興業家精神與全球企業競賽

The Entrepreneurship and Global Business Competition focuses on the tasks and skills needed to exercise general manager responsibilities as an entrepreneur. The course aims to teach the vision entrepreneurs use in identifying market opportunity and creating new business ventures; the analytic skills that are needed to practice this vision and execution; and the domain knowledge and managerial skills that are necessary for dealing with the recurring issues involved in starting-up, growing, and harnessing the value of new ventures. The cases used in the course are scheduled according to a venture's organizational life cycle in venturing team set-ups, market entry, product launch, resource networking buildup, value creation, crisis management, corporate governance, and global expansion.

Business Development for Start-ups (GMBA required course) or equivalent course.

Course Format: The course is taught using a combination of presentation skills & business plan writing, case analysis, business plan development, and international project competition. The textbook will give students a broad picture of what a new business venture is all about. To enhance students’ grasp of various business management problems venture capitalist face, in-class case analyses are scheduled. All in-class case analyses, case presentation, and books reading will be conducted by student groups. Each team will be made up of a number of students (determined after confirming the number of total students), and will work as a unit throughout the semester. Case Discussion: Experience is the best teacher -- and this GMBA course provides the most divergent and colorful knowledge into every hour of learning among our executive students. In case analysis, students are introduced to the reality of decision making -- including incomplete information, time constraints, and conflicting goals -- giving students first-hand experience in analyzing new venture business situations. The exercises seek to provide not only a more in-depth understanding of specific entrepreneurship issues, but also to improve students interpersonal, leadership, and presentation skills. Students’ participation in these exercises is vital to individual success and the success of the class. Thus, absences will work detriment in class in the same way they do in the workplace. Please ensure that the case presentation, homework and case discussion (1) is a team effort and (2) is of professional quality. The first condition requires that (a) all questions be answered and (b) all members understand and contribute to the answer to each of the questions (so that any member is comfortable with answering or explaining any part of any question). The second condition requires (a) early and thorough proofreading for grammar, spelling, style, relevant content, supportable logic, and citation of sources, (b) appropriate dress and mannerisms to be used during the oral presentation, (c) knowing your material so well that you DO NOT READ YOUR PRESENTATION, and (d) e-mailing me your case summary homework (MS Word file) and case presentation (PowerPoint slides) one day prior to our scheduled case discussion date. Each case homework is to be no more than 3 pages, double-spaced, 12 point font, with one inch margins. Depending on the complexity of the case, each case presentation is expected to finish within 30 minutes. Academic Integrity The University's Code of Academic Integrity is designed to ensure that the principles of academic honesty and integrity are upheld. All students are expected to adhere to this Code. Violations include: plagiarism* and exam misconduct. The NCTU Management School does not tolerate academic dishonesty. On each assignment you will be asked to write out and sign by all your team members the following pledge. "I pledge on my honor that I have not given or received any unauthorized assistance on this exam/assignment." *Note: Make sure not to plagiarize anyone else’s work either intentionally or unintentionally. Plagiarism is defined as using someone else's words or ideas without proper attribution. The proliferation of Web pages and electronic publications makes it easy for plagiarism, accidental or otherwise, to occur. When in doubt, make sure to include a full citation either as a footnote or as a reference at the end of the paper. Evaluation and Grading Policy Everyone should attend business plan competition(s) at least once. •For a student team invited/selected for final contest presentation, the air-ticket will be fully subsided while accommodation, depending on the host country’s (in Europe or US) condition or university level’s compensation, will be fully or partially subsided. Individual Attendance & Participation1-10 % Case-related Assignments2 -10% Winning presentation skills and BP writing3 -30% Student presentation4-40% Business plan competition performance5-10% Total6-100% Notes 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 0/10 if you're absent, 5/10 for being present but saying nothing and 10/10 for exceptional performance. • One absence is allowed without influencing score. • If a student fails to attend the course less than 2/3 of sessions, (s)he will fail the course automatically regardless of scores in other parts. 2. Case-related assignments: Group presentation introducing the case & assignment questions, 15 min (group). 3. Winning presentation skills and BP: This part consists of written business plan (50%) & live pitches part (50%) 1) Business plan –“not only on their economic soundness, but also the ability to address relevant social and environmental concerns” – 12 pages, including the appendix a. Addressing business concept i. Commercial value (“make something people want”) ii. Implementation – story 1. Market size & strategy iii. Financial projection – what are the milestones? 1. Comparative benchmarks iv. Others: polished look, succinct, and simple b. Sustainability concerns to mainstream commercial venture 2) Live pitches (presentation) – see Sasin’s Pitch Deck template a. Team – what are you capable of? b. Addressing holes and gaps i. Market validation – how much do you know? ii. Product iii. Business model – Cost? Customers? Scalable? For Sasin, Sustainable? c. Informational i. Performance milestones ii. Size (at least US $500K) d. Soft Skills i. Capturing attention e. 60-second Video Pitch *common criteria: references (source info.); follow the competition’s formatting rules 4. 10% for first and second presentation, respectively, and 20% for the final presentation. 5. Business plan competition performance is not limited to Sasin only although it is must to participate. Students may explore other opportunities both domestic and international competitions. 6. Peer Evaluation Forms: Individual grades of the group projects WILL be affected by the peer evaluations. I reserve the right to reduce (or increase) an individual's grade based on the group's feedback.

1. Harvard Business School and Babson College Cases 2. Optional reference textbooks: a. W.D. Bygrave and, A. Zacharakis, Entrepreneurship, 2nd Edition, J. Wiley, 2011 b. D. Jeffrey H.,B. Gregersen, and Clayton M. Christensen. The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators. Boston, Mass.: Harvard Business Press, 2011 c. Christensen C. M., S.D. Anthony, and E.A Roth. Seeing What's Next: Using the Theories of Innovation to Predict Industry Change. Boston: Harvard Business School Publishing, 2004. 3. Online Sources: Stanford – Center for Entrepreneurial Studies (http://www.gsb.stanford.edu/ces/resources")

地點

MB110

時間

Thursday, 18:30~ 21:20

聯絡方式

Jinsu.kang@nycu.edu.tw