up approach to opportunity
recognition, competitive analysis, target customer identification, product development and pricing, marketing
and sales strategies, and relevant financial projections. This project will tie together the diverse parts of the
course as well as much of the knowledge you gained in your previous business classes. In addition, it will
provide you with a ‘product’ to take with you when you enter your job search.
Expectations for this Course:
BE ON TIME - COME PREPARED! This class is based on an on-going, interactive discussion. At a
minimum, you need to thoroughly read ALL assigned readings. Try to think through the main points and issues
and how they play out in real-world scenarios.
I expect you TO PARTICIPATE (15% of your grade) since the class is much better served through an
interchange. Your contributions should be thoughtful and inclusive of the frameworks and themes we have
covered. As the course progresses, I expect your presentations to reflect the various articles, case studies,
frameworks and class discussions.
It is critical that you get familiar with the course syllabus – it will help set your expectations of the
workload for the class. Keep in mind that this syllabus is a rough guide, and that changes may occur during the
semester.
Objectives of the Course:
1.
Apply and integrate knowledge acquired during your career as a student to real business
problems, involving analysis, solution development, and implementation.
2.
Sharpen your communication skills.
3.
Engage in entrepreneurial and strategic thinking.
4.
Learn how entrepreneurs create opportunities and capture the rewards of their activities
(or how they might miss them).
5.
Recognize the interaction between different business areas, e.g. innovation/R&D,
production/operations, financing, accounting, management, and marketing.
6.
7.
8.
Develop basic managerial skills such as leadership, decision making, and prioritizing.
Perform as part of a group of peers challenged by a demanding project with severe time
constraints.
Improve skills in achieving group effectiveness.
Learning Outcomes:
1.
Students can integrate knowledge in management, marketing, accounting and finance.
2.
Students understand what determines the likelihood of a successful business venture in a
competitive market environment.
3.
Students can develop and evaluate a business plan and operating strategy for a venture,
create a mission statement and objectives of the venture, and compare the criteria used by
various funding sources (banks, angel investors, venture capital, etc.)
4.
Students can identify the roles of leadership and teamwork in venture management
activity, apply teamwork skills to solve a business problem, and assess how personal
attributes influence the success and failure of a venture.
5.
Students have written and oral communication skills as expected of business
professionals.
Class Materials
1. The Portable MBA in Entrepreneurship, 4th Edition by W. Bygrave & A. Zacharakis
2. Course Packets – a collection of case studies and articles is available at the UM Bookstore.
Grading & Assignments:
Reading Comprehension Quizzes
Business Plan Presentations
Class Participation (incl. peer review)
Final Business Plan
Individual Weekly Reflective Journal
15%
15%
15%
30%
25%
Each of the preceding components will be discussed in greater detail as the semester progresses.
Additional Comments on Grading & Assignments:
- PLEASE DO NOT USE YOUR NOTEBOOK COMPUTER DURING OUR SESSION. If
you need to take notes, rely on paper and pen. The use of notebooks is distracting to your
fellow students and me.
- For every day an assignment is late, the grade of the paper drops a FULL LETTER
GRADE, e.g. an “A” paper turned in a day late will become a “B” paper, etc.
- NO E-MAILED PAPERS. I expect hard copies to be handed in on the day the paper is due.
If you cannot attend class, have someone else hand it in for you.
- TRY NOT TO MISS THE READING QUIZZES – Make-up quizzes are in essay form.
- NO EXTRA CREDIT. Do the work that is assigned.
- WEEKLY ATTENDANCE WILL BE TAKEN. If you miss MORE THAN 4 CLASSES, it
will reflect on your grade.
- YOU WILL HAVE AN OPPORTUNITY TO EVALUATE YOUR TEAM MEMBERS.
- RESPECT THE HONOR CODE. Cheating of any form will not be tolerated in this class.
All work handed in is to be yours. If you don’t know what “cheating” means, please refer to
the University Conduct Code at:
www.umt.edu/SA/documents/fromWeb/StudentConductCode1.pdf
The Business Plan:
The business plan affords you a unique opportunity to take an idea for a business and evaluate it from
multiple perspectives (competitive, marketing, financial, etc.). While I don’t expect that many of you
will start the business at this point in your academic career, my view is that the more you understand
the PROCESS of entrepreneurship, the more likely you can hit the ground running (without tripping)
should you decide to start a venture. PLEASE RECOGNIZE THAT THE BUSINESS PLAN IS
YOUR PROJECT – THIS MEANS THAT YOU ARE DOING THE WORK! I will help guide you,
but the calories burnt on this are yours – just like in the real world.
The report is graded based on its comprehensiveness, substance, attention to detail, consistency, writing
style (e.g., one voice, not individual sections; clear; convincing) and professional appearance. An
outline for this plan is can be found in Appendix A.
Part of this class is designed to help interested students/teams prepare and submit a business plan for
the SoBA Business Plan competition held every spring. This event is a unique opportunity to present
your business plan to angel investors, business owners, and other members of Montana’s
entrepreneurial elite who can help you realize your business. Also, you can compete for prize moneys,
which were $50,000 this past year. If you’re interested in the SoBA Business Plan competition, please
see the eligibility requirements at
http://www.business.umt.edu/made/programs/biz.asp.
Individual Weekly Reflective Journal:
Each student will turn in a one-page, single-spaced summary reflecting on (1) what new knowledge,
insights and conclusions regarding your project have been gained from class meetings or other sources
(speakers, books, journal or newspaper articles, websites, individuals/experts interviewed, etc.) and (2)
how your group is functioning. Both topics have to be addressed each week. These journals will be
graded based on the rubric provided in Appendix C. Use these journals to reflect on your learning
during the past week. Journals are due Tuesdays in class.
Team Work:
As most start-ups, the business plan development will be team-based. Groups will be formed by the 4th Week.
Teams should be no larger than 5 members, no smaller than 3 members. Once your ideas have been submitted, I
will rank-order your preferences to build teams. I would highly recommend that you take into consideration
individual strengths and weaknesses: qualitative vs. quantitative; marketing – financial/accounting – technology
backgrounds, availabilities throughout the semester, etc. It is critically important that you and your team
members learn to manage the various requirements and deadlines of the business plan.
I understand the potential difficulties in team-based projects: some people do more work than others,
some teams have better dynamics than others, etc. I recognize that at times it can be challenging and even
frustrating, but in my opinion team projects capture the real-world complexity of getting business done. If you
find that some team members simply do not contribute, PLEASE APPROACH ME AS A GROUP. I will deal
with your collective complaints accordingly. You will have an opportunity to fill out peer evaluation forms at
the end of the semester.
COURSE OUTLINE
INTRODUCTION - Week 1 & 2
Week 1:
August 31:
Introductory Session
Read: Blackboard ARTICLE – “Can we teach entrepreneurship?”
September 2:
What is Entrepreneurship: Make versus Buy?
Starting from Scratch vs. Strategic Acquisitions
Read: Chapter 1: The Entrepreneurial Process
Read: ARTICLE – “The Discipline of Innovation”
Week 2:
September 7:
Ideas, Sources and Types of Entrepreneurism
Industry Structure (Porter’s Five Forces), Generic & Blue Ocean Strategies
Read: Chapter 2: Idea Generation (to p. 40 only)
Read: ARTICLE – “Blue Ocean Strategy: From Theory to Practice”
September 9:
The Business Model
Read: ARTICLE - “Why Business Models Matter”
Read: Chapter 3: Opportunity Recognition, Shaping, and Reshaping
Due: Present Ideas
THE IDEA (vs. THE OPPORTUNITY) – (Week 3 & 4)
Week 3:
September 14:
Strategic Leadership & Management Teams
Due: Ideas Rankings Sheet
September 16:
Documentary: Startup.com
The Internet Changes the Game
Week 4:
September 21:
Reading Comprehension Quiz #1
Team Selection
Intro to Business Planning
September 23:
The Business Plan
Read: Chapter 5: Business Planning
THE BUSINESS PLAN (Week 5 & 6)
Week 5:
September 28:
The Business Plan Audience:
Vision & Mission Statements
The Investment Community
Read: Chapter 7 & 8
September 30:
Connecting Strategy and the Business Model:
Generic Strategies, Value Chain/System, Core Competence
Read: ARTICLE – “Building a Business Model and Strategy:
How They Work Together”
Read: CASE - Zipcar: Refining the Business Model
Week 6:
October 5:
In-Class Presentations:
Opportunity Presentation (Part 4, Section One: a – d)
DUE: In-Class Powerpoint Presentation (8-10 slides)
Hand in Powerpoint Slides of Presentation
Hand in approx. 6 pp. single-spaced of Business Plan, Part 4, Section One: a – d.
October 7:
The Customer and the Product:
Segmenting the Market, Identifying the Customer, Defining the Product
Read: CASE - New Century Brewing: Moonshot - Caffeinated Beer
Week 7: (Midpoint)
October 12:
Pricing Strategies and Marketing:
Read: Chapter 4
Read: ARTICLE – “Pricing is Right”
Due: Customer Surveys – each team will bring a rough draft of a 10-question
survey, to be administered to potential target customers.
October 14:
Reading Comprehension Quiz#2
Sales, Suppliers, Distributors, and Break-even Analysis
Read: Chapter 12
Read: Sales Forecasting + Break Even Calculation Handout
GETTING OFF THE GROUND (Week 8 & 9)
Week 8:
October 19:
In-Class Presentations:
Customer & Marketing Presentation (Part 4, Section One: e – h)
DUE: In-Class Powerpoint Presentation (8 – 10 slides)
Hand in Powerpoint Slides of Presentation
Hand in approx. 6 pp. single-spaced of Business Plan, Part 4, Section One: e – h.
October 21:
Entrepreneur Presentation (To be announced)
Week 9:
October 26:
The Organization – Legal, Tax, and Incorporation Issues
Protections – Patents, Trademarks, etc.
Read: Chapter 10
October 28:
In-Class Presentations:
Customer Survey Results + Break-even Analysis
DUE: In-Class Powerpoint Presentation (8 slides)
NUMBERS THAT TELL THE STORY (Week 10, 11 & 12)
Week 10:
November 2:
Protections – Patents, Trademarks, Service Marks etc.
Read: Chapter 11
November 4:
Reading Comprehension Quiz #3
Financial Statements
Read: Chapter 6
Read: ARTICLE - 6. Solving the Puzzle of the Cash Flow Statement
Week 11:
November 9:
Financing Your Venture
Read: Article – Bootstrap Finance: The Art of Start-ups
November 11:
Entrepreneurial Leadership & Corporate Governance:
Read: “The Most Important Job: Entrepreneurial Leadership”
Read: “To IPO or not to IPO: Risks, Uncertainty and the Decision to go Public”
Week 12:
November 16:
In-Class Presentations:
Financials, Legal & Organizational Structure and Management
(Part 4, Section One: i - l) + (Part 5, Section Two, a – i)
DUE: In-Class Powerpoint Presentation (8 – 10 slides)
Hand in Powerpoint Slides of Presentation
Hand in approx. 6 pp. single-spaced of Business Plan, Part 4, Section One: i – l
+ Part 5, Section Two, a - i
November 18:
Reading Quiz #4
Managing for Growth:
Harvesting – The Exit and the Future
Read: Chapter 13
PRESENTING YOUR PLAN (Week 13, 14 & 15)
Week 13:
November 23:
Presenting your Plan:
Video: Dragon’s Den – How it is and isn’t done.
Read: “How to Pitch Venture Capitalists”
November 25:
(Thanksgiving Break)
Week 14:
November 30:
In-Class Business Plan Support Session:
Each team, bring Draft of Business Plan and Final Powerpoint for Review by
me.
Peer Reviews
DUE: Draft of Business Plan
December 2:
Business Plan Presentations
Hand in Powerpoint Pitchbooks: please print out and bind the slides you are
using for your Business Plan Presentations
Week 15:
December 7:
Business Plan Presentations
Hand in Powerpoint Pitchbooks: please print out and bind the slides you are
using for your Business Plan Presentations
December 9:
DUE: Final, completed Business Plan
Wrap-Up Session
Appendix A
Business Plan Outline
Your plan will start with a Cover Page, followed by a detailed Table of Contents. The next section to be
included will be the Executive Summary (note: you will hold off on writing the Executive Summary until
toward the end of the semester). The subsequent sections (Sections 1 – 3) represent the main body of the
business plan.
Important: The following outline should provide you with insights into what is most commonly found in a
business plan and how business plans are traditionally structured. Make sure to use appropriate headings and
sub-headings throughout (do not use the numbering system provided in the guidelines – these are meant for the
purpose of the syllabus only). Also, please remember that these are broad guidelines – not all the questions will
be relevant to your particular business, so you will have to use your judgment to decide which ones to address in
your business plan. In addition, please refer to the sample business plans provided by me; they will be helpful in
guiding the development of your plan throughout the semester.
1. Cover page
a. The cover page should include the following items:
i. Identify the business name (& logo?) and the fact that it is a business plan
ii. Name of entrepreneurs
iii. Address and other contact information
iv. Business plan copy number (allows you to keep track of who has which version of the
plan and assures that investors don’t distribute to other individuals)
2. Table of Contents
a. List of sections, subsections, and appendices + pages on which they can be found.
3. Executive Summary (2 - 3 pgs.)
a. The Executive Summary should include a brief description of the following:
i. Team
1. Who is asking for money?
2. What experience do we have for the opportunity being pursued?
ii. Business: What business are we proposing?
1. What is the business concept? Formally describe the business, its product, the
market it serves and the business' competitive advantage: what business you are
in, what you sell, who is your target market. (30 words or less)
2. What is the vision? Here, in addition to the WHAT of the business concept,
address the long-term WHO (will you be in 3 – 5 years), HOW (product/service
change the way people live/work/play), WHERE (do you intent to end up: goal)
and WHY (you)?
3. 1-sentence Mission Statement.
iii. Overview of business opportunity (from market research)
1. What is the opportunity?
2. Why is there an opportunity “right now”? Why is it a compelling opportunity?
Is there a fundamental shift that is causing the opportunity?
3. What is driving the opportunity? How long will the window of opportunity
last?
4. What are the Market Size and Market Structure? (see 3Ms)
5. Why are they favorable to our opportunity?
iv. Competition & Strategy
1. Who are the main competitors AND what are they NOT doing?
2. What is the current structure of the industry and which forces are affecting it the
most (see Porter’s Five Forces)
3. What is the entry strategy? (see Generic Strategies; Entry Strategies)
4. How will your business fulfill the void in the market and STAND OUT?
v. Competitive Advantage and Business Model
1. What are the competitive advantages that the company will have?
2. Who is our customer? (see 3Ms’ Market Demand)
3. How will the company generate revenues? (see Revenue Models)
vi. Economics of the business
1. What margins do we expect?
2. How long until breakeven is reached?
3. How long until positive cash flow is reached?
4. What profits do we expect to make?
vii. Proposed exit strategy
1. How do we plan to harvest the business?
2. Over what time period?
viii. Proposed offering
1. How much money are you asking for?
2. What will the money be used for?
3. What ownership are we willing to give up?
4. How do investors get their money out? How do they get repaid?
5. What are the expected returns for investors?
4. Section One: The Business. (no more than 20 pp.) Address the following:
a. Description of the business
i. What is your mission statement?
ii. What type of business are you in (service, product, wholesale, importer, etc.)?
iii. Why will your team be successful?
iv. What is special about your business?
b. Product/Service that you are providing (i.e., Buyer Utility Map; Value System)
i. What exactly are you selling?
ii. What are the benefits (not features) of what you are selling?
iii. How does your product/service differ from the competition? What exactly makes it
different?
iv. Why will customers buy from you?
v. Are there any proprietary aspects of your product/service?
c. Industry Analysis & Market Analysis
i. Industry analysis (i.e., Porter’s Five Industry Forces analysis)
1. How do you define your industry?
2. How is the industry segmented?
3. What are the current trends and important developments?
4. Who are the largest and most important players?
5. What problems is the industry experiencing? Where are the shortcomings?
6. What are the growth forecasts?
7. What are the competitive forces? What are the barriers to entry?
ii. Who are your target markets? You should define this very specifically and include:
1. Size of market
2. Projected growth in market
3. How is the market segmented?
4. What companies currently service this market?
5. Percentage of market you hope to capture
6. Fierceness of competition in the market
d. Customer Analysis
i. Who are the customers in this market?
ii. How is your niche segmented?
iii. What benefits are your customers looking for when they buy from you?
iv. What alternative products/services are they buying?
v. Who makes the purchasing decision?
vi. On what cycle are customers likely to buy from you?
vii. What are the alternative customer groups?
e. Competitor Analysis
i. Who are your five closest competitors?
ii. How have their businesses been performing?
iii. How are their operations similar/dissimilar to yours?
iv. What have you learned from observing them?
v. How will your operation be better than theirs? (use Value Chain)
vi. Who are your indirect competitors?
vii. What are the size, location, target market, and other important characteristics for these
competitors?
viii. For your direct competitors, identify their products or services, price, quality, features,
distribution, and other important attributes. Devise a Competitive Perception Map.
ix. At what price do you plan to offer your product/service? How does this compare to the
competition? What is your pricing decision based on?
x. What problems or concerns do customers have with these competitors?
f. Competitive advantage (here you summarize your advantage and core competencies
relative to the competition)
i. What are the competitive advantages that your company will have?
ii. What core competencies and resources does your business have?
g. Marketing Strategy
i. Product/service strategy (see Buyer Utility Map)
1. What specific product/service design characteristics meet the needs of your
customers?
2. What differentiates your product from that of your competitors?
3. Why will customers switch to or select your company for products/services?
4. Must-have vs. Nice-to-have
ii. Pricing strategy (see Pricing It Right)
1. What is your pricing strategy and why?
2. How does your pricing strategy compare with the competition?
3. What evidence do you have that your target market will accept your price?
iii. Distribution strategy
1. How will you distribute your product or service?
2. What distribution channels will you use? Why?
3. How will you gain access to these channels?
iv. Advertising and promotion strategy
1. How will you advertise and promote your product or service? Why?
2. How will you communicate with your customers? Advertising? Public
relations? Personal selling? Printed materials? Web-based? Other means of
promotion? Why?
3. Why will this strategy be effective in reaching your target markets?
v. Sales strategy
1. How will your product or service be sold? Personal selling? Infomercials?
Direct mail? Other?
2. Who will do the selling? An internal sales force? Manufacturer’s
representatives? Telephone solicitors? Other?
3. How will you recruit, train, and compensate your sales force?
4. How will you support your sales force? (e.g., internal staff, service operations,
etc.)
h. Operations
i. How will you produce and deliver your product/service?
ii. What will you do in-house, and what will you purchase (make vs. buy)?
iii. What comparative advantage do you have in your operational design?
iv. What will you relationship be with vendors, suppliers, partners, and associates?
v. Operations strategy
1. How will you use operations to add value for the customers in your target
market?
2. How will you win in the marketplace on the dimensions of cost, quality,
customer responsiveness, efficiency, and innovation?
i. Research and Development
i. What are the important stages of development of your product or service?
ii. What factors need to come together for your new venture?
iii. What are the technological, cost, competitive, and other risks?
iv. What is your development timeline?
v. What will development cost?
vi. What are the legal barriers you need to overcome? What kind of legal protection can
you attain for your product/service? (see Legal Protection of Intellectual Property)
j. Location of the business
i. Describe the location and the pros and cons for placing the business there.
k. Competitive Five Forces:
i. How will you build up barriers to the competitive threats?
l. Management
i. Company structure (type of company; key personnel)
ii. Personal history of the principals: Strengths and related work experience + duties and
responsibilities for each.
iii. Salaries
m. Key Personnel
i. What are the personnel needs?
ii. What skills are needed? Are people with these skills available? Where and at what
price?
iii. Will employees be salaried or hourly?
iv. Will you have to train these employees? If so, at what cost (time, money, interrupted
work flow)?
5. Section Two: Financial Data. Address the following:
a. Sources and uses of funds
b. Capital equipment list
c. Balance Sheet
d. Breakeven analysis
e. Assumptions for financials
f. Sales forecast
g. Pro Forma Income Statements
i. Detail by month for first year
ii. Detail by quarter for second and third years
iii. Specific notes and explanations
h. Pro Forma Cash Flows
i. Detail by month for first year
ii. Detail by quarter for second and third years
iii. Specific notes and explanations
i. Sensitivity analysis
6. Section Three: Supporting Documents. You should include the following sections and
information:
a. Tailored resumes of all key entrepreneurs, managers, employees, and advisors
b. Job descriptions for each team members
c. Relevant supporting market research
d. Product designs
e. Positioning maps
f. Geographic maps (location of business)
g. Tables comparing your company to competitors
h. Relevant analyses using frameworks (buyer utility map, value system/chain, etc.)
i. Any other documents that support your plan
APPENDIX B
EVALUATION OF GROUP PRESENTATIONS
Topic: _________________________________________________________Date: _________
Group Members:_______________________________________________________________________
       The Presentation is worth 100 points, allocated as follows:       
1. The presentation was delivered in an interesting manner (e.g., efforts were made to keep the audience’s attention,
audio visual aids were used effectively to support/highlight main points; props were used effectively, etc.).
Points:
___
Excellent
Good
Satisfactory
Poor
Unacceptable
(20-18)
(17-16)
(15-14)
(13-12)
(11 or less)
Comments:
2. The presentation was professionally executed (e.g., presenters wore appropriate business attire, made frequent eye
contact with the audience, exhibited enthusiasm for the topic, did not read their presentation or stumble for
words, handled questions concisely and knowledgeably, etc.).
Points:
___
Excellent
Good
Satisfactory
Poor
Unacceptable
(20-18)
(17-16)
(15-14)
(13-12)
(11 or less)
Comments:
3. The presentation was clear and well organized and met the time requirements (e.g., appropriate introductions of
team, topic, and overview of presentation; the sections of the presentation did not duplicate content; the
presentation appeared as an integrated, cohesive whole - not a series of individual reports, the presentation was
easy to follow, etc.).
Points:
___
Excellent
Good
Satisfactory
Poor
Unacceptable
(20-18)
(17-16)
(15-14)
(13-12)
(11 or less)
Comments:
4. The presentation provided sound, appropriate analysis and insights (e.g., all and only relevant information was
provided, various forms of evidence were used, sound techniques of analysis were applied, appropriate business
concepts and conventions were employed to find solutions and suggest ways of implementation, etc.).
Points:
___
Excellent
Good
Satisfactory
Poor
Unacceptable
(20-18)
(17-16)
(15-14)
(13-12)
(11 or less)
Comments:
5. Critical thinking was evident (the analysis, conclusions, and suggestions showed logically consistent thinking and
were characterized by judging and synthesizing, etc.).
Points:
___
Excellent
Good
Satisfactory
Poor
Unacceptable
(20-18)
(17-16)
(15-14)
(13-12)
(11 or less)
Comments:
TOTAL POINTS: _____
Appendix C
Rubric for Grading Individual Reflective Papers
Learning from
Class, Readings
and Speakers
Critical
Evaluation of
Learning
Exceeds Standard
Meets Standard
Below Standard
10 points Demonstrates a clear
recognition of much of the
vocabulary, concepts, and themes
presented in the readings and class.
Journal illustrates understanding of
material presented in the
presentations, readings, and the class
discussion, by providing appropriate
explanations of material, descriptions
from speakers' quotes, and examples
from past experiences.
10 points Reflection conveys
evidence of a personal response to
topics raised with demonstration of
personal growth and awareness.
Develops and communicates own
perspective, position or conclusion.
Integrates issues using other
perspectives or positions. Identifies
and assesses conclusions,
implications, or consequences.
8 points Demonstrate recognition
of some of the vocabulary, concepts,
and themes presented in the readings
and class. Journal illustrates some
understanding of material presented
in the presentations, readings, and
the class discussion.
5 points Demonstrates
inadequate recognition of
vocabulary or the concepts
and themes. Omitted most
mentioned material.
8 points Reflection conveys some
evidence of a personal response to
the issues raised in the course and
other information sources. Student
demonstrates that he/she is
beginning to develop new ways of
reflecting on entrepreneurship.
5 points Analysis conveys
little evidence of a personal
response to the concepts
raised in the presentations
and materials.
Reflection on
Group Work
Effective
Communication
10 points Writing demonstrates a
thoughtful reflection on the efforts of
other team members, their individual
contributions, synergies in the group
and mutual support provided.
5 points Makes effective use of
headings, fonts, bullet points, and
white space to enhance the content's
visual appeal and increase readability.
Organization of paper is clear and
easy to follow.
5 points Edits the text with no errors
in grammar, capitalization,
punctuation, and spelling.
8 points Writing demonstrates a
vague reflection on the efforts of
other team members or their
individual contributions.
5 points Writing
demonstrates no or minimal
reflection on team work.
4 points Makes occasional use of
headings, fonts, bullet points, and
white space to enhance the content's
visual appeal and increase
readability. Organization of paper is
okay, but does not enhance
understanding.
4 points Edits text with minor
additional editing required for
grammar, capitalization,
punctuation, and spelling.
2 points Makes minimal
or no use of headings,
fonts, bullet points, and
white space to enhance
visual appeal and
readability. Organization of
paper confuses reader.
2 points Edits the text, but
errors in grammar,
capitalization, punctuation,
and spelling distract or
impair readability. (3 or
more errors)
Has the effort put forth demonstrated the full potential of the student's capability? Yes / No
VI Department Summary (Required if several forms are submitted) In a separate document list course
number, title, and proposed change for all proposals.
VII Copies and Electronic Submission. After approval, submit original, one copy, summary of
proposals and electronic file to the Faculty Senate Office, UH 221, camie.foos@mso.umt.edu.
Revised 5-4-11