Introduction to Venture Creation Module Handbook 2024-25 PDF

**MODULE HANDBOOK** **DOC** **BAC.ACAD.PM.03. F01.V2.0** **EFF** **01 MAR 2023** **V** **2.0** **FOUNDATION PROGRAMME -- YEAR 1** **Date of Publication to Students:** **Date Course Approved** **Version Number** **Version Date** -------------------------- -------------------- -------...

**MODULE HANDBOOK** **DOC** **BAC.ACAD.PM.03. F01.V2.0** **EFF** **01 MAR 2023** **V** **2.0** **FOUNDATION PROGRAMME -- YEAR 1** **Date of Publication to Students:** **Date Course Approved** **Version Number** **Version Date** -------------------------- -------------------- ------------------ xxxxx v.1 10 April 2024 Table of Contents {#table-of-contents.TOCHeading} ================= [1. Module Description 3](#module-description) [1.1 Introduction to the module -- Description and Aim 3](#introduction-to-the-module-description-and-aim) [2. Module Learning Outcomes 5](#module-learning-outcomes) [3. Module Content 5](#section-1) [4. Module Learning and Teaching Methods 5](#module-learning-and-teaching-methods) [4.1 Schedule teaching 6](#schedule-teaching) [4.2 Guided independent study 6](#guided-independent-study) [**5. Module Assessments** 7](#module-assessments) [a) Formative Assessments 7](#formative-assessments) [b) Summative Assessment 7](#summative-assessment) [7. E-Resources 8](#e-resources) [8. Assessments 8](#assessments) [8.1 Assessment Brief 8](#assessment-brief) [Company Profile 10](#company-profile) [Company Vision/Mission Statement 10](#company-visionmission-statement) [Impetus of the venture 10](#impetus-of-the-venture) [8.2 Structure of the Module Assessment 12](#structure-of-the-module-assessment) [8.3 Assessment Instructions 13](#assessment-instructions) [8.4. Assessment Criteria 13](#assessment-criteria) [CW1 Business Plan 13](#cw1-business-plan) [9. Plagiarism 16](#plagiarism) [10. Feedback 17](#feedback) [11. BAC Participation Policy 17](#bac-participation-policy) [12. Module Delivery Plan 18](#module-delivery-plan) [13. Exceptional Extenuating Circumstances (EEC) 23](#exceptional-extenuating-circumstances-eec) [14. Student Responsibilities 25](#student-responsibilities). **Module Title: Introduction to Venture Creation** +-----------------------------------+-----------------------------------+ | **Date of Approval** | | +===================================+===================================+ | **Module Code** | | +-----------------------------------+-----------------------------------+ | | | +-----------------------------------+-----------------------------------+ | **Pre-requisite** | | +-----------------------------------+-----------------------------------+ | **Module Level** | | +-----------------------------------+-----------------------------------+ | **Credit value** | | +-----------------------------------+-----------------------------------+ | **Total Number** | | +-----------------------------------+-----------------------------------+ | **Of Learning Hours** | | +-----------------------------------+-----------------------------------+ | **Key Words** | | | | | | **Module Delivery** | | | | | | **Mode** | | +-----------------------------------+-----------------------------------+ 1. Module Description ===================== 1.1 Introduction to the module -- Description and Aim ----------------------------------------------------- The Botswana government and various organizations have been making sizeable interventions in recent years to increase economic activities and participation; however, progress to date has been limited. This is leading to the rising rate of unemployment, poverty and inequity. All these paucities pose threats to the Botswana developmental goals of eliminating poverty, inequality and creating a knowledge based economic by 2036 as outlined in the Botswana Vision 2036. As the School of Business and Leisure at Botswana Accountancy College, we strive to address economic empowerment and job creation needs of modern-day Botswana by providing opportunities through hands-on entrepreneurship education and fostering sustainability within the economy. To help fulfil the need to cultivate entrepreneurship, this module introduces both the theoretical and practical concepts of entrepreneurship and new firm formation. The module applies various theories and approaches to provide a holistic picture of the entrepreneurial process, as well as the practical aspects of the intellectual, physical and emotional demands associated with starting a new business. By linking theory and practice the module aims to provide students an entrepreneurial perspective and hands-on experience in the development of new business venture. Upon completion of this module, students will be able to build skills, framework and knowledge in entrepreneurship and new venture creation in order to acquire the knowledge and spirit for venturing. In addition, students will understand the role and importance of the small to medium sized enterprises in the economic and social development of countries and regions; gain knowledge on the characteristics of entrepreneurs and the entrepreneurial process; and understand the importance of planning process and learn how to develop, write and present an effective business plan for a new venture. This module will be useful to students who would like to acquire a detailed understanding of entrepreneurial skills and entrepreneurial concepts. Students will be empowered with the necessary competencies to run or establish their own entrepreneurial venture in a business context. This module is relevant for understanding the skills of an entrepreneur where creativity and innovation, time management, leadership, networking, entrepreneurial management skills and the entrepreneur's environment are all contributing factors towards the success of the business enterprise. An additional purpose is to empower students to investigate alternative routes to start a business. Students will also gain knowledge on how to develop their business idea into an opportunity that can be exploited by providing a successful product or service in the market. Themes that are covered are the different enterprises (SMMEs), basic business concepts and the business environment, the identification of feasible business ideas, the viability of a business idea, the business plan, and lastly the setting up of a business. Each of these themes will add value to the learner in that you will understand how to manage the afore mentioned issues as an entrepreneur. The module presented in such a way as to enable you to plan any aspect in the entrepreneurial field, to implement it, or at least contribute towards the more complicated functions thereof. 2. Module Learning Outcomes =========================== On completion of this module, students should be able to: i. Explain the concepts of entrepreneurship. ii. Describe the stages involved in discovering, evaluating and developing opportunities for venture creation. iii. Explore the interaction of entrepreneurship with the economy and society. iv. Discuss the processes surrounding the growth of entrepreneurial ventures. 3. == 4. Module Learning and Teaching Methods ======================================= **Activity Type** **Hours** ------------------------------ ----------- -- Lectures 24 Workshops/Seminars/Tutorials 24 Guided independent study 152 Total: This is a theoretical content module which has a significant theoretical content and teaching in these modules is a blend of theory and application of theory. Approximately 20% of the notional hours are allocated to assessment. Students are required to demonstrate their understanding of theoretical concepts by producing analysis of real-world context and scenarios. Regular formative and summative assessments and feedback will be encouraged. Students will be supported in their learning, to achieve the learning outcomes listed above, in the ways outlined in this section. **The delivery of this module will be affected through a combination of various teaching methods:** - **Lectures,** - **Student led tutorials, seminars/ workshops; assessment clinics; and** - **Guided independent study.** 4.1 Schedule teaching --------------------- **The lectures will be used to explain, discuss and demonstrate application of key themes identified in the indicative content; during the lectures you will have the opportunity to practice applying the principles of these key themes.** **In the workshops, you will be able to explore a range of themes; through the evaluation of these themes, you will be encouraged to develop your independent thinking, critical analysis and communication skills. Simulated real life case studies will be analysed during the tutorials, seminars/workshops. This will give you the opportunity to enhance your problem-solving skills. The case studies will provide you with a forum to explore how the different taxes interrelate, so that you can apply this understanding to successfully support decision making and so add value to the business. To be able to successfully support the decision-making process and add value, you will need to attain good communication skills. The workshops will give you the opportunity to develop these business communication skills.** 4.2 Guided independent study ---------------------------- **This will be self-directed by you as student. Learning is more effective when you oversee your own learning. This helps you to grow and become an independent learner.** **The assessment clinics are designed to support you to prepare more effectively for the summative assessments.** A combination of assessment methods will be applied throughout the module to support your learning and development. **5. Module Assessments** ========================= Formative Assessments --------------------- This is work that is not marked but supports you in identifying areas where further learning is required. A range of formative assessments will be provided during the student led activities in both the lectures and the workshops to support your learning and development of your employability skills. The formative assessments are designed to assist you in identifying module topics you have understood well, as well as topics that need further attentions. Formative assessment accompanied by detailed feedback will take place during tutorials. This will prepare you to successfully complete the module and equip you for your future roles. Summative Assessment -------------------- The summative assessment is cumulative in evaluation of the achievement of learning outcomes and in this module, summative assessment will be a coursework and exam. After evaluation of the coursework, written feedback as outlined in the handbook will be given for the benefit of the students. This assessment will be clarified further in class during launch. **Number** **Mode of assessment** **Brief description of assessment** **Weighting** **Word count / exam duration\*\*** **Learning Outcomes** ------------ ------------------------ ------------------------------------- --------------- ------------------------------------ ----------------------- 1 CW Group Assignment 40% 2500 words LO 1,2 and 3 2 Exams Exam 60% Administered for 3 hours 15 mins LO 1-4 **6. Reading List** ***Core Textbook:*** Bamford, C. and Bruton, G. (2018). *Entrepreneurship: The Art, Science, and Process for Success.* 3^rd^ edition. McGraw-Hill. Barringer, B.R. & Ireland, D. (2016). *Entrepreneurship: Successfully Launching New Ventures.* 6^th^ edition. Prentice Hall, Inc. Burns, P. (2016). *Entrepreneurship and Small Business:* start-up, growth and maturity*.* 4^th^ edition. New York: Palgrave Macmillan. Hisrich, R., Peters, M. and Shepherd, D. (2019). *Entrepreneurship.* 11^th^ edition. McGraw-Hill. Spinelli, S. (2016). *New Venture Creation: Entrepreneurship for the 21st Century.* 10^th^ edition. Richard D. Irwin, Inc. ***Other Textbooks*** *Global Entrepreneurship Monitor Report* *Business Weekly* Mogobe Nuggets of Wisdom ***Journals:*** *International Journal of Entrepreneurship Education* *Enterprise & Innovation Management Studies* *Academy of Management Review* *African Journal of Business Management* *Journal of Small Business Venturing* *Entrepreneurship Theory and Practice* *International Journal of Entrepreneurial Behaviour & Research* *Journal of Small Business Management* *International Entrepreneurship Management Journal* 7. E-Resources ============== Journals are e-resources. 8. Assessments ============== 8.1 Assessment Brief -------------------- **Assessment weighing 100% coursework.** ***CW 1: 40% Learning Outcome 1,2, 3*** **In groups of 5 members, identify a business idea/opportunity and develop an innovative business plan for a start-up venture**. The plan should clearly **identify viable target segments with an accordingly appropriate market research, outline the required physical and human resources and include at least projected cash flow and profit and loss statements.** **In your business plan, include the following key elements:** i. **Cover page** ii. **Executive Summary** iii. **Description of venture** iv. **Product/Service plan** v. **Industry & Market Analysis** vi. **Marketing plan** vii. **Organisational plan** viii. **Operation Plan** ix. **Assessment of Risks** x. **Financial Plan** xi. **Reference list** xii. **Appendices** NB: Kindly observe academic formatting: 1.5 line spacing Arial or Times New Roman font type Font size 12 Page numbering Justify margins both sides APA or Harvard for Tourism & Hospitality students. **Your Business plan should be about 2500 in words (+-10%)** **The submission is online by Turnitin, as facilitated by your Lecturer.** **Marking Criteria:** +-----------------------+-----------------------+-----------------------+ | **Item** | **Mark** | **Comments** | +=======================+=======================+=======================+ | Executive Summary | 5 | - *What does your | | | | business do?* | | | | | | | | - *Location?* | | | | | | | | - *What market need | | | | does your | | | | business solve?* | | | | | | | | - *What are 4-7 | | | | reasons why your | | | | business is | | | | feasible?* | | | | | | | | - *How much | | | | capital, if any, | | | | are you seeking | | | | for your | | | | business?* | +-----------------------+-----------------------+-----------------------+ | Description of | 15 | [Company Profile]{.un | | venture | | derline} | | | | --------------------- | | | | -------- | | | | | | | | - *What is your | | | | company name? | | | | (Attractive | | | | Name)* | | | | | | | | - *Where will you | | | | be located? | | | | (include factors | | | | to consider when | | | | choosing a | | | | location)* | | | | | | | | - *Which activities | | | | will your venture | | | | perform and who | | | | are your main | | | | customers? | | | | (consider bow tie | | | | diagram)* | | | | | | | | - *What is your | | | | legal entity | | | | form?* | | | | | | | | [Company Vision/Missi | | | | on Statement]{.underl | | | | ine} | | | | --------------------- | | | | --------------------- | | | | ---- | | | | | | | | - *Vision: What | | | | main goal is your | | | | venture trying to | | | | achieve/become in | | | | the future? (1 | | | | sentence)* | | | | | | | | - *Mission: How | | | | will you achieve | | | | it (3 sentences)* | | | | | | | | [Impetus of the ventu | | | | re ] | | | | --------------------- | | | | ---------------- | | | | | | | | - *What need are | | | | you solving? (be | | | | innovative)* | | | | | | | | - *Why do you think | | | | this idea can | | | | become a | | | | business?* | +-----------------------+-----------------------+-----------------------+ | Product/Service plan | 10 | - How will you | | | | convert the raw | | | | materials to | | | | finished goods? | | | | | | | | - How will you | | | | produce the goods | | | | you want to sell? | | | | | | | | - Which factors of | | | | production are | | | | needed to start | | | | the business and | | | | how much do they | | | | cost? | | | | | | | | - Where will you | | | | source the | | | | factors of | | | | production? | +-----------------------+-----------------------+-----------------------+ | Industry & Market | 15 | ***Market Need*** | | Plan | | | | | | - *What customer | | | | need are you | | | | fulfilling?* | | | | | | | | **[Market/Industry | | | | Overview | | | | ]** | | | | | | | | - *In what | | | | market(s) do you | | | | compete?* | | | | | | | | - *Who is your | | | | target market?* | | | | | | | | **[Market/Industry | | | | Trends | | | | ]** | | | | | | | | - *What are the key | | | | market trend(s) | | | | and how does that | | | | effect you?* | | | | | | | | **[Relevant Market | | | | Size ]** | | | | | | | | - *How large is | | | | your relevant | | | | market (the \# of | | | | customers who can | | | | realistically buy | | | | from you)?* | | | | | | | | | | | | | | | | - *What | | | | qualifications | | | | make your | | | | business uniquely | | | | qualified to | | | | succeed against | | | | competitors)?* | +-----------------------+-----------------------+-----------------------+ | Marketing plan | 10 | ***[Products and | | | | Services] | | | | *** | | | | | | | | - *What are your | | | | products and/or | | | | services?* | | | | | | | | ***[Branding and | | | | Promotions | | | | Plan]*** | | | | | | | | - *How do you plan | | | | to promote your | | | | company's | | | | products and/or | | | | services and | | | | why?* | | | | | | | | ***[Distribution | | | | Plan]*** | | | | | | | | - *How will you | | | | sell your | | | | products and/or | | | | services to | | | | customers? | | | | Directly? Through | | | | partners/distribu | | | | tors | | | | and which ones? | | | | Etc.* | +-----------------------+-----------------------+-----------------------+ | Organisational plan | 10 | ***[Management Team | | | | Members]* | | | | ** | | | | | | | | - *Who are the key | | | | members of your | | | | management team?* | | | | | | | | - *What is their | | | | function and how | | | | much will you pay | | | | them?* | | | | | | | | ***[Management Team | | | | Gaps]*** | | | | | | | | - *Who do you still | | | | need to hire?* | | | | | | | | ***[Board | | | | Members]* | | | | ** | | | | | | | | - *Do you have a | | | | partner? If so, | | | | who is it how | | | | much is their | | | | share in the | | | | company?* | +-----------------------+-----------------------+-----------------------+ | Operational plan | 10 | ***[Key Operational | | | | Processes]{.underline | | | | }*** | | | | | | | | - *What are the key | | | | operational | | | | processes that | | | | your organization | | | | needs to | | | | accomplish on a | | | | daily basis to | | | | achieve success?* | | | | | | | | - *Operating times* | | | | | | | | ***[Business | | | | Milestones | | | | ]*** | | | | | | | | - *What objectives | | | | will you need to | | | | accomplish over | | | | the next 1-3 | | | | years in order to | | | | achieve success?* | +-----------------------+-----------------------+-----------------------+ | Assessment of risk | 10 | Identify the | | | | Strength, Weakness in | | | | relation to the | | | | management functions | | | | of the business, | | | | Opportunities and | | | | Threats of the | | | | business in relation | | | | to PESTEL Framework. | +-----------------------+-----------------------+-----------------------+ | Financial plan | 10 | **[Financial | | | | Projections]{.underli | | | | ne}** | | | | | | | | - *What are your | | | | 1st-year | | | | financial | | | | projections | | | | (Balance Sheet | | | | and Income | | | | statement?* | | | | | | | | ***Use templates in | | | | your notes and put | | | | your own relevant | | | | figures*** | | | | | | | | ***[Funding | | | | Requirements/Use of | | | | Funds]*** | | | | | | | | - *How much money | | | | do you need to | | | | start and/or run | | | | your business?* | | | | | | | | - *Where can you | | | | source the | | | | money?* | +-----------------------+-----------------------+-----------------------+ | Referencing | 5 | Appropriate | | | | referencing style as | | | | per Program | +-----------------------+-----------------------+-----------------------+ **Exam: *60% Learning Outcome 1,2, 3 and 4*** 20 Multiple Choice Questions (20 Marks) 5 Short Answer Questions (20 Marks) 3 Structured Questions (60 Marks) 8.2 Structure of the Module Assessment -------------------------------------- **Number** **Mode of assessment** **Brief description of assessment** **Weighting** **Word count / exam duration\*\*** **Learning Outcomes** ------------ ------------------------ ------------------------------------- --------------- ------------------------------------ ----------------------- 1 CW Group Assignment 40% 2500 words LO 1,2 and 3 2 Exams Exam 60% Administered for 3 hours 15 mins LO 1-4 The assignment will be launched in week 1. All assessment regulations, e.g. concerning collusion, plagiarism, extenuating circum­stances, submission date, will be applied in full. **Academic offences will be treated as serious.** ***Students will receive feedback on their performance in written form on the feedback sheets attached to the portfolio and presentation slides.*** 8.3 Assessment Instructions --------------------------- - *The student must submit all summative assessments as communicated in this module handbook and or in the coursework.* - *If the student is unable to submit the coursework or sit an examination, he or she must complete the Exceptional Extenuating Circumstances (EEC) form (see last page of this module handbook) within forty-eight (48) hours of the submission deadline or date.* - *The form must be completed and submitted to the academic administration office in the School of Business and Leisure.* - *If the student is unable to deliver the form physically due to sickness or other causes, it can be emailed to the module leader.* - *The EEC application must be supported by appropriate evidence.* - *An EEC form carries one module only.* - *The module leader shall after forty-eight (48) hours of the submission deadline find out whether there are any non-submissions.* - *In any non-submission, the module leader will liaise with the academic administration officer on whether any EEC application has been made.* - *If the assessment not submitted is a coursework, the student must attach evidence of work done since the coursework was launched. The evidence includes dates of meetings attended and issues covered in case of group work.* - *If an EEC application is rejected, the student will retake the module, i.e., join the class in which the module will be offered in the following academic year.* 8.4. Assessment Criteria ------------------------ CW1 Business Plan ----------------- **Outcome/Mark** **Below 35/40%** **40 -- 49%** **50 -- 59%** **60 -- 69%** **70% and above** ------------------------ ------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------ ----------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------ Executive Summary Little or no highlights of the business and what it does Provided a basic and limited highlights with limited contents Good highlights incorporating important features to be covered Very good highlights with appropriate additional features that are covered in the plan Excellent highlights with all aspects clear to the reader and fully covered contents of the plan Description of venture Little or no consideration of features of the company Provided a basic and limited consideration of features of the company Good consideration incorporating most features of the company Fuller consideration with appropriate innovative features of the company Detailed consideration on innovative features of the company making all aspects clear to the reader Product/Service plan Offered little or no factors of production with no costs and supplier details A brief attempt to provide a factor of production with no costs and supplier details A range of possible factors of production with limited discussion of costs and supplier details Fuller range of costs and supplier details, covering the broad approach, and the suppliers in the industry Full market costs and supplier details with evidence of costs and supplier consideration Industry & Market Plan Offered little or no discussion of industry trends and market analysis Listing of few possible industry trends but market analysis is limited Description of various industry trends and market analysis narrowly Good suggestion of industry trends and market analysis discussed Detailed industry trends and market analysis with relevant justification Marketing plan Offered little or no **promotion and distribution plans** Referred briefly to one or two **promotion and distribution plans in a limited manner** Identified **promotion and distribution plans but narrowly** Described **promotion and distribution plans** to link these to the customer segments Fully considered the **promotion and distribution plans and aligned to relevant customer segments** Organisational plan Applied little or no management team and their functions and wages Briefly identified some management team but no functions and wages Described how management team but little integration of functions Fully described the management team and their relevant functions and wages Detailed explanation of the relevant management team and their functions and wages aligned to business Operational plan Little to no description of daily operations and objectives Limited description of daily operations and objectives Some good description of daily operations and short-term objectives Good description of daily operations and short to medium term objectives Excellent description of daily operations and short to medium term objectives, detailed and SMART Assessment of risk Applied little or no analysis of Strengths, Weaknesses, Opportunities and Threats Briefly applied some analysis of Strengths, Weaknesses, Opportunities and Threats Described how key analysis of Strengths, Weaknesses, Opportunities and Threats without integration of references Fully described analysis of Strengths, Weaknesses, Opportunities and Threats with little use of references Detailed explanation of analysis of Strengths, Weaknesses, Opportunities and Threats with relevant references Financial plan Offered little or no application of **financial projections and uses of funds** Referred briefly to one or two **financial projections and uses of funds** Identified good **financial projections and uses of funds** **Very good application of financial projections and uses of funds linked to other parts of the business plan** Excellent application of **financial projections and uses of funds linked to other parts the business plan** Referencing Little or no structure and no discussion of facts and figures with poor referencing Provided a basic structure and no discussion of facts and figures with limited referencing Good structure and no discussion of some facts and figures features to be covered Very good structure and no discussion of facts and figures with that are well justified Excellent structure and no discussion of facts and figures with that are well justified with relevant references 9. Plagiarism ============= Plagiarism is not tolerated. This includes submission of coursework by Turnitin in which the following should be noted: - Turnitin ***similarity index*** for this module should not exceed...25%. **P.S: know that every similarity is subject to investigation, even that which is below 25%.** So, ensure that you paraphrase your work. - It is the responsibility of the student to avoid self-plagiarism. - Exceeding the above percentage of similarity index will automatically lead to re-sitting of the coursework. - The Turnitin similarity percentage in the re-sit coursework is the same as in the original work. - The re-sit coursework score if successful will not exceed the pass mark for the assessment. - If the re-sit coursework exceeds the above similarity index, the student will retake (repeat) the module. 10. Feedback ============ *Consideration of the role of feedback in the support of student learning should be an integral part of module design and should:* - *Encourage dialogue (tutor, peer) and collaboration around learning* - *Help clarify what good performance is (goals, criteria, standards)* - *Provide information that can be used to help shape teaching and learning support* - *Encourage positive motivational beliefs and self esteem* - *Facilitate the development of self-assessment and reflection in learning* - *Deliver high quality information to students about their learning* - *Provide opportunities to close the gap between current and desired performance* All assessment regulations, e.g. concerning collusion, plagiarism, extenuating circum­stances, submission date, will be applied in full. **Academic offences will be treated as serious.** 11. BAC Participation Policy ============================ Please be aware that this module adopts the BAC Participation Policy as part of the code of conduct for students. A register is taken in all classes. If you are absent from classes, this will be noted. You are required to attend timetabled classes, participate in class work and to submit assessed work by the given deadlines. We will invoke the policy if: - - - - - - Time Keeping and 'going green' (saving the earth). Please be aware that this module adopts the BAC Participation Policy as part of the code of conduct for students. A register is taken in all classes. If you are absent from classes, this will be noted. You are required to attend timetabled classes, participate in class work and to submit assessed work by the given deadlines. Participation policy will be invoked if the student: - - - - - - As a result of invoking the policy, you may fail the whole module or part of the module. - **Time keeping:** No one will sign the register of attendance if they are more than 15 minutes late for the session. Such lateness shall attract disciplinary proceedings. - **Photocopying/saving the earth**: Materials from the module leader will be provided electronically. This is in addition to the recommended textbook. 12. Module Delivery Plan ======================== +-----------------------+-----------------------+-----------------------+ | **Week 1** | **Introduction to | | | | Venture Creation** | | | | | | | | **What is expected of | | | | this module, possible | | | | opportunities and | | | | career upliftment.** | | +=======================+=======================+=======================+ | **Week 2** | **TOPIC: | **Credit Hours** | | | ENTREPRENEURSHIP AND | | | **Lecture** | SMALL, MEDIUM AND | | | | MICRO ENTERPRISES | | | **Tutorial** | (SMMEs) IN | | | | PERSPECTIVE.** | | +-----------------------+-----------------------+-----------------------+ | | [[SPECIFIC | 4 | | | OUTCOMES] | | | | ]{.smallcaps} | | | | | | | | 1. Explain the | | | | domains of | | | | entrepreneurship, | | | | leadership and | | | | management. | | | | | | | | 2. Distinguish | | | | between the | | | | entrepreneurial | | | | and managerial | | | | functions of an | | | | entrepreneur. | | | | | | | | 3. Analyse the | | | | entrepreneurial | | | | and managerial | | | | success factors | | | | that contribute | | | | to successful | | | | entrepreneurship. | | | | | | | | 4. Understand the | | | | effects of | | | | entrepreneurship | | | | on the economy. | | | | | | | | 5. Appreciate that | | | | entrepreneurs can | | | | conduct business | | | | at various levels | | | | based on their | | | | entrepreneurial | | | | activities. | | | | | | | | 6. Understand that | | | | entrepreneurs | | | | have unique | | | | characteristics | | | | that distinguish | | | | them from other | | | | individuals. | | | | | | | | [ASSESSMENT | | | | CRITERIA] | | | | | | | | 1. Describe an | | | | entrepreneur and | | | | indicate how the | | | | entrepreneur | | | | differs from a | | | | small business | | | | manager. | | | | | | | | 2. Indicate the | | | | similarities and | | | | differences | | | | between | | | | entrepreneurship, | | | | a small business | | | | enterprise and | | | | small business | | | | management. | | | | | | | | 3. What is the value | | | | of the | | | | entrepreneur to | | | | the economy of | | | | the country? | | | | | | | | 4. Determine how a | | | | medium business | | | | differs from a | | | | small business. | | | | | | | | 5. Discuss the | | | | importance of the | | | | skills, expertise | | | | and aptitudes of | | | | an entrepreneur | | | | and determine | | | | your own skills, | | | | expertise and | | | | aptitudes. | | | | | | | | 6. List the seven | | | | personal | | | | characteristics | | | | that may | | | | contribute to | | | | successful | | | | entrepreneurship. | | | | | | | | 7. List and briefly | | | | describe the | | | | eight functional | | | | management skills | | | | of successful | | | | entrepreneurs. | | +-----------------------+-----------------------+-----------------------+ | **Week 3 and 4** | **TOPIC 2: BASIC | Credit Hours | | | BUSINESS CONCEPTS AND | | | **Lecture** | THE BUSINESS | | | | ENVIRONMENT.** | | | **Tutorial** | | | +-----------------------+-----------------------+-----------------------+ | | [[SPECIFIC | 8 | | | OUTCOMES] | | | | ]{.smallcaps} | | | | | | | | 1. Explain the | | | | motivation for | | | | setting up a | | | | business. | | | | | | | | 2. Analyse the | | | | relationship | | | | between the | | | | business and its | | | | establishment. | | | | | | | | 3. Distinguish | | | | between the terms | | | | 'branch of | | | | industry' and | | | | 'production | | | | branch'. | | | | | | | | 4. Arrange the three | | | | sectors in which | | | | businesses are | | | | grouped and | | | | provide suitable | | | | examples. | | | | | | | | 5. Draw an | | | | industrial column | | | | for a product to | | | | illustrate the | | | | route it follows, | | | | from the raw | | | | material stage, | | | | to delivery, to | | | | the customer. | | | | | | | | 6. Describe the | | | | microenvironment | | | | of the business. | | | | | | | | 7. Explain the | | | | market | | | | environment and | | | | the variables | | | | which influence | | | | the business's | | | | growth and | | | | existence. | | | | | | | | 8. Identify the | | | | macro environment | | | | and all the | | | | forces and | | | | influences which | | | | affect the | | | | business. | | | | | | | | [ASSESSMENT | | | | CRITERIA] | | | | | | | | 1. With the aid of a | | | | practical | | | | example, | | | | illustrate the | | | | relationship | | | | between the | | | | business and the | | | | establishment. | | | | | | | | 2. Discuss the three | | | | sectors in which | | | | businesses and | | | | establishments | | | | can be grouped | | | | and motivate your | | | | discussion with | | | | practical | | | | examples. | | | | | | | | 3. Draw your own | | | | industrial column | | | | to produce wine. | | | | | | | | 4. Explain the | | | | meaning of the | | | | concept 'business | | | | environment' and | | | | identify the most | | | | important | | | | characteristics | | | | of this | | | | environment in | | | | your explanation. | | | | | | | | 5. Give reasons why | | | | a business cannot | | | | grow and continue | | | | to exist in total | | | | isolation. | | | | | | | | 6. Name three | | | | components of the | | | | business | | | | environment and | | | | give a | | | | description of | | | | each. | | | | | | | | 7. Discuss the | | | | micro-environment | | | | and its | | | | variables. | | | | | | | | 8. Identify the | | | | variables in the | | | | market | | | | environment and | | | | discuss each one. | | | | | | | | 9. With the help of | | | | examples, discuss | | | | the different | | | | markets in which | | | | a business | | | | manufacturing | | | | wooden furniture | | | | can conduct | | | | business | | | | transactions. | | | | | | | | 10. Identify your | | | | right as a | | | | customer and | | | | illustrate each | | | | right with the | | | | aid of a | | | | practical | | | | example. | | | | | | | | 11. Explain the | | | | meaning of | | | | 'competition'. | | | | Illustrate your | | | | answer with | | | | practical | | | | examples. | | | | | | | | 12. Do you think it | | | | is necessary for | | | | a business to | | | | take the | | | | macro-environment | | | | into account? | | | | Give reasons for | | | | your answer by | | | | discussing the | | | | different | | | | variables within | | | | the | | | | sub-environments. | | +-----------------------+-----------------------+-----------------------+ | **Week 5** | **TOPIC 3: THE | **Credit Hours** | | | IDENTIFICATION OF | | | **Lecture** | FEASIBLE BUSINESS | | | | IDEAS.** | | | **Tutorial** | | | +-----------------------+-----------------------+-----------------------+ | | [[SPECIFIC | 4 | | | OUTCOMES] | | | | ]{.smallcaps} | | | | | | | | 1. Identify the | | | | stages of setting | | | | up a business. | | | | | | | | 2. Define | | | | creativity. | | | | | | | | 3. Determine your | | | | own level of | | | | creativity. | | | | | | | | 4. Improve the | | | | creativity of a | | | | team by using | | | | various | | | | creativity | | | | techniques. | | | | | | | | 5. Creatively | | | | generate business | | | | ideas using | | | | structures | | | | methods/technique | | | | s. | | | | | | | | 6. Distinguish | | | | between | | | | non-feasible and | | | | feasible ideas. | | | | | | | | 7. Develop and | | | | refine a business | | | | idea. | | | | | | | | [ASSESSMENT | | | | CRITERIA] | | | | | | | | 1. List the three | | | | stages of setting | | | | up a business. | | | | | | | | 2. Define | | | | creativity. | | | | | | | | 3. Differentiate | | | | between divergent | | | | and convergent | | | | thinking. | | | | | | | | 4. Take any business | | | | idea and further | | | | develop it by | | | | using the | | | | proposed bow-tie | | | | diagram. | | | | | | | | 5. No commonly | | | | agreed definition | | | | of creativity | | | | exists. Discuss | | | | different views | | | | on creativity. | | | | | | | | 6. Discuss various | | | | uses for | | | | creativity | | | | techniques. | | | | | | | | 7. Distinguish | | | | between | | | | non-feasible and | | | | feasible ideas. | | | | | | | | 8. Discuss the need | | | | for both | | | | feasibility and a | | | | viability study | | | | in setting up a | | | | business. | | +-----------------------+-----------------------+-----------------------+ | **Week 6 and 7** | **TOPIC 4: THE | Credit Hours | | | VIABILITY OF A | | | **Lecture** | BUSINESS IDEA** | | | | | | | **Tutorial** | | | +-----------------------+-----------------------+-----------------------+ | | [[SPECIFIC | 8 | | | OUTCOMES] | | | | ]{.smallcaps} | | | | | | | | 1. Understand what a | | | | viable business | | | | idea entail. | | | | | | | | 2. Determine whether | | | | a need exists for | | | | a product or a | | | | service. | | | | | | | | 3. Compile customer | | | | profiles. | | | | | | | | 4. Define the | | | | mission and | | | | objectives for a | | | | business. | | | | | | | | 5. Understand the | | | | term 'expected | | | | market share'. | | | | | | | | 6. Distinguish | | | | between different | | | | market | | | | segmentations. | | | | | | | | 7. Determine the | | | | break-even point | | | | for the business. | | | | | | | | 8. Determine whether | | | | a sustainable | | | | profit can be | | | | made. | | | | | | | | [ASSESSMENT | | | | CRITERIA] | | | | | | | | 1. Explain what a | | | | viable business | | | | idea is. | | | | | | | | 2. How will you know | | | | whether you have | | | | a product or | | | | service the | | | | customer wants? | | | | | | | | 3. What kind of info | | | | is found in a | | | | customer profile? | | | | | | | | 4. How do you define | | | | a market? | | | | | | | | 5. Name and discuss | | | | the questions | | | | that need to be | | | | asked in order to | | | | see whether there | | | | is a need for a | | | | particular | | | | product or | | | | service. | | | | | | | | 6. What is the | | | | purpose of a | | | | mission | | | | statement? | | | | | | | | 7. What are the | | | | questions that | | | | need to be | | | | answered when | | | | formulating the | | | | mission | | | | statement? | | | | | | | | 8. Name the | | | | characteristics | | | | of objectives. | | | | | | | | 9. Why do we need to | | | | calculate the | | | | expected market | | | | share? | | | | | | | | 10. How can one | | | | establish a | | | | target market? | | | | | | | | 11. Define indirect | | | | costs. | | | | | | | | 12. Describe what is | | | | manufacturing | | | | costs. | | | | | | | | 13. Define the | | | | break-even point. | | | | | | | | 14. What is a cash | | | | budget? | | | | | | | | 15. What is the | | | | purpose of a cash | | | | budget? | | +-----------------------+-----------------------+-----------------------+ | | **[test]{.smallcaps}* | | | | * | | +-----------------------+-----------------------+-----------------------+ | **Week 8 and 9** | **Topic 5: The | | | | Business Plan** | | | **Lecture** | | | +-----------------------+-----------------------+-----------------------+ | | [[SPECIFIC | 4 | | | OUTCOMES] | | | | ]{.smallcaps} | | | | | | | | 1. Understand the | | | | purpose of a | | | | business plan. | | | | | | | | 2. Identify and | | | | describe the | | | | potential users | | | | of a business | | | | plan. | | | | | | | | 3. Explain the | | | | character of a | | | | business plan. | | | | | | | | 4. Understand the | | | | preparation phase | | | | in writing a | | | | business plan. | | | | | | | | 5. Comprehend the | | | | different | | | | structures of a | | | | business plan. | | | | | | | | 6. Draft a basic | | | | business plan. | | | | | | | | [ASSESSMENT | | | | CRITERIA] | | | | | | | | 1. Explain the | | | | reason/s for | | | | drawing up a | | | | business plan. | | | | | | | | 2. Understand the | | | | purpose of a | | | | business plan. | | | | | | | | 3. Identify and | | | | describe the | | | | potential users | | | | of a business | | | | plan. | | | | | | | | 4. List three users | | | | of the business | | | | plan. | | | | | | | | 5. What is an | | | | 'executive | | | | summary'? | | | | | | | | 6. List the critical | | | | risks associated | | | | with your own | | | | business idea. | | +-----------------------+-----------------------+-----------------------+ | **Week 10** | **Topic 6: SETTING UP | Credit Hours | | | A BUSINESS.** | | | **Lecture** | | | | | | | | **Tutorial** | | | +-----------------------+-----------------------+-----------------------+ | | [[SPECIFIC | 8 | | | OUTCOMES] | | | | ]{.smallcaps} | | | | | | | | 1. Define the | | | | factors to be | | | | considered when | | | | choosing the form | | | | of business. | | | | | | | | 2. Identify the | | | | labour | | | | legislation that | | | | should be | | | | considered when | | | | establishing a | | | | business. | | | | | | | | 3. Determine the | | | | procedures that | | | | must be followed | | | | to set up a | | | | specific form of | | | | business. | | | | | | | | 4. Understand the | | | | factors to be | | | | considered when | | | | choosing the | | | | location. | | | | | | | | [ASSESSMENT | | | | CRITERIA] | | | | | | | | 1. Define the | | | | factors to be | | | | considered when | | | | choosing the form | | | | of business. | | | | | | | | 2. Summarise the | | | | different forms | | | | of business. | | | | | | | | 3. Identify the | | | | labour | | | | legislation that | | | | should be | | | | considered when | | | | establishing a | | | | business. | | | | | | | | 4. What is the | | | | purpose of labour | | | | legislation? | | | | | | | | 5. Distinguish | | | | between the | | | | different forms | | | | of contract. | | | | | | | | 6. Name the factors | | | | that play a role | | | | in the choice of | | | | location. | | +-----------------------+-----------------------+-----------------------+ | Week 11&12 | [REVISION]{.smallcaps | | | | } | | +-----------------------+-----------------------+-----------------------+ | Week 13 | [EXAM]{.smallcaps} | | +-----------------------+-----------------------+-----------------------+ | Week 14 | [ASSIGNMENT | | | | SUBMISSION]{.smallcap | | | | s} | | +-----------------------+-----------------------+-----------------------+ 13. Exceptional Extenuating Circumstances (EEC) =============================================== - - - i. Illness; (accompanied by a letter from the Doctor) ii. Hospitalization. iii. Bereavement; (Next of Kin) EEC shall not be granted in circumstances where it is evident that: - the student fails to manage their time. - fails to organize their time appropriately. - circumstances where it is evident that student has had ample opportunity to plan for their work but failed to do so. - technical failures of computers/equipment; negligence or carelessness; or similar issues; - circumstances which a student did not disclose at the appropriate time (unless the student were unable to do so e.g., hospitalization). Also note that, where a student has an on-going disability or medical condition, and he/she has a support plan - the EEC process does not apply, unless the condition is worse than normal to make it impossible for the student to submit the work in which case appropriate proof must be attached to the EEC application. - - - - - - - - - 14. Student Responsibilities ============================ It is your responsibility to ensure that you understand the assessment criteria and learning outcomes against which your work will be marked. Continual engagement with the delivery of the module is important to enable you to gain this understanding and to fulfil your responsibility to the learning experience of your fellow students. It is your responsibility to ensure that you engage with all components of assessment within a module. Assignments must be submitted by the formally declared deadline. BAC will monitor attendance at taught sessions from the first week of teaching and will undertake to contact you if you are not attending without prior agreement or approval. You will be given an opportunity to explain your non-attendance before the programme leader recommends termination from the programme. Students must understand what constitutes an academic offence including plagiarism, collusion, breach of examination room regulations, and ensure that they do not commit such offences in their studies and assessments.