經營管理-創業與興業家精神

Course Description: The course “Entrepreneurs & Entrepreneurship” focuses on the tasks and skills needed to exercise general manager responsibilities as an entrepreneur. The specific theme on the entrepreneur and entrepreneurial management reflects three considerations. The first is the growing recognition of the critical importance of entrepreneurial activities in promoting economic growth and fostering job creation. The second is the increasing need of such knowledge for the development of future managers and organizations. The third is the excellent fit between the course itself and the surrounding environment - National Chiao-Tung University, centrally located in the Taiwan’s Silicon Valley. The course aims to teach the approach used by the entrepreneurs in identifying opportunity and creating new ventures; the analytic skills that are needed to practice this approach; and the background knowledge and managerial skills that necessary for dealing with the recurring issues involved in starting, growing, and harnessing the value of new ventures. The cases used in the course focus on new business opportunities in start-ups, growing companies, large corporations, and non-profit enterprises. The underlying notion is to manage as an entrepreneur in a variety of settings. Course Objectives: The course will help students to understand how entrepreneurs think about and approach the challenge of new venture creation. It will familiarize students with the broad range of settings in which entrepreneurs operate. The course will elaborate upon the major sources of capital available to entrepreneurs and the expectations of those investors. The course will also identify the major managerial issues entrepreneurs face when growing their business. As the course focuses on entrepreneurs, it is important to help students identify the characteristics of entrepreneurs and their surrounding environment. In general there are four distinguishing characteristics of the entrepreneurs’ environment: great uncertainty, rapid growth, radical change and operating under the condition of extremely limited resources. Consequently, the context (high uncertainty, rapid growth, radical change, and limited resources etc.) has a profound impact on entrepreneurs’ personalities and distinct management approaches. Entrepreneurs are opportunity driven and hence tolerant of uncertainty, overwork and limited resources. They are tremendously focused on cash and the need to conserve resources. In addition, entrepreneurs have a tremendous sense of urgency and ownership. Finally they generally use flexible organization structure and approaches.

無

2.教學方法及教學相關配合事項(如助教、網站或圖書及資料庫等): 教材編選與教學方法:課堂講解以投影片為主,並輔助以課程網頁提供之教學相關資料。課程網頁與教學資源: http://e3.nctu.edu.tw/

12 case discussions、1 project 評量方法: 1) Individual Participation: 35% 2) In-Class Group Presentation: 15% 3) Project: 50% 1. The teaching assistant will track class participation every week. You are graded on quality rather than quantity. As a rule of thumb, you will earn 0/20 if you're absent, 10/20 for being present but saying nothing and 20/20 for exceptional performance. 2. Students will be assigned to small groups that take turns to participate in the textbook case presentations. Grading is based on effort, presentation and creativity. 3. Group projects: Develop a chapter of a business plan. Each group will be assigned to develop a chapter of a business plan for a product / service. The chapter should include the following parts. 3.1. Industry, Customer, Competitor analysis a. Industry: The goal of this section is to illustrate the opportunity and how a product can capture it. Requirements include: i. Delineate both current market size and how much you expect it to grow in the future. Also, you need to indicate what kind of market you are facing. ii. Examine industry economics. For example, do companies within the industry enjoy strong gross and net income margin? iii. Describe your overall market in terms of revenues, growth, and future needs that are pertinent. b. Customer: Once you‘ve defined the market space you plan to enter, you will exam target customers in detail. Define customers using demographic and psychographic information. c. Competition: Based on market segment and customer analysis above, examine direct and indirect competitors. 3.2 Marketing Plan: The primary components of this chapter are product/service strategy, pricing strategy, distribution strategy, marketing communications strategy, and sales and marketing forecasts. a. Product/service strategy: i. Describe the plan how you will differentiate your product from the competition. ii. Discuss why a customer will switch to your product and how you will retain customers so that they don’t switch to your competitor in the future. Create product attribute map (e.g. Figure 7.6). b. Pricing strategy i. Describe pricing strategy and provide the reasons. Avoid “cost plus” pricing. c. Distribution strategy i. Examine how your product will reach customer. ii. Determine the best distribution channel as well as whether you can access it. d. Marketing communications strategy i. Develop schedule for advertising and promotional plans as well as estimating costs related. e. Sales and marketing forecasts i. Build projections of revenues in the future. 3.3 Financial Analysis: Develop a pro-forma income statement based on the following questions (answer for questions, too): a. What are revenue sources? How can you influence these revenues (what are your drivers?) b. Identify some companies that you can benchmark. What are their revenue sources? How do they drive revenue? c. Compare your common-sized financials to those of your benchmark company. Can you validate or explain differences between you and the benchmark company? d. What happens to the viability of your business plan when you run some scenario analyses based on the different metrics identified?

Entrepreneurship, 4rd, by Andrew Zacharakis, William D. Bygrave, Andrew C. Corbett, 2016. Harvard Business School (HBS) Cases

地點

綜合一館705室 綜合一館1101室

時間

另訂

聯絡方式

TEL: 57524 TEL: 57229