ENTR3400 A and B Fall 2024 Course Outline PDF

time Course Outline ============== **Blended Delivery** Section A: Mondays at 4PM at BRG 313 Section B: Mondays at 7PM at BRG 313 -- -- -- -- Contents ======== [Course Learning Outcomes 2](#course-learning-outcomes) [Deliverables at a Glance 3](#Deliverables_at_a_Glance) [Cours...

time Course Outline ============== **Blended Delivery** Section A: Mondays at 4PM at BRG 313 Section B: Mondays at 7PM at BRG 313 -- -- -- -- Contents ======== [Course Learning Outcomes 2](#course-learning-outcomes) [Deliverables at a Glance 3](#Deliverables_at_a_Glance) [Course Material 3](#course-material) [Student Preparation for Class and Class Participation: Expectations 3](#student-preparation-for-class-and-class-participation-expectations) [Class-by-Class Syllabus 4](#Class-by-Class_Syllabus) [Written Assignments/Projects and Exam\[s\]: Descriptions 7](#Written_Assignments/Projects:_Descriptio) [Projects and Exams 7](#projects-and-exams) [Calculation of Course Grade 8](#calculation-of-course-grade) [General Academic Policies: Grading, Academic Honesty, Accommodations and Exams 8](#General_Academic_Policies:_Grading,_Acad) [Quick Reference: Summary of Classes, Activities and Deliverables 9](#Quick_Reference:_Summary_of_Classes,_Act) Course Learning Outcomes ======================== - Understand the benefits and limits of team decision making. - Understand and apply the principles of motivation and reward systems. - Learn and practice effective negotiation skills. - Develop a reflexive awareness of one's own strengths and weaknesses. - Practice effective communication and teamwork. - Survey the key elements of entrepreneurial marketing, including a compelling product/service strategy, a well-crafted positioning statement, competitive differentiation, and a subsequent penetration strategy (including distribution, promotion and pricing). - Practice assessing a firm's customers, company, competitors, collaborators and context. - Understand the bases for segmenting markets, selecting an appropriate target market and positioning the firm to appeal to the target market. - Assess the implications of target market selection for firm profitability. - Understand and be able to develop an appropriate marketing mix to appeal to a selected target market, including product and packaging, pricing, channel selection and communication decisions. - Present interim marketing strategies and respond to feedback. - Produce a marketing plan. - Assess what constraints business processes from creating more supply. - Perform a managerial process analysis based on capacity. - Avoid mismatches between supply and demand of successive process steps. - Assess a project's completion time, how to accelerate that time, and how to deal with uncertainty. - Analyze measures of performance to increase overall firm value from improving its operations. - Eliminate waste from processes including idle time, defects, and unnecessary inventories. - Recognize the forces behind new business models in order to facilitate their creation. - []{#Deliverables_at_a_Glance.anchor}Identify new business models that can increase customer value by leveraging firm operations. **Author** -- -- ---------- ------------ 15% Individual 25% Group 30% Group 30% Individual **100%** Course Material =============== Required Reading ---------------- 1. E-Book Custom Technology Ventures, **Byers, T., Daft, R., Nelson, A. 2019.Technology Ventures: From Idea to Enterprise, 5th Edition, McGraw-Hill Education -- Available in YorkU Bookstore** 2. **Course Kit Electronic Download:** Student Preparation for Class and Class Participation: Expectations =================================================================== Tips for class participation: ----------------------------- - Take brief notes on major issues covered in the assigned readings - Think of questions of interest - Be confident to talk and ask questions via video, audio or through chat **Blended Delivery Format (Six Classes In-Person and Six Online)** *The Course is delivered in a blended format -- meaning that six classes are delivered in-person and six are delivered online. The online classes feature a number of unique elements and features -- including global Venture Capital and Technology Guest Lectures and Panellists previously unavailable to students due to geographical constraints (for these guests).* +-----------------------------------+-----------------------------------+ | | - Course Outline | | | | | | - Byers, Daft, Nelson - Chapter | | | 1 (Section 1.1 and 1.5) | | | | | | - **Case:** Gen Y in the | | | Workforce (Ivey R0902X) | | | **(Course Kit)** | | | | | | - | +===================================+===================================+ | | - Byers, Daft, Nelson -- | | | Chapter 2-4 (Sections 2.1, | | | 2.2, 2.5, 3.3, 3.4, 4.1, 4.4 | | | and 4.5 only) | | | | | | - Feld, 2014, "Identify Leaders | | | By Giving People | | | | | | | | | | | | - | | | | | | | | | | | | - Graham, "What We Look for in | | | Founders", | | | | | | | | | - Suster, "Spotting, Nurturing | | | and Mentoring Talent", | | |   | +-----------------------------------+-----------------------------------+ | | - Byers, Daft, Nelson -- | | | Chapter 5-6 (Sections 5.1, | | | 5.4, 6.1, 6.5 only) | | | | | | - Sebenius, 2001, "Six Habits | | | of Merely Effective | | | Negotiators," Harvard | | | Business Review | | | | | | | | | | | | - Hubspot Blog, \"How to Talk | | | to Pretty Much Anyone About | | | Pretty Much Anything"\ | | | | | | | | | - Dixon, Adamson, 2011 | | | \"Selling is Not About | | | Relationships\" | | | [[https://hbr.org/]{.underlin | | | e}](https://hbr.org/2011/09/selli | | | ng-is-not-about-relatio) | | | | | | | | | | | | - a16z, "If SaaS Products Sell | | | Themselves, Why Do We Need | | | Sales?", | | | | | | | | | | | | | | | - **Predictable Revenues, 4 | | | Mistakes 95% of Salespeople | | | Make With Cold Emails\ | | | ** | +-----------------------------------+-----------------------------------+ +-----------------------------------+-----------------------------------+ | | - Byers, Daft, Nelson -- | | | Chapter 12 & 15 (Sections | | | 12.3, 12.4, 15.1 and 15.3 | | | only) | | | | | | - Ben's Blog - Titles and | | | Promotions, *Ben Horowitz,* | | | March 16, 2011\ | | | | | | | | | [ ] | | | | | | - Ben's Blog -- How to Minimize | | | Politics in Your Company\ | | | | | | | | | - Suster, Understanding the | | | Consequences of the Business | | | Decisions You Fudge On | | | [http://www.bothsidesofthetab | | | le.com/2013/03/10/consequences-an | | | d-the-decisions-](%20http://www.b | | | othsidesofthetable.com/2013/03/10 | | | /consequences-and-the-decisions-) | | | [[ | | | we-make-or-dont/] | | | ](http://www.bothsidesofthetable. | | | com/2013/03/10/consequences-and-t | | | he-decisions-we-make-or-dont/) | +===================================+===================================+ | | - Mars Innovation, "How to | | | estimate market size: | | | Business and marketing | | | planning for startups" | | | [[http://www.marsdd.com/mars- | | | library/how-to-estimate-market-si | | | ze-business-and-]](ht | | | tp://www.marsdd.com/mars-library/ | | | how-to-estimate-market-size-busin | | | ess-and-marketing-planning-for-st | | | artups/) | | | [[marketing-planning-for-star | | | tups/]](http://www.ma | | | rsdd.com/mars-library/how-to-esti | | | mate-market-size-business-and-mar | | | keting-planning-for-startups/) | | | | | | - Evans, 2015, "Ways to Think | | | About Market Sizing" | | | [[http://ben-evans.com/benedi | | | ctevans/2015/2/28/market-size]{.u | | | nderline}](http://ben-evans.com/b | | | enedictevans/2015/2/28/market-siz | | | e) | | | | | | - Steenburgh and Avery, 2011, | | | "Customer Lifetime Value | | | Analysis," Harvard Business | | | Review **(Course Kit)** | +-----------------------------------+-----------------------------------+ | | - Byers, Daft, Nelson -- | | | Chapter 7-8 (Sections 7.1, | | | 7.3, 8.1 and 8.2 only) | | | | | | - Suster, 2013 How to Know When | | | to Sell vs. When to Market to | | | Customers [[ | | | http://www.bothsidesofthetabl | | | e.com/2013/07/09/how-to-know-when | | | -to-sell-vs-] | | | [ | | | when-to-market-to-customers/] | | | ](http://www.bothside | | | softhetable.com/2013/07/09/how-to | | | -know-when-to-sell-vs-when-to-mar | | | ket-to-customers/) | | | | | | - Fiona Livingston, Medium, | | | "Does Your Brand Have a | | | Point?",\ | | | | +-----------------------------------+-----------------------------------+ +-----------------------------------+-----------------------------------+ | | **In-Person Class** | | | | | | - Byers, Daft, Nelson -- | | | Chapter 9 (All) | | | | | | - Feld, "The Illusion of | | | Product Market Fit", | | | | | | | | | - Suster, "How to Decrease the | | | Odds That Your Startup | | | Fails", | +===================================+===================================+ | | **Virtual Class** | | | | | | - Byers, Daft, Nelson -- | | | Chapter 10-11 (Sections 10.1, | | | 10.5 and 11.1 only) | | | | | | - Halligan, "How Decision | | | Making Evolves as a Startup | | | Grows", | | | | | | | | | - First Round Review, The 6 | | | Decision-Making Frameworks | | | That Help Startup Leaders | | | Tackle Tough Calls, | | | | | | | | | - Suster, "How to Decrease the | | | Odds That Your Startup | | | Fails", | | | | +-----------------------------------+-----------------------------------+ | | **Virtual Class** | | | | | | - Byers, Daft, Nelson -- | | | Chapter 13 and 14 (Sections | | | 13.1, 13.4, 14.1 and 14.5 | | | only) | | | | | | - - Graham, "Do Things that | | | Don't Scale" | | | | | | | | | - Suster, How to Present and | | | Answer Questions in a Team | | | Presentation or VC Pitch, | | | | +-----------------------------------+-----------------------------------+ | | | +-----------------------------------+-----------------------------------+ | | - Excerpts from The Startup | | | Owner\'s Manual available on | | | Inc.com - | | | [[Introduction]]( | | | http://www.inc.com/steve-blank/th | | | e-startup-owners-manual-excerpts- | | | introduction.html) | | | and [ | | | [Deadliest Start-up | | | Sins]](http://www | | |.inc.com/steve-blank/startup-owne | | | rs-manual-9-deadliest-startup-sin | | | s.html) | | | | | | - Forbes, Why Execution Is | | | Everything In Business, | | | | | | | | | - Graham, Ideas for Startups, | | | | | | | | | [ ] | +-----------------------------------+-----------------------------------+ -- -- -- -- -- -- -- -- Projects and Exams ================== Calculation of Course Grade =========================== -- -- -- -- -- -- -- -- - *Do not attend in-person activities at any of York University's campuses/locations when you are feeling unwell. Please complete a self-assessment on YU Screen to receive support from a member of the University's case and contact management team.* - *Wear a high quality, snugly fitting mask that completely covers the mouth, nose, and chin in all indoor spaces on campus* - *Do not eat or drink in instructional spaces, including research and shared spaces (e.g., Libraries), unless for urgent health reasons.* -