Overordnede kursusmål
The course combines theoretical knowledge and practical exercises
in the verification of key assumptions about customers and growth
potential for business cases and to incorporate findings in the
design of the business model for start-ups (including those with a
social focus) or new business development projects. The course aims
to attract students who have completed entrepreneurship courses or
participated in innovation summer schools and have identified a
business idea either for a start-up or a new product for an
existing company.
The course combines key concepts of entrepreneurship and innovation
to help students test and verify key assumptions about the business
model of a start-up in an iterative approach to arrive at promising
growth models for the business case. The course has a strong focus
on practice through experimentation to test all assumptions made
about the business case.
Læringsmål
En studerende, der fuldt ud har opfyldt kursets mål, vil kunne:
- Create either a minimum viable product (MVP) or outline the
process and cost to get to the MVP.
- Design appropriate experiments to test assumptions about the
CVP, creating customer demands and development and pricing models
among these groups.
- Interpret the experiments results drawing meaning relevant to
the business case
- Formulate new assumptions using findings
- Create improved business models based on findings
- Formulate resource requirements
- Assemble and manage team activities to realize goals at each
stage
- Convince stakeholders to participate in the pre and start-up
activities
- Collaborate with stakeholders to move the business case closer
to implementation
Kursusindhold
1. The business model
2. Customer and key stakeholder identification - Designing business
experiments
3. Assessing opportunities and defining the Customer Value
Proposition – Value creation; Minimum Viable Product
4. Customer Relationship – Creating Demand for the product offering
5. Customer segmentation and market approach for each - Market
type, competition
6. Distribution Channels
7. Partnerships & Deal Structuring – Who, when and with what
consequence
8. Resource leveraging – Customer development team use of -IP,
Financing, HR
9. Key activities and International networks
10. Assessing revenue streams –Pricing models
Litteraturhenvisninger
Required (sample)
Blank, S. G., & Dorf, B. (2012). The startup owner's
manual: the step-by-step guide for building a great company.
K&S Ranch, Incorporated.
Mullins, J. (2012). The new business road test: What entrepreneurs
and executives should do before writing a business plan. Pearson
UK.
Osterwalder, A., & Pigneur, Y. (2010). Business model
generation: a handbook for visionaries, game changers, and
challengers. John Wiley & Sons.
Haynie, J.M., Shepherd, D.A. and McMullen, J.S. (2009) . An
opportunity for Me? The Role of Resources in Opportunity Evaluation
Decisions. Journal of Management Studies 46(3).
Supplemental (sample)
Shane, S. (2000). Prior knowledge and the discovery of
entrepreneurial opportunities. Organization science, 11(4),
448-469.
Wiklund, J., Davidsson, P., Audretsch, D. B., & Karlsson, C.
(2011). The future of entrepreneurship research. Entrepreneurship
Theory and Practice, 35(1), 1-9.
Sidst opdateret
15. november, 2016
