*All Fields are Mandatory

  • From Idea to Execution:

    Convert your Idea Into Successful Business Ventures
  • Recognizing and Shaping Opportunities

    A Customer - Centric Approach
  • An Insight Into Markets for Founders and Innovators

  • Entrepreneurial Finance

  • Innovation and Entrepreneurship

Course Duration:
40 Hours (20 Sessions X 2 Hrs.)
Faculty:
Swati Oberoi
Preface:
If you have a potential opportunity with a compelling customer need and want to convert it into a success ful business venture, this course is for you! This course can bridge the gap between having a wonderful idea and owning a successful business. You will acquire the tools to:
1
Analyze the environment and identify the target segment
2
Estimate the size of your target market
3
Decide which type of organization to form
4
Register your business
5
Understand the fundamentals of finance to create your business plan
6
Pitch your idea to potential investors
  • SESSION 1 & 2
  • SESSION 3 & 4
  • SESSION 5 & 6
  • SESSION 7 & 8
  • SESSION 9 & 10
  • SESSION 11 & 12
  • SESSION 13 & 14
  • SESSION 15 & 16
  • SESSION 17 & 18
  • SESSION 19 & 20

Learning Outcome

Introduction to the course

Introduction to essentials of entrepreneurship: What works and what doesn't!

Pedagogy

Concept discussion with the help of case studies. Interactive session/videos nuggets of 2 entrepreneurs who talk about their unique success factors in the entrepreneurial landscape.

Assignment

None

Assigned Reading / Video/Case

https://www.entrepreneur.com/article/314208

Learning Outcome

Feasibility Analysis of your entrepreneurial idea

Assess a business idea on its merits. Share a potential business idea.

Pedagogy

Instructor (along with two entrepreneurs/potential investors) to act as a sounding board to critically analyze the ideas shared by participants. Construtive feedback to be given to the participants on the feasibility of the idea.

Case Study

Urban Clap

Assignment

Participants to come prepared to share a potential business idea. This idea will be carried forward throughout the course.

Assigned Reading / Video/Case

https://www.entrepreneur.com/article/70518

Learning Outcome

Analyze the environment

Analyze the industry environment based on the following factors: Demographic, Technological, Social-cultural, Economic and Politico-legal

Pedagogy

Discussion and debrief of PESTLE analysis of Marriott Hotels. PESTLE analysis of the industries relevant to the participants' ideas with an entrepreneur.

Case Study

Marriot Hotels

Assignment

Entrepreneurial Journal: Students to analyze the environment that their ideas will be operating in.

Assigned Reading / Video/Case

http://pestleanalysis.com/pestleanalysis-ofmarriott/

Industry Expert/Guest

TBD

Learning Outcome

Identify the target market segment

Define a typical customer of the service. Identify the target segment after understanding the market segmentation of an industry.

Pedagogy

Instructor-led discussion quoting cases/examples from real life startups. (To be supplemented with videos.)

Case Study

Grofers, Saavn

Assignment

Entrepreneurial Journal: Students to describe the demographic and behavioral traits of their target customer.

Learning Outcome

Estimate the size of your target market

Calculate the market size using the topdown

Pedagogy

Excel exercises to calculate the size of the market of a business venture.

Case Study

Excel Exercise/s

Assignment

Calculate the market size for your venture.

Assigned Reading/Video/Case

Excel Exercise

Learning Outcome

Decide the structure of your business entity

Compare and decide which type of organization will suit the entrepreneur (Sole Proprietorship/Private Limited Company/Limited Liability Partnership/General Partnership)

Pedagogy

Instructor-led discussion about comparison of different types of legal entities that an entreprenuer can choose from.

Case Study

Participants to choose the legal entity suitable for their business.

Learning Outcome

Register a business

Gain familiarity with the procedure to register your business enity

Pedagogy

Video/talk by a practising Company Secretary

Case Study

Hands on Exercise/Simulation

Industry Expert/Guest

Practising Company Secretary

Learning Outcome

Gain familiarity with the fundamentals of finance needed to run a business

Three corners of a business: Profit and Loss Account, Balance Sheet and Cash Flow Statement Management Information Systems and KPIs

Pedagogy

Instructor-led discussion and practice on Excel

Case Study

Final Project to be assigned

Learning Outcome

Create a winning Business Plan

Formulate a business plan: Industry Analysis,Marketing Plan, Operations Plan, Financial Plan, Management Team, Executive Summary

Pedagogy

Introduction of concepts by the instructor followed by presentation of real life business plan by An Entrepreneur

Case Study

Assignment based on creation components of business plan

Industry Expert/Guest

An Entreprneur

Learning Outcome

Pitch your plan to potential investors

Create a pitch for a crowd sourcing platform

Pedagogy

Analyze real-life pitches by viewing real-life pitches

Case Study

Create a video pitch for Kickstarter Multiple

 
Course Duration:
40 Hours (20 X 2 Hrs.)
Faculty:
Deepa Kumari
Preface:
Opportunities lie at the core of any entrepreneurial process. The search for an idea animates the early phases of an entrepreneurial journey. Ideas are framed as opportunities by understanding that consumer is king. At the core of an entrepreneurial opportunity is an extremely compelling customer need that needs to be understood thoroughly.
Teaching Pedagogy:
Concept discussions coupled with case discussions; spreadsheet exercises and hands-on experiences.
For Whom:
The target audience for this course is undergraduate, MBAs’ or Masters’ student considering an entrepreneurial career.
 
  • SESSION 1 & 2
  • SESSION 3 & 4
  • SESSION 5 & 6
  • SESSION 7 & 8
  • SESSION 9 & 10
  • SESSION 11 & 12
  • SESSION 13 & 14
  • SESSION 15 & 16
  • SESSION 17 & 18
  • SESSION 19 & 20

Session Topic

(i) Understanding Entrepreneurship – Defining entrepreneurship and why opportunities are essence of any entrepreneurship story.

Pedagogy

(i) Concept & case discussion on entrepreneurial journeys of Subash Chandra, Harsh Mariwala and Uday Kotak.

Session Topic

(i) Spotting Opportunities – How does an entrepreneur know that it is time for finding an opportunity? Watch for early warning signs, because the urgency of opportunity and the ability to innovate are inversely proportional to each other.

(ii) Consumer is King – How can an entrepreneur spot opportunity by keeping 'Customer is the King' approach?

Pedagogy

(i) Concept & case discussion on Netscape, YouTube and Kodak.
(ii) Concept & case discussion on P&G

Session Topic

(i) What are the indicators – What indicates an opportunity for identification? Look for an important unsatisfied need or a problem that a customer is unable to address today.

(ii) Which customers should I target – Look for non-consumers that face a barrier inhibiting their ability to get a job done or need to be filled.

Pedagogy

(i) Concept & case discussion on Innosight.
(ii) Concept & clase discussion on Godrej & Boyce.

Session Topic

(i) Finding Compensating Behaviours – How can an entrepreneur find non-obvious choices? Consider targeting the compensating behaviour that an individual follows to cover the inadequacy of existing solution.

(ii) Get as close to context as possible – How should an entrepreneur investigate potential opportunities – Starting with deep observational or ethnographic research.

Pedagogy

(i) Concept & case discussion on Wrangler and Lee.
(ii) Concept & classroom discussion on Sony’s Walkman.

Session Topic

(i) Don’t Innovate Blind – How can entrepreneurs know that opportunities that they have spotted are for real? Invest the time to understand the market you hope to target and why others have not seized the opportunity that otherwise appears to be obvious.

(ii) How can an entrepreneur get inspiration for an idea? Try understanding the situation.

Pedagogy

(i) Concept & case discussion on Quick MedX.
(ii) Concept & case discussion on DRTV.

Session Topic

(i) Seeking Ideas from everywhere – Where should an entrepreneur look for inspiration. Rapidly exploring as many as avenues possible when searching for new ideas.

(ii) Quality is relative – How does an entrepreneur know whether the idea is high quality or not. Quality is a relative term that can only be determined.

Pedagogy

(i) Concept & classroom exercise on how to explore avenues.
(ii) Concept & case discussion on Netflix.

Session Topic

(i) Do it differently – What is disruptive innovation? Disruptive innovation creates new markets and transform existing one through simplicity, convenience, affordability and accessibility.

(ii) Embrace Business Model Innovation - What is a business model and how can an entrepreneur innovate it? A business models describes how a company creates, captures and delivers value; systematically considering a wide range of business model options can help enable business model innovation.

Pedagogy

(i) Concept & classroom discussion on Personal Computers and discount retailers.
(ii) Concept & Analytical exercise on Google, Amazon & Netflix’s business models’.

Session Topic

(i) Bring it all together – How can an entrepreneur translate work into a concrete blueprint? Summarize the work and people to create a comprehensive B-plan related to the opportunity.

(ii) Let Patterns Guide and Action Decide – How can an entrepreneur support good idea from bad ideas, use patterns to get directional sense as to whether an idea is any good and then run experiments to confirm directional sense.

Pedagogy

(i) Concept & an exercise on B-plan
(ii) Concept & Experiment based exercise.

Session Topic

(i) Calculate Your Four Ps – How can an entrepreneur estimate the financial potential of an idea. Multiply population, penetration, price and purchase frequency to gain quick insight into ideas potential.

(ii) Reverse engineer Checklist – How can an entrepreneur identify idea’s most crucial assumption. Determine what success looks like and then identify the two most critical that would have to happen for their success to obtain.

Pedagogy

(i) Concept & an exercise on 4Ps.
(ii) Concept + Discussion on different approaches to making assumption.

Session Topic

(i) Test Critical Assumptions – How can an entrepreneur learn more about an idea. Tests are the best way to learn about existing critical assumptions and to identify new ones.

Pedagogy

Concept + Exercise on how to assume in entrepreneurial landscape.

 
Course Duration:
40 hrs. (20 sessions*2 hrs.)
Faculty:
Devika Bhatia
Preface:
A strong grasp of market dynamics is essential to lead your business effectively into the future. This course provides a practical step-by-step guide into the world of markets and uncovers real life impact of abstract economic policy on your business.
Teaching Pedagogy:
Interactive sessions, live projects and relevant case studies
For Whom:
This course is designed for founders, budding entrepreneurs, innovators, undergraduate/postgraduate students wanting to start a business, entrepreneurship educators and investors looking to invest in start ups.
 
Key Takeaways:
By the end of this course, you will be able to analyse the economics of your own business, core industry strategies, production and profitability criteria, as well as draw your own conclusions about markets and the economy.
 
  • SESSION 1 to 4
  • SESSION 5 to 11
  • SESSION 12 to 15
  • SESSION 16 to 18
  • SESSION 19 to 20

Session 1 to 4 – Lets Get Started

Session 1

This session will reveal the importance of economics in business, taking the relatively unsuccessful case of Nokia and understanding what can go wrong in a business.

Session 2

Session 2 will introduce the participants to different types of companies (limited liability, sole proprietors and partnerships) and industrial sectors and focus on the case of Rupert Murdoch’s News Corporation to see how ‘conversion’ happens.

Session 3

This session will demonstrate basic concepts of the market mechanism like demand, supply and different market structures, using real product examples.

Session 4

In this session, policy variables like inflation, unemployment and economic growth will be discussed. Emphasis will be laid on how a business should use these variables to appraise the economic environment.

Session 5 to 11 - How Businesses Produce

Session 5

By this session, participants will be ready to examine the targets for business operation like breaking even, sales revenue and managerial interests.

Session 6 to 8

Sessions 6 to 8 will explore the strategies that are required to achieve business targets, specifically, Porter’s value chain, SWOT analysis and flexible management systems – TQM and lean production & just in time production. A relevant case of Maruti Suzuki India Pvt Ltd will be discussed in the context of how a business should produce.

Session 9

In this session, we will take the case study of a music company and explore what ‘producing for profit’ really means in dynamic economic scenarios.

Session 10

This session will exhibit the difference between short term and long term and related concepts of costs, revenue and profit. All these will then be related to the previous music company case study.

Session 11

In this session, the concept of profitability and optimum production will be discussed, using the case study of the global car industry (seeking profitability) and the Indian automobile market (optimizing production).

Session 12-15 - Market Forces

Session 12

Session 12 will validate the importance of markets viz. central planning by taking a case study of a failed communist state like the erstwhile USSR and understanding what really happened.

Session 13 – 14

In these sessions, forces of market demand and supply will be discussed, with the purpose of unravelling the logic behind the market mechanism. This will get us one step closer to the elusive world of prices – how they are determined, what makes them tick and when do they change.

Session 15

This session will investigate the practicalities of the pricing process and investigate price controls and how the black market bypasses them.

Session 16-18 - Competition and Competitive Strategy

Session 16 and 17

These sessions will introduce business strategies and discuss collusion and competition using the Paytm case.

Session 18

This session will focus on the SME sector what businesses can do to overcome the ‘SME trap’.

Session 19-20 – Assessment and Conclusion

In these sessions, the participants will be evaluated on the basis of their key takings from the course. This will include presentations, analyses and written tests.

 
Course Duration:
40hrs (20 sessions X 2hrs.)
Faculty:
Ankur Agarwal
Preface:

There are several distinguishing features of this course:

  1. We will emphasize relevant theory.
  2. We will stress use of cases in class.
  3. We will bias our presentations and course coverage toward the current entrepreneurial finance practices. This includes emphasis on venture capital financing.
  4. We will weekly bring in visitors from the regional financial and entrepreneurial community as speakers. This will add considerably to the coverage of various topics. It will also bring in more and different points of view.
  5. We will include coverage of domestic and international entrepreneurial finance.

Teaching Pedagogy:
Concepts along with case discussion; exercises, activities and real-life tasks. We will explore topics though class discussion of real case situations faced by entrepreneurs and financiers, contributions by outside experts and instructor-led discussion. Approximately equal time will be given each week to concepts and frameworks, case discussion, and visitor presentations.
For Whom:
The session is meant for undergraduate, post graduate students, wannabe entrepreneurs and entrepreneurs who have already embarked upon entrepreneurial journey
 
Key Takeaways:
The objectives of the course are to build your skills, frameworks and knowledge in entrepreneurial finance. The skills and frameworks are similar to those employed in traditional corporate finance, but are, of necessity, more focused on cash flow, returns and recognizable value. The context of entrepreneurial finance is different than that of traditional corporate finance. Most companies are at a relatively early stage of maturity and, by definition, are not publicly listed on exchanges. Entrepreneurial Finance is of growing importance every year, both domestically and internationally. The specific course aims are to improve your capacity to:

  • Recognize an opportunity worthy of financing.
  • Value an opportunity.
  • Understand the difference between the funder’s perspectives and those of the company being financed.
  • Appreciate the difference between venture capital, private equity, early stage and traditional financing sources.
  • Approach a venture capital source and present your idea.
  • Use different financing techniques.
  • Understand the importance of options
  1. Use strategic partnering
  2. Operate internationally
 
  • SESSION 1 to 4
  • SESSION 5 to 8
  • SESSION 9 to 13
  • SESSION 14 to 18
  • SESSION 19 to 20

Overview of Entrepreneurial Finance

This session explores the scope of the subject along with basic terminologies and explores the various financing choices for startups.

Teaching Pedagogy -

Course setup, Data on VC, Early needs and resources.

Opportunity Assessment and Creation

This session looks at the Major valuation, risk management and planning concepts, Types of investments and funding sources, Tools for analysis, Valuation, Business/financial plans, Capital structures, Sources of funding.

Teaching Pedagogy:

Financial statements, Financing needs, Business and financial plans, Cash flow valuation frameworks, Valuation, Options have value

Venture Capital Funding and Valuation

The session starts with how it works, Funding rounds, Professional management vs. founders, the business of funding, Term sheets, Due Diligence, Funding stages, Venture Lending

Teaching Pedagogy-

VC mechanics, financing stages of growth, required rates of return for venture capital.

Growth and Exit Strategies

The session also discusses the Challenges of managing and funding growth, International growth, Liquidity events, exit strategies, Initial Public Offerings, Mergers, sales, Technology transfer, I.P. acquisitions, Corporate and strategic venture funds.

Teaching Pedagogy-

Exercise based Advanced funding needs, Valuation, Public offerings, International VC, Value to be gained, Corporate Entrepreneurship, R&D Commercialization.

Session 19 & 20- Wrap Up and Test

 
Course Duration:
40hrs (20 sessions*hrs.)
Faculty:
Deepa Kumari
Preface:
This course will present innovation and entrepreneurship as a practice and discipline. This course will present innovation and entrepreneurship as purposeful tasks that can be organized and achieved by wannabe entrepreneurs
Teaching Pedagogy:
Concepts along with case discussion; exercises, activities and real-life tasks
For Whom:
The session is meant for undergraduate, post graduate students, wannabe entrepreneurs and entrepreneurs who have already embarked upon entrepreneurial journey
 
Key Takeaways:
This course will help students understand the science of innovation which in turn will them in their long -term entrepreneurial journey.
 
  • SESSION 1 & 2
  • SESSION 3 & 4
  • SESSION 5 & 6
  • SESSION 7 & 8
  • SESSION 9 & 10
  • SESSION 11 & 12
  • SESSION 13 & 14
  • SESSION 14 & 16
  • SESSION 17 & 18
  • SESSION 19 & 20

Systematic Entrepreneurship

This session looks at the method of systematic entrepreneurship. It looks at entrepreneurial history and economy that has evolved over a period. This session stresses on that fact that entrepreneurship needs to be systematic, it needs to be managed. It also needs purposeful innovation to drive it forth.

Teaching Pedagogy

Case Discussion on Bell Labs; IBM and 3M

Purposeful Innovation and the Seven Sources for Innovative Opportunity

This session looks at the role of innovation in entrepreneurial landscape and how innovation is a specific instrument of entrepreneurship and how discipline of innovation is a diagnostic discipline for systematic examination of the areas of change that typically offer entrepreneurial opportunities.

Concept discussion on historical perspective of Innovation Opportunity

Sources of purposeful innovation: The Unexpected Success and Failure

The session starts looking at two critical sources of innovation. The unexpected and incongruities. No other are offers richer opportunities for successful innovation than the unexpected success or failure. The session explores how unexpected success is almost neglected, to make matters worse, managements tend to actively to reject it.

On the other -hand failures, unlike success cannot be rejected and rarely go unnoticed. But they are seldom seen as symptoms of opportunity. The session looks at failures that generally happens despite being carefully planned, carefully designed, and conscientiously executed, that failure often bespeaks underlying change and, with it, opportunity.

Teaching Pedagogy

Case Discussion on Macy’s versus Bloomingdale/ Ford Motor Company’s Edsel

Sources of purposeful innovation: Incongruities

The session also discusses how an incongruity that is often a discrepancy between what is and what “ought,” to be that is how an incongruity is an invitation to innovate. Like unexpected success or failure, incongruity is a symptom of change., either change that has already occurred or change that can be made to happen.

Teaching Pedagogy

Exercise based on Incongruity in HealthCare services

Sources of purposeful innovation: Process Need

The session discusses on specific type of innovation. Unlike the unexpected success and incongruities, it does not start out with an event in the environment, whether internal or external. It starts out wit the job to be done. It is task focussed rather than situation focussed. It perfects a process that already exists, replaces a link that is weak, redesigns an existing old process around newly available knowledge.

Teaching Pedagogy

Exercise based on an existing process improvement for a firm

Sources of purposeful innovation: Industry and Market Structure

This session discusses how industry and market structures that are seemingly stable can be source of innovation. However, if the industry and market structure become brittle and disintegrate, a serious change is required that can be brought about by only innovation from almost every member of the industry.

Teaching Pedagogy

Case discussion on Automobile Industry

Presentation on the assigned topics

Sources of purposeful innovation: Demographics

The session discusses a unique source of the unexpected; incongruities, changes in market and industry structure and the process needs-the sources of innovative opportunity discussed so far generally manifest themselves within a business, an industry, or a market. The session looks outside these and discusses how demographics, an external phenomenon could lead to innovation.

Teaching Pedagogy

Exercise on changing demographics and innovation.

Sources of purposeful innovation: Changes in Perception and New Knowledge

The concluding session looks at how changes in the perceptions and new knowledge can be potential sources of innovation.

Teaching Pedagogy

Case Discussion on “Window.”

WRAP UP AND TEST.