Amity University

2014-16
Entrepreneurship and New Venture Creation
MBA IB/ MBA-3C/ MBA IB (Evening)
Course Credit: 3
Sessions planned: 45
Sandeep Bhasin (Asst. Professor)
Amity International Business School
NOIDA
sbhasin@amity.edu
+91 99589 55151
Course Description
Course Objectives:
To understand the concept of entrepreneurship and skill sets of an entrepreneur.
To examine historical and theoretical perspective of entrepreneurship.
To recognizing and shaping the various opportunities for new venture.
To develop a credible business plan and business planning to real life situations.
To explores the challenges of starting new ventures.

Student Learning Outcomes:

Graduates of the program will value entrepreneurial traits and personalities.

By the end of this program students will able demonstrate creativity and innovation
Students who will complete this program will able to identify potential business opportunity for new venture
By the end of this program, students will able to develop business model and financial projections.

Required Text

Holt H. David(2005),Entrepreneurship New Venture Creation, Prentice-Hall

Histrich D. Robert and Peters P. Michal Shepherd A Dean (2007), Entrepreneurship, McGraw Hill

References books

Kuratko F. Donald and Hornsby S. Jeffery (2009), New Ventures Management, Entrepreneur Road Map, Pearson Education.
Stutely, R. (2002) : The Definitive Business Plan, FT Prentice Hall
ORourke S. James(2009): Writing and presenting business plan, Cengage Learning
Stevenson, H.H., Grousebeck, H.I., Roberts, M.J. and Bhide, A. (2000): New Business Ventures and the Entrepreneur, McGrawHill, Singapore.
Timmons A. Jeffry and Jr. Stephen Spinell (2009): New Ventures Creation; Entrepreneurship for the 21 st Century, McGraw Hill.
Kuratko F. Donald and Hornsby S. Jeffery (2009): New Ventures Management, Entrepreneur Road Map, and Pearson
Education.

Journals

Harvard Business Review

International Journal of Entrepreneurship and Innovation, IP Publishing
Journal of Business Venturing - Elsevier
Journal of Entrepreneurship in Emerging Markets, Emerald
Technology, Innovation, Entrepreneurship and Competitive Strategy, Emerald

Any other Study Material:

Idea Generation Tools: Brainstorming, Affinity Grouping, and Multivoting, Institute of Healthcare Improvement, 2004
Culture and International Entrepreneurship, Samit M L, Florida Atlantic University, 2006
Why America Is Losing the Race for Entrepreneurial Talent, Knowledge @ Wharton, November 2012
Funding Guide for Entrepreneurs, London Chamber of Commerce and Industry, 2010

Pedagogy for Course Delivery:

The course will be delivered though live example of successful entrepreneurs. Exercise on risk taking behavior and idea
generation will be undertaken. The case study method approach will also be used for entrepreneurial skill sets. In addition the
course instructor will assist in developing a business model and writing business plan. The instructor will assign live project on
business model and hurdles on legal issues.

Theory Assessment (L&T):

Continuous Assessment/Internal Assessment
Components (Drop down)
Weightage (%)

Class Test
10

Case Study
05

Business Plan
10

End Term Examination

Attendance
05

70

Session Plan:
Module One: Introduction
Sessio
n No.

Topic

1 Entrepreneurshi
p - An
Introduction
Evolution of the
concept of
Entrepreneur

Mode
Lecture

Background

Reference

Entrepreneurship Defined; Evolution of

Entrepreneurship; Approaches to Entrepreneurship;
Entrepreneurship, Leadership, Managership; The
nature and importance of Entrepreneurs

Entrepreneurship & Innovation Models for Development by

Rabindra Kanungo
Page 15 75

The word 'entrepreneur' is derived from the French

verb 'enterprendre'. It means to undertake. The
Frenchmen who organized and led military
expeditions were referred to as entrepreneurs
Out of the top 10 brands in the world, 4 brands are
pure recent entrepreneurial ventures including
Apple Inc., Google, Microsoft, and Amazon

Entrepreneurship and Small

Business by J S Saini and S K
Dhameja
Page 20 90
Small Scale Industries and
Entrepreneurship by Varant Desai
Page 343 - 405
Additional Resource:
http://www.forbes.com/sites/actiontru
mpseverything/2013/06/16/whatmakes-someone-an-entrepreneur/
http://www.entrepreneur.com/article/2
24690

2, 3, 4 Concepts of
Entrepreneurshi
p Development

Lecture

Framework of Entrepreneurship; Models of

Entrepreneurship
Entrepreneurship Framework:
(1) Opportunity Recognition/ Idea Generation
(2) Scenario Planning
(3) Financing the Idea
(4) Venture Startup
(5) Valuation

5, 6 Attributes and
Characteristics
of a successful
Entrepreneur

7 Entrepreneurial
Culture

Lecture
+
Video
(Zee
Group's
Subhash
Chandra
-A
Wharton
Interview
)

Lecture

Models of Entrepreneurship:
(1) Laissez-faire Model
(2) Limited Environmental Model
(3) Strategic Interventionist Model
(4) Subsidized Interest Rate Model
(5) Egalitarian Model
(6) Top-Down Reform Model
(7) Trade Facilitation Model
(8)Open-Door Reform Model
(9) Doi-Moi Model (Renovation or New Thinking)
Entrepreneurial Process
(1)
(2)
(3)
(4)

Identity and Evaluate opportunities

Develop Business Plan
Resource Management
Enterprise Management

Entrepreneurship & Innovation Models for Development by

Rabindra Kanungo
Page 75 125
Additional Resource:
http://www.entrepreneur.com/article/2
27288

Entrepreneurship by Robert D.
Hisrich, Michael Peters and Dean
Shepherd
Page 25 115
Additional Resources

Understanding the thinking process of a real

entrepreneur through the life story of Zee's
Subhash Chandra

http://www.entrepreneur.com/article/2
00730
http://unltd.org.uk/portfolio/4-1-keytraits-of-a-successful-entrepreneur/

Culture defined; Entrepreneurship venture and

developing a culture; Developing Core ideology;
Elements of an Entrepreneurial Culture; Economic
Impact of Entrepreneurs

http://www.entrepreneurship.org/e
n/resource-center/creating-anentrepreneurial-culture.aspx

Role of
Entrepreneur

What defines a Culture:

- Values
- Rules of conduct
- Vocabulary
- Methodology
- Rituals
- Myths and stories

Intrapreneurshi
p

Culture and International

Entrepreneurship: Earth, Wind,
and Fire
Morris L. Samith
Page 70 - 175
Additional Resources

Elements:
- People and empowerment focused
- Value creation through innovation and change
- Attention to the basics
- Hands-on management
- Doing the right thing
- Freedom to grow and to fail
- Commitment and personal responsibility
- Emphasis on the future and a sense of urgency
8 Discipline of
Innovation by
Peter Drucker

9, 10 Understanding
the impact of
Entrepreneurs
on the world
economy

Tutorial

Lecture

Concept of Intrapreneurship
Peter Drucker, the original Guru of Management,
discusses the idea of innovation. Drucker argues
that most innovative business ideas come from
methodically analyzing seven areas of opportunity,
some of which lie within particular companies
or industries and some of which lie in broader social
or demographic trends. Astute managers will
ensure that their organizations maintain a clear
focus on all seven. But analysis will take you only so
far. Once youve identified an attractive
opportunity, you still need a leap of imagination to
arrive at the right response call it functional
inspiration.
Number of new firms; Jobs created by new firms;
Growth registered by new firms; Survival of
ventures; How does the world look at
entrepreneurs; most restricted countries;
Employment generated

http://faculty.elmira.edu/msamit/c
ulture_Entrepreneurship.pdf
http://www.entrepreneurship.org/e
n/resource-center/creating-anentrepreneurial-culture.aspx

HBR Classic: Discipline of

Innovation by Peter Drucker
Refer your Entrepreneurship
Development Course-pack
Also available on Amizone

Innovation and Entrepreneurship

by Peter Drucker
Page 45 170

11 R&R HBR
Classic Case
Study

Case
Study

Robert Bob Reiss, HBS 1956, started out as a

waiter at resorts in upstate New York. He moved on
after HBS to run the personalized-pencil division of
a small New York company. He saw that as an
opportunity to learn about running a business while
someone else picked up the tab. He then started
a sales rep company and soon stumbled on
opportunities in adult games like chess and magic.
Eventually he sold his company to a needlecraft
company. Bob then founded R&R to create and sell
games, including the TV Guide Trivia game
produced during the Trivial Pursuit craze in the
1980s. Bob described his entrepreneurial career in
a video interview from his office in
Boca Raton, Florida, in February 2001. Interviewer:
Amy Blitz, HBS Director of Media Development for
Entrepreneurial Management.

Refer your Entrepreneurship

Course-pack
Also available on Amizone

Module Two: Evaluating Entrepreneurial Options and Startup Opportunities

Sessio
n No.

Topic

12 Understanding
the idea and an
opportunity
13 Understanding
the idea and an
opportunity
14 Venture
Opportunities
15, 16 Venture
Opportunities
17, 18 Feasibility
analysis

Mode
Lecture
Lecture

Lecture
Lecture
Lecture

Background
The
The
The
The

opportunity
opportunity
opportunity
opportunity

creating
shaping
recognizing
seizing

Reference
Entrepreneurship by William
Bygrave and Andrew Zacharakis
Page 84 104
Entrepreneurship New Venture
Creation by David Holt
Page 41 - 50

Screening venture opportunities, gathering

information and analyzing
Evaluating venture opportunities and develop
startup strategy
Feasibility analysis and risk taking ability

Entrepreneurship by William
Bygrave and Andrew Zacharakis
Page 104-105
Entrepreneurship New Venture
Creation by David Holt
Page 101 - 131

Module Three: Understanding Startup Finances, Capital & Other

Requirements
Sessio
n No.

Topic

19 Understanding
Financial
Intelligence

Mode
Lecture

Understanding
Income
Statement
20 Understanding
Balance Sheet

Lecture

Important
Ratios
21 Understanding
The
Implications of
Internally and
Externally
Generated
Revenue for
Social
Entrepreneurshi
p

Tutorial

Background
If youre thinking about buying a new piece of
equipmenta truck, a computer system, a
machinedo you know how to figure the likely
return on your investment? Many entrepreneurs
cant answer yes to questions like these. The
reason is that they havent yet acquired the
necessary financial intelligence. We try and
understand the concept of FI from the perspective
of an Entrepreneur
Understanding Costs and expenses; Revenue
concept; Profit
Importance of Cash in Hand/ why cash matters;
Cash-flow
Profitability ratios; Leverage ratios; Liquidity ratios;
Efficiency ratios; Calculating Return on
Investments; Working Capital Management
The article covers the following:
Social Entrepreneurship: Conceptual
Understanding
The Philanthropic perspective
Social enterprise
Social value creation
Bridging the conceptual divide

Reference
Financial Intelligence for
Entrepreneurs What You Really
Need to Know About the Numbers
Karen Berman Joe Knight
Berman, Harvard Business Press
Pages 7 200
Financial Management by I M
Pandey
Pages 17 36; Pages 536
546; Pages 550 564; Pages
627 639
Entrepreneurship by Hisrich et al..
Page 319 340
Dynamic Entrepreneurial
Development and Management
Page 303 - 419
Refer your Entrepreneurship
Development Course-pack
Also available on Amizone

22 Financing

Lecture

23 Financing

Lecture

24 Financing

Lecture

25, 26 Role of
government
institutions

Lecture

Resource Requirements, Franchising;

Entrepreneurial Finance; Sources of Capital

Asset Management; Equity Financing; VC; Debt

Financing; Government Programs
Valuation, Structure and Negotiation
Cash Management; Cash Budget; Avoiding Cash
Crunch

The Indian government has taken a host of

initiatives to encourage entrepreneurship. We
would be looking at select schemes undertaken by
the government and its impact on growth of
entrepreneurship in India

New Venture Creation Page 341

409
Entrepreneurship, Hisrich (Page
363 400)
Entrepreneurship (Holt) Page 419
450
New Venture Creation Page 447
510
Essentials of Entrepreneurship and
small business mgmt Page 424
460
Additional Resource:
http://www.franchiseconsulting.net.
au/Franchise-articles/Franchisearticles/3-Basic-types-of-aFranchise.asp
http://www.bus.lsu.edu/ei/franchise
class/pages/forbook/ChapterOne/C
hapterOne_Page4.html
http://www.collin.edu/sbdc/docs/Bu
siness-Valuation-Methods.pdf
http://www.bc.edu/clubs/bcfa/docs/
vault/Valuation%20Techniques.pdf
Refer Notes in the Handout
PPT available on Amizone

Module Four: Developing Team and Presenting Business Plan

Sessio
n No.

Topic

Mode

Background

Reference

27 Venture
Communication
Pyramid
28 Business Plan

Lecture

Cohesive Communication for Startups

Refer lecture notes. Available as a

presentation on Amizone

Lecture

Designing Business Model and Building Strategic

Plan

29 Business Plan

Lecture

Revenue Model, Cost Model, First-Mover Myth,

Formulating Winning Strategy

Essentials of Entrepreneurship and

Small Business Management
Page 83 120
Entrepreneurship Bygrave &
Zacharakis Page 125 145

30 Business Plan

Lecture

Scope and Value of Business Plan, How to evaluate

a Plan, Writing a Business Plan
Adam Aircraft

Entrepreneurship, Hisrich
Page 224 242
Entrepreneurship Bygrave &
Zacharakis Page 149 165

Planning Process, Story Model, Type of plans

Entrepreneurship Bygrave &

Zacharakis Page 235 - 258

31 Case

Case
Study

32, 33 Planning
Process

Module Five: Launching and Managing the New Venture

Sessio
n No.

Topic

Mode

Background

34, 35 Venture Value

Chain

Lecture

Location criteria; location decision for

Manufacturers, Design Considerations

36, 37 Focus

Lecture

Entrepreneurial Manager, Management

Competencies, New Venture Team, Personal Ethics
and Entrepreneur
Basics, Patents, Trade secrets, copyright,
International protection of IP
Legal Issues facing Entrepreneurs, stakeholders
and operating agreements, legal issues of setting
up of a venture

38, 39, Intellectual

40 Property
41 Legal Issues

Lecture
Lecture

Reference
Essentials of Entrepreneurship and
Small Business Mgmt., Page 514 558
New Venture Creation, Page 257 334
Entrepreneurship Bygrave &
Zacharakis Page 499 - 525
Entrepreneurship Bygrave &
Zacharakis Page 461 483

42 Building your
Lecture
team
43 Student Presentations
44 Student Presentations
45 Student Presentations

HR Needs, BoDs, Networking, Partnerships

Entrepreneurship, Hisrich, Page

190 - 218
Entrepreneurship, Holt, Page 350
375