New Venture Creation (MGMT 545)

2021 Spring
Sabancı Business School
Management(MGMT)
1.50
3
Berna Beyhan bernabeyhan@sabanciuniv.edu,
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English
Doctoral, Master
--
Formal lecture,Interactive lecture
Interactive,Project based learning,Case Study
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Programs\Type Required Core Elective Area Elective
MBA - Non Thesis *
MBA - Non Thesis *

CONTENT

This course focuses on the early stage of creating a new venture. At this early stage of entrepreneurial process two issues are crucial: (i) identification and refinement of entrepreneurial opportunities and (ii) business design and leveraging necessary resources to successfully launching the business. This course focuses on these two issues and aims to provide students with knowledge and skills on
• Introduction to entrepreneurship: entrepreneurial mindset and intentions
• Creativity and finding a business idea
• From business idea to opportunity: identifying and refining entrepreneurial opportunities
• Business design and model
• Entrepreneurial teamsl
• Writing a business plan
• Funding the new venture and resource leveraging

OBJECTIVE

The course addresses the challenges associated with creating and starting a new venture. In this course we will focus on the early stage of creating a new venture. At this early stage of entrepreneurial process two issues are crucial: (i) identification and refinement of entrepreneurial opportunities and (ii) business design and leveraging necessary resources to successfully launching the business. This course focuses on these two issues and aims to provide students with knowledge and skills on the complexity of entrepreneurial process, creativity and innovation, the difference between a business idea and opportunity, successfully modelling a new business and searching and acquiring resources to launch a new venture.

LEARNING OUTCOMES

  • After finished this course students are expected to be able to - recognize and evaluate entrepreneurial opportunities, distinguish a good entrepreneurial opportunity from a business idea. - understand the requirements of venture formation process including team formation, organization, acquiring and managing resources - create and develop a business model and document the main elements of the business model and business plan.

PROGRAMME OUTCOMES

1. Develop the ability to use critical, analytical, and reflective thinking and reasoning 3

2. Reflect on social and ethical responsibilities in his/her professional life. 2

3. Gain experience and confidence in the dissemination of project/research outputs 4

4. Work responsibly and creatively as an individual or as a member or leader of a team and in multidisciplinary environments. 4

5. Communicate effectively by oral, written, graphical and technological means and have competency in English. 3

6. Independently reach and acquire information, and develop appreciation of the need for continuously learning and updating. 4

1. Develop, interpret and use statistical analyses in decision making. 1

1. Demonstrate an understanding of main functional areas of management. 3

2. Develop the ability to integrate and apply business knowledge in novel situations. 4

3. Understand the global and local business context and incorporate cultural context and complexities into their managerial practice. 3

ASSESSMENT METHODS and CRITERIA

  Percentage (%)
Assignment 25
Case Study 30
Participation 15
Group Project 30

RECOMENDED or REQUIRED READINGS

Readings

Bhide, A. (1994) ?How entrepreneurs craft strategies that work?, Harvard Business Review, Mar-Apr 1994, pp. 150-161.
Bhide, A. (1996) ?The questions every entrepreneur must answer?, Harvard Business Review, Nov- Dec 1996, pp. 120-130.
Sahlman, W. A., (1997) ?How to write a great business plan?, Harvard Business Review, Jul-Aug. 1997, pp. 98-109.
Amabile, T. M. (1998) ?How to kill creativity?, Harvard Business Review, Sep-Oct. 1998, pp. 76-87.
Kim, C. & Mauborgne (1999) ?Creating a new market place?, Harvard Business Review, Jan-Feb. 1999, pp. 83-93.
Magretta, J. (2002) ?Why Business Models Matter? Harvard Business Review. May-2002, p. 86
Elsbach, K. (2003) ?How to pitch a brilliant idea?, Harvard Business Review, Sep. 2003, pp. 117-123
Hambrick, D. C. and Fredrickson, J. W. (2005) ?Are you sure you have a strategy??, Academy of Management Executive, 19 (4): 51-62.
Gilbert, C.G. & Eyring, M. (2010) ?Beating the odds when you launch a new venture?, Harvard Business Review, May 2010, pp. 92-98.
Zook, C. & Allen, J. (2011) ?The great repeatable business model?, Harvard Business Review, Nov. 2011, p. 106
Malhotra, D. (2013) ?How to negotiate with VCs?, Harvard Business Review, May 2013, pp. 84-90.
Blank, S. (2013) ?Why lean start-up changes everything?, Harvard Business Review, May 2013, pp. 64-72.
Christensen, C. M., Raynor, M.E., McDonald, R. (2015) ?What is disruptive innovation??, Harvard Business Review, Dec. 2015, pp. 44-53.
Cases Linear Air: Creating the air taxi industry Harvard Business Publishing- Product # 808107-PDF-ENG ZipCar: Refining the business model Harvard Business Publishing- Product # 803096-PDF-ENG