In Class Coursework for different Universities

Georgia Tech University

Certificate Program in the undergraduate level

Engineering Entrepreneurship Certificate

The Engineering Entrepreneurship Certificate is open to students who are enrolled in any engineering or science discipline.

Special note: The Engineering Entrepreneurship Certificate is open to non-Management majors only.

Course Requirements The content of the certificate program is composed of 12 semester hours. Students are required to earn a grade of "C" or better in all certificate courses. Equivalent courses may be substituted with prior approval.

• Three (3) credits of Accounting, preferably MGT 3000 (Accounting for Decision Making) or ACCT 2101 (Accounting I) • Either MGT 3101 (Organizational Behavior) or MGT 3150 (Principles of Management). Note: Credit will not be given for both classes.• MGT 3300 (Marketing Management I) • MGT 4660 (Entrepreneurship for Engineers) is the capstone course and should be taken last. Note: This course is not offered in the summer.

At the MBA Level

Graduate Certificate in Engineering Entrepreneurship

The goal of the certificate program is to provide a basic but well-rounded introduction in entrepreneurship skills to Georgia Tech graduate students. The program is designed to address the needs of graduate engineering students who wish to learn how to develop into the role of small business owner, member of a start-up enterprise, or innovative intrapreneur in a large company. The courses in the program explore the processes through which technical firms are created and effectively managed.

Although this certificate is not available to management students, the courses are open to all graduate students, creating an opportunity for students to work in cross-functional teams. Faculty members of the Georgia Tech Program for Engineering Entrepreneurship have experience in commercializing high-tech products or shepherding a company through the start-up process. Guest speakers from industry provide the opportunity for students to learn first hand about their successes and failures.

Eligibility Requirements for the Graduate Certificate in Engineering Entrepreneurship

Graduate students from all programs may take the courses offered as part of this certificate. The certificate will be awarded by the DuPree Center for Entrepreneurship to those engineering students who successfully complete the program requirements and earn a graduate degree from one of Georgia Tech's degree granting academic units.

The requirements for the Graduate Certificate in Engineering Entrepreneurship will typically satisfy the minor requirements for the Georgia Tech Ph.D. degree.

Management students interested in a certificate program should refer to the requirements for the non-engineering focused Entrepreneur Certificate offered through the College of Management. The Graduate Certificate in Engineering Entrepreneurship is not available to management students.

Requirements to obtain the certificate

Students are required to have a minimum GPA of 3.0 across all courses required for the Certificate. Students should have no more than one C in any of the courses required for the Certificate. The credit requirements for the Certificate for Engineering Entrepreneurship are 12 semester hours.

There are two required courses:6753 - Principles of Management for Engineers This course is required for the certificate and is a prerequisite for the other courses in the certificate program. It is normally offered every semester. The course provides a broad overview of the key concepts, tools and techniques needed to be successful in the biomedical technology and health care industries. It introduces the basic functional areas

of management such as accounting and marketing, and utilizes appropriate biotechnology industry applications and cases. This course is prepared jointly by faculty members in Management with Dr. David Ku and Dr. Terry Blum coordinating the development and delivery of the course. 6789 - Technology Ventures

This class focuses on the development of a business plan for a high-tech start-up company. Teams will work together to plan how to bring technology to market. The teams are composed of engineering and management students working together to prepare and present a business plan. Investors, entrepreneurial service providers, and successful entrepreneurs serve as speakers for the class and provide assistance to the teams. The class heavily utilizes case studies.

Each of the teams have the opportunity to practice presentations of their business plans, and have the opportunity to present the plan to a panel consisting of venture capitalists and entrepreneurs for feedback. Class topics include: the entrepreneurial process; new venture ideas; opportunity recognition and evaluation; financial planning; competition; communication and presentation; legal aspects of forming a company; people issues; outsourcing decisions; regulatory environments; and creating business plans.

Suggested electives:

6788 - Legal Issues in Engineering Entrepreneurship, are cross-listed under BMED, CHE, ECE, MGT, and ME. This course covers the legal and intellectual property issues relating to patenting, licensing, liability and regulatory oversight, and raising capital. Visiting Professors provide expert instruction on legal issues of intellectual property protection, licensing, product development in the global marketplace, and FDA regulations. These legal issues relate primarily to the formation and success of high-tech and biotechnology ventures.

Two electives are required for the certificate and these can be selected from a number of possible classes within the College of Management:

MGT 6111 - Innovation and Entrepreneur Behavior MGT 6198 - Corporate Entrepreneurship for Global Competitiveness MGT 6176 - Managing the Growing Firm MGT 6773 - Strategic Management of Technology-Based VentureMGT 6028 - Financial Reporting Tech FirmsMGT 6106 - Teamwork in OrganizationsMGT 6306 - Business to Business MarketingMGT 6325 - Product PlanningMGT 6772 - Managing Resources of the Technological FirmMGT 6085 - Entrepreneurial Finance

MGT 6101 - Managing Human Resources

Entrepreneurship Certificate The Entrepreneurship Certificate focuses on the skills, knowledge, and attitudes required to successfully start a new venture, participate in an entrepreneurial company, or manage an entrepreneurial unit of a larger corporation. Opportunities for you to link course work with emerging high-tech ventures are available through the Advanced Technology Development Center (ATDC) and the Georgia Center for Advanced Telecommunications Technology (GCATT), Georgia Tech's high-tech business incubators. Entrepreneurship Certificate Program is designed to prepare MBA students for careers in entrepreneurial businesses.

This program explores the processes through which new businesses are created and effectively managed.

A key objective of the program is to respond to students' expressed need for an educational experience that will prepare them to work as self-employed individuals, as members of new and/or small businesses, or as members of larger firms that practice entrepreneurial management.

Required Courses MGT 6165 - Venture Creation MGT 6789 - Technology Ventures

Electives MGT 6056 - E-Commerce MGT 6080 - Investments (Prerequisite - MGT 6060) MGT 6306 - Business to Business Marketing MGT 6772 - Managing Resources of the Technology Firm MGT 6788 - Legal & Regulatory Environment Students must take one or both of the following elective courses: MGT 6111 - Innovation and Entrepreneurial Behavior MGT 6198 - Corporate Entrepreneurship for Global Competitiveness

Rensselaer Polytechnic

Technological EntrepreneurshipThe following are the courses required to fulfill this concentration:

Introduction to Technological Entrepreneurship (4 credit hours)An introductory course for initiating a new business venture and developing it into a self-sustaining and profitable enterprise. Provides understanding of the process whereby a person decides to become an entrepreneur, screens opportunities, selects an appropriate product/market target, and obtains the necessary resources. Also, provides the theoretical

and practical knowledge for the preparation of formal business plans for the development of new products, processes, and services and for the financing of new enterprises. Fall and spring terms annually Invention, Innovation, and Entrepreneurship (4 credit hours)Employs lectures, exercises, projects, and guest speakers to develop students’ understanding and capability in the creative thinking process as applied to Invention, Innovation, and Entrepreneurship. Fall and spring terms annually

Starting Up a New Venture (4 credit hours)An understanding of the critical issues related to starting up a new business is gained through team-based experiential learning. Small teams of students develop a comprehensive business plan that can be used to raise money for a new or relatively new venture. The business plans are eligible for submission to the Rensselaer Business Plan Competition. The experiential learning process is enhanced through team meetings with faculty and/or course advisers and through oral presentations to the entire class. Fall and spring terms annually

Students can also take a minor in Technological Entrepreneurship at the undergraduate level. The following are the courses that are required:

Introduction to ManagementRequired as a first course for management majors and minors. Emphasizes broad basic principles of managerial functions and processes. An interdisciplinary approach to the problems of private and public organizations in a goal oriented environment. Fall and spring terms annually

Introduction to Technological EntrepreneurshipInvention, Innovation, and EntrepreneurshipStarting Up a New Venture At the MBA level

Strategy and Technological Entrepreneurship The Strategy and Technological Entrepreneurship concentration has been developed for students who have an interest in new venture creation in start-ups and established firms. In addition to a powerful and integrated curriculum, this concentration includes significant out-of-the-classroom opportunities for interaction with Rensselaer's highly regarded Incubator Program, Technology Park, Venture Affiliates of RPI, Office of Technology Commercialization, and extensive networks of successful entrepreneurs. This concentration consists of four courses:

Fall Courses Introductory Courses:

Principles of Technological EntrepreneurshipAn introductory graduate course in initiating new technology- based business ventures and developing them into self-sustaining and profitable enterprises. Examines the process whereby a person decides to become an entrepreneur, screens opportunities, selects an appropriate product/ market target, and obtains the necessary resources. Provides the theoretical and practical knowledge for the preparation of formal business plans. Fall term. 3 credit hours

Entrepreneurial FinanceCourse description not available Other Course Options:

Soc. Cap. & Entrepren. Opportunity Course description not available

Research & Development ManagementThe course deals with the responsibilities of and operating problems faced by managers of research and development. The following areas are included: technology forecasting, technology planning, selection and evaluation of R&D projects, resource allocation, planning, control, and measuring results of R&D. Particular attention is given to creative problem solving, motivating and managing creative individuals, barriers to innovation, and organization alternatives for R&D, including matrix and project organizations. Spring term. 3 credit hours Marketing High-Tech Products This course deals with the peculiarities of marketing products and services in high-tech environments. High-tech environments are characterized by high dynamism, high uncertainty, and compressed time cycles. The course consists of case studies, computer simulations, and a team project. Spring term annually. 3 credit hours

Invention, Innovation and Entrepreneurship Creativity is the starting point for technological entrepreneurship. Through interaction with faculty and guest speakers, students increase their understanding of the creative process and some of the tools that can be implemented to stimulate and/or manage individual and collective creativity. In addition, through application of these techniques in course activities, students explore and attempt to enhance their own creativity. Fall term. 3 credit hours

Spring Courses Final Concentration Course Options: Starting Up a New Venture (Opt I - Final Concentration Course)

An understanding of the critical issues related to starting up a new business is gained through team-based experiential learning. Small teams of students develop a comprehensive business plan that can be used to raise money for a new or relatively new venture. The experiential learning process is enhanced through team meetings with faculty and/or course advisers and through oral presentations to the entire class. 3 credit hours Entrepreneurial Consulting (Opt II - Final Concentration Course) Course Description is not available Other Course Options: Corporate Entrepreneurship (Spring 04 tentative) Course Description is not available

Managing Hyper-Growth Firms (Spring 05 tentative) Course Description is not available Global Strategic Management of Tech Innovation The course helps develop an understanding of and the method for managing technology as a strategic resource of the firm. In doing so, an understanding of the process, roles, and rewards of technological innovation are developed. Integrating the strategic relationship of technology with strategic planning, marketing, finance, engineering, and manufacturing are covered. Governmental, societal, and international issues are briefly covered. The course uses a variety of cases, readings, reports, and lectures. 3 credit hours

Commercializing Advanced Technologies This courses teaches MBA students the principles, skills and managerial challenges associated with identifying opportunities associated with novel, early phase technologies, developing value propositions that result from them, and nurturing them to a successful outcome. 3 credit hours

Making Business HappenCourse Description is not available

New Product Development and Management (Another MBA Concentration)

This concentration is available to graduate students interested in a career path in new product development or in product management, and is geared toward the special problems associated with managing high-tech products. Students focus their attention on understanding the links between an organization's design, manufacturing, and marketing efforts for achieving successful product/market development, commercialization, and management throughout the life cycle. The Product Development and Management concentration consists of the following:

Fall Courses Marketing ResearchMarketing strategy decisions are developed in the framework of many case studies. Marketing research techniques, including questionnaire development and data analysis, are introduced and utilized in a team project 3 credit hours Marketing High-Tech Products This course deals with the peculiarities of marketing products and services in high-tech environments. High-tech environments are characterized by high dynamism, high uncertainty, and compressed time cycles. The course consists of case studies, computer simulations, and a team project.

Other Course Options Principles of Technological Entrepreneurship (course description given above)Invention, Innovation & Entrepreneurship (course description given above) Service Operations Management This course discusses the role of services in an economy, managing services for competitive advantage, structuring the service enterprise, managing service operations, service productivity, quality, and growth. 3 Credit Hours Research & Development ManagementThe course deals with the responsibilities of and operating problems faced by managers of research and development. The following areas are included: technology forecasting, technology planning, selection and evaluation of R&D projects, resource allocation, planning, control, and measuring results of R&D. Particular attention is given to creative problem solving, motivating and managing creative individuals, barriers to innovation, and organization alternatives for R&D, including matrix and project organizations. 3 credit hours Product RealizationCourse Description not available Spring Courses Introductory Course Making Business Happen (Course Description not available)

Or Consumer Behavior/Product DesignTopics in this course include the motivations and factors that shape consumers’ purchasing decisions and the perceptual process and how it affects consumer behavior as

well as consumer reaction to product designs. The relationship between perception and product design is extended to topics such as design for understanding, universal product design, aesthetics, and industrial design. 3 credit hours Other Course Options Competitive Advantage & Operations StrategyThis course includes topics such as manufacturing as a competitive weapon; management of quality; manufacturing technology implementation; strategic impact of advanced manufacturing technologies; and manufacturing’s role in new product development. 3 credit hours Commercializing Advanced TechnologiesThis courses teaches MBA students the principles, skills and managerial challenges associated with identifying opportunities associated with novel, early phase technologies, developing value propositions that result from them, and nurturing them to a successful outcome. 3 credit hours Marketing Communication & Promotion Strategy Advanced study of the promotion management process including market situation analysis, media selection, spending plans, copy strategy, and advertising research methods. The focus is on integrating promotion strategies with buyer needs, product conceptualization, distribution strategies, and new communication technologies. 3 credit hours

Global Strategic Management of Tech InnovationThe course helps develop an understanding of and the method for managing technology as a strategic resource of the firm. In doing so, an understanding of the process, roles, and rewards of technological innovation are developed. Integrating the strategic relationship of technology with strategic planning, marketing, finance, engineering, and manufacturing are covered. Governmental, societal, and international issues are briefly covered. The course uses a variety of cases, readings, reports, and lectures. 3 credit hours

Customized Management and Technology Concentration (MBA Students Only)

This option allows the student, along with the academic advisor and participating faculty member(s), to design a tailored concentration to build on past work experience and future career interests. In some cases, students may wish to seek an informational interview with a company they aspire to work for in the future. At such an interview students can declare their interest in the firm and discuss with the interviewer what courses might serve them well in obtaining a position there in the future. The concentration is part of the plan of study and must be approved by the academic advisor.

Syracuse University

The Program in Entrepreneurship and Emerging Enterprises (EEE)

(At the Undergraduate Level)

Outlined below is an array of courses from which undergraduate students can choose. Introduction to Entrepreneurship is required of all students, and all students are strongly encouraged to take Strategic and Entrepreneurial Management (required of majors).

Introduction to EntrepreneurshipThe foundation course in the program, to be taken first. Examines the nature of entrepreneurship and the role of entrepreneurship in society. Investigates the entrepreneurial process in a variety of contexts. The course explores a variety of issues surrounding new venture creation, including the business plan, the economics of the business, determining resource needs and acquiring resources, marketing requirements, deal structure, technology issues, harvesting issues, and ethical issues, among others.

Entrepreneurial Marketing Examines the role of marketing in start-up ventures and the role of entrepreneurial thinking in marketing efforts. Customer needs as the driving force in entrepreneurship is the theme of this course. The course explores novel approaches to defining markets and market segments, examines inexpensive ways to conduct relevant market research, and identifies ways to leverage marketing resources and rely on networks to accomplish marketing tasks. Students are encouraged to focus on identifying unique approaches to creating value through each of the elements of the marketing mix.

Emerging Enterprise LawLaw as a regulator and enhancer of start-up and emerging enterprises. Looks at the formation, financing and managing of the venture from a legal standpoint. Attention is devoted to intellectual property, financier-entrepreneur relations, employer-employee relations, and operational aspects of entrepreneurial ventures that have legal implications. Explores the law as an opportunity and a force in the furthering the objectives of new and small ventures.

Finance for Emerging Enterprises Focuses on the financial issues and needs confronting start-up entrepreneurs and entrepreneurs attempting to grow their small businesses. The course has three major areas of focus: a) understanding the internal financial operations of a venture, such as the cost structure, contribution analysis, construction of financial statements, and determining the value of a venture; b) venture financing, including determination of how much money is needed, when to go to which source of financing, and new developments in entrepreneurial finance; c) making deals and buying into businesses. Sample issues here include deal structure, negotiation, resource leveraging, purchasing a business, and franchising.

Imagination, Entrepreneurship, and Creative Business Problem-SolvingExplores the creative process and helps students identify their own creative problem-solving styles. Students develop innovative solutions to a wide range of problems that arise in the process of pursuing entrepreneurial ventures. Attention is devoted to the need

for creative approaches to opportunity identification and business concept formulation when developing new products, services, and processes.

Entrepreneurial and Family Business Management Examines special problems of family businesses and other closely held corporations. Attention is devoted to family business planning, effective governance approaches in family businesses, preparing heirs for entry into and management of family firms, tax and compensation planning, and succession strategies.

Emerging Enterprise Consulting A course centering around student teams working with existing small business clients to conduct analysis, determine managerial priorities, and provide a series of deliverables that enable the business to operate more efficiently and to grow. Students will follow a systematic small business consulting methodology.

Entrepreneurship and Digital CommerceNew technologies are creating significant entrepreneurial opportunity but also have a number of pitfalls attached to them. This course examines the evolution of digital technologies, the underlying technologies that are driving the current digital revolution, and innovative application technologies, resources, and services. Students investigate a variety of emerging entrepreneurial opportunities surrounding new developments in digital technologies.

Visiting Executives in Entrepreneurship This is a topical course taught exclusively by entrepreneurs. The course is coordinated by an Entrepreneur-in-Residence. Each week, one or more entrepreneurs are invited in to discuss the great controversies and debates that impact upon the practicing entrepreneur and on the field of entrepreneurship in general. Sample issues include the role of individuals versus teams in entrepreneurial efforts, how to deal with partners, managers versus entrepreneurs, dealing with failure, building and using networks, harvesting strategies, how much growth is enough (and ceilings one hits along the way), ethical challenges in entrepreneurship, and being an entrepreneur and having a personal life.

New Product Management An examination of the role of innovation in sustainable marketplace advantage. Investigation of the process of converting ideas, technologies, and customer needs into new products, services and processes. Extensive focus on the new product development process. Attention is devoted to the nature of innovation, types of innovation, and the implications of different innovation types for new product/service development processes.

Strategic and Entrepreneurial ManagementThis is a capstone course that all business students must take at the end of their program. It is referred to as the "business plan course." Students must develop an original idea for a new venture and write a comprehensive business plan for that venture. The course

examines a variety of topics, issues, and frameworks that are useful to the student in addressing the financial, marketing, economic, operational, legal, and other aspects of new venture creation and entrepreneurial management. Student plans are presented to successful entrepreneurs and financiers during an end-of-the-semester business plan competition, and the best ones are entered in national competitions.

The MBA Concentration in Entrepreneurship, Innovation, and Global Leadership (EIGL)

The program has three key components: the core required course, three electives reflecting the themes, and the global entrepreneurship practicum or capstone experience. Below are brief description of the courses in the EIGL Concentration

Requirements:

The following course is required:

BUA 600 Entrepreneurship and Corporate VenturingThe core course in the program. Examines the nature of entrepreneurship and the entrepreneurial process first in a start-up context and then in a corporate context. In a start-up context, the course explores a variety of issues surrounding new venture creation, including the business plan, the economics of the business, determining resource needs and acquiring resources, marketing requirements, deal structure, technology issues, harvesting issues, and ethical issues, among others. In a corporate context, the course explores ways to facilitate and sustain entrepreneurship in larger, established organizations.

In addition, choose one course from each of the following sets:Entrepreneurship

BUA 600 FIN 600BUA 600 Entrepreneurial Finance (renamed from Venture Capital) Focuses on the financial issues and needs confronting start-up entrepreneurs and entrepreneurs attempting to grow their small businesses. The course has three major areas of focus: a) understanding the internal financial operations of a venture, such as the cost structure, contribution analysis, construction of financial statements, and determining the value of a venture; b) venture financing, including determination of how much money is needed, when to go to which source of financing, and new developments in entrepreneurial finance; c) making deals and buying into businesses. Sample issues here include deal structure, negotiation, resource leveraging, purchasing a business and franchising.

BUA 600 Entrepreneurial Marketing

Examines the role of marketing in start-up ventures and the role of entrepreneurial thinking in marketing efforts. Customer needs as the driving force in entrepreneurship is the theme of this course. The course explores novel approaches to defining markets and market segments, examines inexpensive ways to conduct relevant market research, and identifies ways to leverage marketing resources and rely on networks to accomplish marketing tasks. Students are encouraged to focus on identifying unique approaches to creating value through each of the elements of the marketing mix.

BUA 600 Visiting Executives in EntrepreneurshipThis is a topical course taught exclusively by entrepreneurs. The course is coordinated by an Entrepreneur-in-Residence. Each week, one or more entrepreneurs are invited in to discuss the great controversies and debates that impact upon the practicing entrepreneur and on the field of entrepreneurship in general. Sample issues include the role of individuals versus teams in entrepreneurial efforts, how to deal with partners, managers versus entrepreneurs, dealing with failure, building and using networks, harvesting strategies, how much growth is enough (and ceilings one hits along the way), ethical challenges in entrepreneurship,and being an entrepreneur and having a personal life.

BUA 600 Creativity, Opportunity and New Business ConceptsDetailed attention to the front end of the entrepreneurial process, including approaches to opportunity identification and assessment, and the development and testing of novel business concepts. Explores the creative process and helps students identify their own creative problem-solving styles. Students develop innovative solutions to a wide range of business problems that center around new product, service and process development. Emphasis is placed both on individual creativity and creativity in teams within a work context. Students will critique business plans submitted to venture capital firms.

Innovation

MAR 752 Introduction to Innovation ManagementAn examination of the role of innovation in sustainable marketplace advantage. Investigation of the process of converting ideas, technologies, and customer needs into new products, services and processes. Explores disruptive and sustaining technologies, assessing technology frontiers and platforms, and planning for technology ceilings. Attention is devoted to the nature of innovation, types of innovation, and the implications of different innovation types for new product/service development processes.

MAR 757 Managing Product DevelopmentA course that explores problems in developing new products and new corporate ventures. Attention is devoted to designing innovation strategies, risk taking, technology planning, evaluation of new product proposals. Detailed attention is given to approaches for organizing the new product development process, and for structuring and managing the innovation team.

MAR 761 Marketing Strategies for Innovations

Focuses on commercializing new products, services and technologies. Examines the introduction and diffusion of innovations. Attention is devoted to market planning, strategies for creating and penetrating new markets, product strategy design, and marketing decision making for innovations.

Global Leadership

INB 769 International Business ManagementAn examination of strategic decision-making in the international environment. Includes an exploration of the critical factors in growth and sustainability, profitability, market share, and return on investment. Focuses on the relationship between the enterprise and its legal, economic, political and cultural environments.

Students also complete the following capstone course in their final semester:MBC 647 Project in Global Entrepreneurial Management (GEM)This capstone field experience will find students actually conceptualizing and implementing entrepreneurial concepts in start-up emerging small business, corporate and non-profit concepts. Structured class meetings will be held to assist students with the challenges of concept implementation. Specific criteria for implementation of original ideas must be met. The student’s venture or project must reflect entrepreneurship, innovation and global themes. As the acronym implies, it will be the gem within the program.

Global Entrepreneurship Concentration

Global entrepreneurship addresses the two critical areas of international business and entrepreneurship. Topics covered include: global entrepreneurship, international start-ups, joint ventures, venture capital, creating and disseminating innovative products and services, international financial management, international marketing, and international human resources.

In addition, this concentration allows students to select elective courses from the various departments in the School of Management, from the economics, political science and social science departments in the Maxwell School of Citizenship and Public Affairs, from the College of Law, and from the S.I. Newhouse School of Public Communications. A practicum experience is also required.

Requirements:(Required) BUA 600 Entrepreneurship and Corporate Venturing

(Choose any two)

INB 656 International Human Resource Management INB 657 International Financial Management INB 668 International Marketing Management

INB 769 International Business Management INB 690 Independent Study (by approval of concentration advisors only)

A practicum experience is also required.

Possible Elective Courses:(The courses below do not count towards the global entrepreneurship concentration.)

BUA 600 Seminar in Entrepreneurship INB 651 Management in a Cross Cultural Environment ECN 665 International Economics EDP 777 Developing Multicultural Awareness PSC 651 Theories of International Relations PSC 700 Global Markets and Politics LAW 727 International Business Transactions (I and/or II) LIN 570 Topics in Sociolinguistics LIN 671 Dimensions of Bilingualism

University of Maryland

Full time MBA Program

Entrepreneurship

The Smith School of Business has one of the best MBA entrepreneurship programs in the world, according to The Financial Times (#7, 2001). Drawing on its internationally recognized research faculty, and successful entrepreneurs and investors who serve as clinical faculty, the program brings together the best that research and experience have to offer Smith MBAs. The school’s Dingman Center for Entrepreneurship provides networking opportunities with the area's rich base of technology entrepreneurs and investors through it's Baltimore-Washington Venture Group and Private Investors Network. By participating in the university's $50K business plan competition, the business plan review course, or the National Venture Capital Competition, Smith MBAs have ample opportunities to practice what they learn.

Entrepreneurship Electives:

Business Plan Review Corporate Venturing and Intrapreneurship Creation of High Potential Ventures Growing and Managing the Entrepreneurial Firm New Venture Creation New Venture Financing Opportunity Recognition Strategic Growth of Emerging Companies Technology Entrepreneurship

Technology Transfer and Commercialization Venture Capital for Investors and Entrepreneurs

University of Rochestor

Entrepreneurship (ENT) (Taught at the MBA Level)(5 courses)The Simon School is committed to the teaching of entrepreneurship. The Entrepreneurship concentration allows the student to draw from a variety of carefully selected courses to become a business generalist, well versed in organizing and managing resources. Graduates with this concentration have started their own ventures or have pursued "intrapreneurial" careers with major corporations. Students often combine this concentration with finance or marketing to further enhance their educational base.

Required core courses, plus:

GBA 422 The Role of Entrepreneurship in Value Creation in Large and Small Enterprises GBA 423 New Venture Management and Entrepreneurship MKT 412 Marketing Research

Plus two courses selected from this list:

ACC 411 Financial Statement Analysis BPP 431 Tax and Legal Issues of New Ventures BPP 432 Basic Business Law CIS 413 The Economics of Information Management CIS 415 Business Process Analysis and Design (ECM 415) FIN 413 Corporate Finance FIN 423 Corporate Financial Policy and Control FIN 433 Cases in Finance GBA 424 Projects in Entrepreneurship MKT 414 Pricing Policies (STR 423) MKT 432 Product Planning and Development OMG 412 Service Management OMG 413 International Manufacturing and Service Strategy

Description of Required courses in Entrepreneurship

GBA 422. The Role of Entrepreneurship in Value Creation in Large and Small EnterprisesThe primary topics to be covered are:• Evolution of the modern entrepreneur and his or her potential impact on 21st-century business practices;• Entrepreneurial value creation process in large and small enterprises;

• Recognition and creation of business opportunities through business analysis and market research;• Characteristics of an entrepreneurial mind and the environment in which it flourishes;• The role of organizational architecture in achieving optimum performance;• Providing resources for start-up entrepreneurial ventures from seed funds to full equity funding;• Corporate venturing and alliances;• Managing the enterprise from inception to maturity; and• Exit strategies for corporate and start-up ventures.The teaching approach will be a combination of lectures, selected outside speakers, readings and casesPrerequisite: completion of core courses

GBA 423. New Venture Management and EntrepreneurshipThis course examines the management skills and tools associated with innovation and new-business development. The analysis of entrepreneurship is from both the large- and small-company perspectives. This view is expanded to encompass interactions between the two and the effects of large-company outsourcing decisions on the development and growth of new ventures. Management issues regarding the start-up of a new enterprise are discussed. The planning and strategy-formation process is reviewed in terms of company and business-unit goals. Topics include: new business trends, marketing analysis, the management team, organizational problems, financial forecasting capitalization plans and sources of funding, the due-diligence process and valuing the venture. Lectures, cases and guest speakers are utilized. The speakers represent a range of new-venture topics from entrepreneur and venture capitalist to legal support. The completion of a business plan for a proposed new venture is required.Prerequisite: completion of core courses

MKT 412. Marketing Research This course deals with the collection and use of data to support marketing decisions. The first part of the course teaches the student how to formulate the research problem, design the research and collect the data. Among the data-collection techniques discussed are: questionnaire design; telephone, mail and electronic surveys; and laboratory and field experiments. The second part of the course examines various techniques for analyzing data: cross-classification analysis, factor analysis, multidimensional scaling, conjoint analysis, etc. As part of the course requirements, teams of students design, administer, analyze and report on an actual marketing-research study.Prerequisites: MKT 402; APS 411

Description of other electives that can be taken under this concentration

GBA 424. Projects in EntrepreneurshipAvailable to a limited number of students, this course combines a supervised internship with a start-up high-tech firm with lectures and in-class discussion on the management of new ventures. The internship places second-year M.B.A. students, to be known as Kauffman Interns, with Rochester-area firms where they will work closely with senior managers for approximately 120 hours over the 10-week quarter. In their internship, students will focus on the commercial viability of the start-up firm’s product(s). Complementing this hands-on entrepreneurial experience, the instructor will hold weekly classes to lecture on assigned reading and to review students’ experiences with firms.Prerequisites: GBA 422 or GBA 423 and permission of the instructor

CIS 415. Business Process Analysis and DesignThis course studies the analysis, design and automation of business processes. The course teaches system-modeling tools appropriate for the analysis and design of business processes and information systems. These tools are applied to electronic commerce ventures, the design of various service processes, logistics and R&D activities. Key features of the course are: object-oriented systems analysis techniques, the study of cutting edge research results on work organization and design, and an introduction to the Visual Basic programming language for rapid prototyping of new information systems. The course includes a comprehensive team-based field project involving a real business process. This project requires the application of the concepts and techniques taught in the course.Prerequisite: CIS 401 Information Systems for Management

ACC 411. Financial Statement Analysis An objective of this course is to develop students’ ability to use financial statement information (broadly defined) in various decision-making settings. Various parties routinely use financial statement information to make a variety of economic decisions. Such users include corporate boards, individual and institutional equity investors, financial analysts, creditors, lenders and bond investors. The uses of financial statement information include: 1) evaluation of managerial performance; 2) analysts use financial statement information to perform prospective analysis, which serves as an input into the valuation of a firm’s equity. Analysts make buy, sell, and hold recommendations based on analysis of financial information; 3) creditors and lenders use financial statement information as input into lending decisions. Lenders use financial information to determine the type, amount and terms of a loan, and also the nature of any covenants, and 4) corporations and investment bankers use financial statements to value companies that might be takeover targets.This course is designed to provide the framework and tools necessary to conduct economic analysis in the above settings. The primary objective is to develop and sharpen students’ analytical ability to analyze financial statements and draw inferences about a firm’s performance and future prospects. Cases and analysis of actual reporting practices are used to achieve the course objectives

BPP 431. Legal and Tax Considerations of New Ventures(Offered at the discretion of the instructor)This course considers legal and tax aspects of new ventures in an overview: selection of the proper entity, i.e., different legal and tax characteristics of corporations and partnerships—and the possible use of both; non-tax advantages and disadvantages; accounting problems; choice of jurisdiction; and qualification in foreign jurisdictions. It also details tax planning for the closely-held corporation, negotiating for the sale of a closely-held business and basic estate planning for closely-held corporation owners.

BPP 432. Basic Business LawThe course covers legal principles underlying business relationships that enable the business manager to foresee legal problems through a process of analytical reasoning and the ability to make, alter and justify related conclusions. Topics include: the formal and informal judicial process and the law of contracts, agency, partnerships and corporations.

FIN 413. Corporate FinanceThis course provides an intensive analysis of the effects of various corporate financial policy decisions on the value of the firm, including a discussion of the effects of taxes, bankruptcy costs and agency costs on these decisions. It then examines the interrelation of financing policy with executive compensation, leasing, hedging and payout policies. The course provides an understanding of the theoretical issues involved in the choice of these policies.Prerequisite: FIN 402

FIN 423. Corporate Financial Policy and ControlThis course examines the theory and empirical evidence for models of corporate financial policy; analysis of new issues of securities, recapitalizations, stock repurchases, and the market for corporate control (tender offers, mergers, proxy fights and corporate voting rights); and emphasizes critical evaluation of the evidence for different models of corporate financial policy.Prerequisites: FIN 402 and FIN 411, FIN 413 (may be taken concurrently)

FIN 433. Cases in FinanceThis course provides intensive exercise in valuation methods and the economic analysis of problems of corporate financial policy. A variety of other topics, including insider trading, portfolio performance and asset allocation are also explored. Specific case topics include: corporate valuations; M&A transactions (tender offers, mergers, proxy fights); recapitalizations; stock repurchases; and novel securities. Case reports are done in teams and judged on clarity and usefulness to practitioners in understanding and resolving strategic problems.Prerequisites: FIN 402 and FIN 413

MKT 414. Pricing Policies (Same as STR 423) Pricing is one of the most important, least understood, and most controversial decisions a manager has to make. These decisions often have significant long term implications for a firm’s bottom line. The purpose of this course is to help future managers make good decisions by preparing them to analyze the environment in which their firm operates and to arrive at an appropriate pricing policy for their product or service. More specifically, the objectives of the course are: (1) to develop an understanding of the relationship between a firm’s environment (e.g., cost, demand, competition, and legal aspects) and its optimal pricing strategy, and (2) to develop skills in applying this understanding.There are several components to the course: elasticity of demand and relevant costs, price discrimination and market segmentation, and competitive pricing. Students will learn the fundamentals of economic value analysis and break even analysis, and will be made familiar with strategies such as bundling, tie in sales, quantity discounts, product line pricing, and demand build up. The course will cover ways of predicting competitor-pricing responses, and it will discuss a firm’s legal environment as it pertains to pricingPrerequisites: STR401, MKT 402 (may be taken concurrently)

MKT 432. Product PlanningThis course examines the issues involved in the planning and introduction of new brands and the management of existing brands. The approach taken is analytical and consistent with some of the more up-to-date methods used by companies. This course starts by examining the product class in which the firm is considering either repositioning an existing brand or introducing a new brand. We study how consumers choose a brand within the product class. This includes the theory and estimation of the multiattribute utility model. Leading on from this, we study how to reposition an existing brand and optimally design a new brand or a line of brands. Procedures for lab and market testing of a new brand are reviewed. We proceed by evaluating the current and future sale of the product class through the diffusion model. A discussion is held on the marketing mix policies for brands over the product life cycle. The course concludes with an evaluation of the portfolio of product classes in which the firm ought to compete. A group project involving the development of a marketing strategy for an existing brand with emphasis on its repositioning is required.Prerequisites: MKT 402; APS 411

OMG 412. Service ManagementSuccess of service management critically depends on managing the integration of business processes with customers as well as all related support systems (technology, human resources, information flow). This integration presents a challenge to service managers who need to address significant variation in customer expectations and requirements while controlling costs and remaining competitive. This course provides a foundation for the analysis and improvement of businesses, paying particular attention to the service sector. The type of analysis learned in this course is required in virtually every industry as companies work to improve their bottom-line performance. The best way to improve performance is through a holistic approach, where the structure of processes, information and technological requirements, and the managerial implications are

considered concurrently. The methodologies developed in this course will provide a framework for analysis that will remain constant amidst the many different types of services analyzed. Please note that this course is case intensive.Prerequisite: OMG 402

OMG 413. International Manufacturing and Service StrategyOperations strategy describes how a firm’s long-term operations decisions affect its ability to compete. Areas of critical importance to firms often include: location and distribution policy; management and global networks; outsourcing and vertical integration decisions; coordination of operations with other functions such as finance; accounting and finance, technology acquisition and new product development. Special emphasis is placed on the impact of international issues on operations strategy. A variety of cases is used to demonstrate applications.

Other Entrepreneurship courses offered in this university

JCM 261 Entrepreneurship in Music (1 credit hour)This course will provide information on: 1. What business acumen a career musician needs. 2. What alternative and/or supplemental career possibilities are available in fields allied to music, beyond performing, writing or teaching music. 3. How to capitalize on your unique qualities, talents and interests. Topics covered include: Copyright and performance rights societies, contracts and dealing with lawyers, structure of various business entities, taxes, financial planning, insurance and investments, promoting your career, the musicians union, breaking in a surviving as a full-time musician, retail music merchandising, how to put out your own CD, how to get grants.Offered: Spring

University of Texas at El Paso

Undergraduate Catalog (1998-2000)

3306 Entrepreneurship (3-0) Entrepreneurship is designed to provide an understanding of the entrepreneur and the entrepreneurial process. Emphasis is on new venture planning and establishment of new firms as opposed to dealing with problems of an established business. The distinctive focus is enterprise creation. Prerequisites: MGMT 3303 and FIN 3310.

3320 Small Business Management (3-0) Focuses on the analysis, operation, and management of small business. Provides practical experience working with small business and entrepreneurial opportunities in the community. Investigates marketing production and administrative functions to develop overall managerial awareness and analytical skills in small business problem-solving. Prerequisites: ENGL 3355, MGMT 3303, and ACCT 3201.

3496 Internship in Management (0-0-3) A course designed to give a business major practical work experience. Prerequisite: MGMT 3303, three hours of MGMT courses beyond 3301, and department approval.

University of Wisconsin – Madison

MBA Program

Entrepreneurial Management Concentration This concentration is especially appropriate for students who wish to start or managea smaller enterprise. It is also useful for those who serve small business professionally. Two characteristics which make this program distinctive are, first, its focus on venture initiation and planning and, second, the breadth of business skills covered. Students who elect this concentration are not required to complete the MHR-MBA core requirements for the MHR MBA degree, but may wish to do so.

Core Requirements: MHR 236-722 Entrepreneurial ManagementMHR 236-727 Entrepreneurial Growth Strategies

Additional Courses:Four courses from the following: AIS 603 Analysis of Financial ReportsFIN 765 Entrepreneurial FinanceGEN BUS 231-765 Contemporary Topics (with Entrepreneurial Management Emphasis)IB 720 Global MarketingMHR 236-731 Entrepreneurial ConsultingMHR 236-765 Venture CreationMHR 765 E-Commerce or other E-Commerce courseMHR 236-737 WAVE Practicum I (MUST BE ADMITTED TO WAVE PROGRAM)MHR 236-738 WAVE Practicum II (MUST BE ADMITTED TO WAVE PROGRAM)MHR 236-799 Readings & Research in EntrepreneushipMKTG 237-705 Consumer BehaviorMKTG 237-715 Marketing CommunicationsMKTG 237-720 Global MarketingMKTG 237-725 Marketing ChannelsOIM 238-751 Service Operations Management

Wake Forest University

Entrepreneurship Traditional entrepreneurship programs focus attention on preparing students to launch their own businesses after graduation. We find that emphasis is too confining for our students, and we define entrepreneurial education broadly to include many career paths—new business ventures, corporate ventures within existing companies, service providers

(venture capitalists, consultants, attorneys) working with new ventures, social entrepreneurship within the nonprofit sector, and family and closely-held businesses.

Almost every Babcock student benefits from taking one or more courses in entrepreneurship. Learn to view the world as a series of opportunities. Develop your own model to help you evaluate opportunities regardless of the setting. Be prepared to take action by knowing how to build, develop and manage your own new-venture team. These are exciting times in which we live. Prepare yourself for the opportunities.

Required Courses:Business Plan Practicum or Management Consulting PracticumStarting a new venture is risky and often ends in failure. An effective tool for entrepreneurs who want to reduce risks and better ensure success is a convincing business plan. A business plan serves two purposes. It acts as a roadmap for managers and helps to secure financing. This course focuses on the critical components of a business plan. The major course assignment is to prepare a business plan for a business opportunity chosen by the student.

EntrepreneurshipOne of the following:

Family Business DynamicsIf you are not directly involved in your own family's business, most likely you will be as a professional manager, accountant, lawyer, psychologist or employee. This course explores the business, personal and interpersonal issues associated with a family-owned and managed company. We examine such issues as (1) your role in a family business, (2) strategic family and business planning, (3) succession planning, (4) family business conflict resolution and (5) estate planning.

Fast-Growth ManagementThe most challenging, exciting, and rewarding experiences for the entrepreneur is the growth of her/his new venture. However, achieving operational success poses daunting challenges to your management and analytical skills. This course first helps students to learn to anticipate the challenges that entrepreneurial companies face during periods of fast growth. The course also provides students with concepts, techniques, and skills needed to respond to the challenges of managing fast growth. It is intended for students interested in start-up companies, as well as new business ventures within existing organizations.

Financing the Entrepreneurial VentureNew venture formation and small business have been major forces in the growth and vitality of the global economy, and the flow of innovation and new jobs. This course is about financing high potential ventures. Specific topics include (1) techniques for evaluating new venture opportunities, (2) strategies of starting versus buying an existing firm, (3) valuation of closely held companies, (4) venture capital and other financing

sources, (5) aspects of organizational form, taxes, and securities regulations, (6) techniques of structuring and negotiating a deal, and (7) ethical issues. Students study a variety of businesses through readings, case studies and guest lectures.

New Product Introduction This course gives students hands-on experience in the process by which new consumer products are introduced and marketed. Instructors provide the new product idea. Beginning with research to identify a viable target segment and a positioning strategy, students proceed from the estimation of sales and profit potential to the development of a marketing plan. The instructors, who include professional advertising and brand management practitioners, function as management consultants. Students work in teams to prepare short oral and written reports of weekly progress. The course ends with team presentations to a "board of directors" composed of managers and executives from local companies.

Recommended Electives:

Advertising ManagementMBA students whose career plans involve making marketing-mix decisions need to understand advertising management. In addition to advertising, this course addresses elements of a marketing communications program such as promotions, direct mail, publicity, packaging, and point of sale material. The objectives are: (1) to increase students' understanding of important issues in planning and executing marketing communications campaigns; (2) to introduce students to theories and models that will improve their abilities to make marketing communications decisions; and (3) to acquaint students with contemporary research in marketing communications.

Business-to-Business MarketingThis course encompasses management activities that enable a supplier firm to understand, create and deliver value to other businesses, governments and institutional customers. There are four guiding principles of business-to-business marketing: make value the cornerstone, focus on business processes, emphasize doing business across borders, and accentuate working relationships and business networks. This course provides students with a basic understanding of the concepts of business-to-business marketing. It helps them develop critical analysis and problem-solving abilities with respect to business market management. Classes are set in a seminar format, featuring the discussion of articles and analyses of management cases.

Internet Marketing

Marketing ResearchThis course includes topics such as information systems, syndicated data services, secondary and primary data collection, and data analysis and interpretation. Student

groups follow the process of developing, implementing, and managing a market research project. Particular emphasis is placed on projects involving primary data collection.

Marketing Strategy & PlanningThis is a decision-oriented course concerned with solutions to problems of product, price, promotion, and distribution channels. Students are expected to locate their own marketing plan projects and to prepare a professional marketing plan. The course makes extensive use of case studies and instructional methods include slides, examples, and videotapes.

Operations StrategyThis course deals with ways of understanding a firm's operations strategy in the context of how it affects other functional areas and the firm as a whole. It provides exposure to the concepts of operations strategy and how operations strategy is used as a competitive weapon. Specific topics include capacity strategies, technology strategies, vertical integration and sourcing strategies, facilities strategies, matching process technology with product/market requirements, and building the competitive potential of the operations function in an organization.

Principles of E-Business

Project ManagementThis course investigates the increasing use of projects and the unique style of administration required to manage them. Projects considered include R&D studies, campaigns, construction and emergency operations. Topics include the selection of projects, creativity and technological forecasting, the role of the project manager, how to organize and plan a project, negotiation and conflict resolution, budgeting and cost estimation, project scheduling (PERT/CPM), resource allocation among multiple projects, project monitoring and information systems, controlling projects, auditing projects, ways of terminating projects, and running projects in multi-cultural settings.

Value Creation Value creation, in the context of financial management, is the process by which companies earn returns on the capital invested in excess of the cost of that capital. A manager's financial goal is to maximize the creation of economic values. This course explores operating and financial strategies for creating value and links those strategies to valuation models for planning and controlling results. Three prominent models are used to compute valuations including EVA, CFROI and the Ferner Model. Readings are assigned from such well-known authors as William Fruhan, Alfred Rappaport, and Bennett Stewart, author of Quest for Value, the text used in this course.

Other Entrepreneurship Courses Offered

Entrepreneurship & Venture Formation During the past several decades entrepreneurship has taken an elevated role throughout the world. Eastern Europe, for example, views the revitalization of entrepreneurship as crucial to establishing a free market economy. This course explores key characteristics of the entrepreneur and contrasts these characteristics to those of a manager of a large bureaucratic organization. Who is the entrepreneur? How does one become a successful entrepreneur? How can the entrepreneurial spirit remain viable in established organizations? How does one manage the growth phases of an entrepreneurial firm? Students consider these issues through the writings of important authors, discussion with visitors, and case analysis involving of successful and unsuccessful entrepreneurs.

Financing The Entrepreneurial VentureNew venture formation and small business have been major forces in the growth and vitality of the global economy, and the flow of innovation and new jobs. This course is about financing high potential ventures. Specific topics include (1) techniques for evaluating new venture opportunities, (2) strategies of starting versus buying an existing firm, (3) valuation of closely held companies, (4) venture capital and other financing sources, (5) aspects of organizational form, taxes, and securities regulations, (6) techniques of structuring and negotiating a deal, and (7) ethical issues. Students study a variety of businesses through readings, case studies and guest lectures.

EntrepreneurshipEntrepreneurship is an eclectic field, drawing from such areas as strategy, economics, psychology, and business functional domains (marketing, finance, and operations). Entrepreneurs are concerned with the relentless pursuit of opportunities and the goal of this course is to teach students to identify and act on new opportunities. By the conclusion of this course, students should understand their potential roles as entrepreneurs and have the skills to systematically analyze new opportunities for commercialization.

Product/Service Innovation Management II This course focuses on innovation in both services and manufacturing, and the role of technology in innovation. The course is based on the premise that the provision of better products and services will be a growing source of global competitive success. Topics may include product/service strategy, the acquisition and transfer of technology, protection of intellectual property, product/service development and launch, entrepreneurship and intrapreneuring, and the integration of innovation with technology and marketing.