Universitat Internacional de Catalunya
Startup Design
Other languages of instruction: Catalan, Spanish,
Teaching staff
Lecturer: Pau Amigó
Phone: +34 634 544 825
E-mail: pamigo@uic.es
Office: Inmaculada, 22. 08017 Barcelona, Catalonia. Spain
Office hours: by appointment
Introduction
This course introduces the concept of entrepreneurship and the related theories as well as identifying business opportunities, defining business models and overall strategy. The course also covers business Model Patterns and Operations, and the Role of Information Management and Business Model Design. The ultimate goal is to help students generate their own Business Plan.
Pre-course requirements
Business and Society course #13569. Knowledge of the main business fundamentals.
Objectives
The educational goals for this course are threefold: First, get used to the entrepreneurial process of idea generation and how to bring them to market; second, to understand what is required to build a successful business; and third, to gain appreciation of some of the basics of private organizations and the economic environment in which companies operate.
By the end of the course, students should be able to:
- Understand of the concept of entrepreneurship
- Know the main models, techniques and methodologies used in creating a business plan
- Turning an initial business idea into a real operating business
- Understand what a business model is and what it is not
- Understand how to think about a business strategy and relate it to a chosen business model
- Identify and define a company’s business model and explain how it relates to the company’s chosen strategy – target market, value proposition, source of competitive advantage – and relate them to existing business model archetypes
- Evaluate the appropriateness of a business model for a given market situation and chosen positioning
- Implement a business plan including monitoring
- Identify the operational risks associated with implementing a chosen business model and understand the approaches available to mitigate those risks
- Develop presentation skills and deal with fund raising with potential investors
Competences/Learning outcomes of the degree programme
- CN01 - Describe aspects related to bioengineering based on subject-specific books together with scientific publications at the forefront of knowledge.
- CN06 - Define the fundamental principles of the technologies used in the design and manufacture of micro- and nanosensors in biotechnology areas.
- CP01 - Interpret relevant data (normally within their area of study) and issue judgements that include a reflection on relevant issues of a social, scientific and ethical nature.
- CP04 - Produce fixed and removable structures in medical device applications.
- CP08 - Apply biotechnological methodologies and tools for research, development and production of products and services.
- HB01 - Convey information, ideas, problems and solutions to both specialised and non-specialised audiences.
- HB04 - Assess the social and environmental impact of technical solutions through the analysis and application of quality principles and methods.
- HB05 - Integrate a third language, usually English, in a multilingual and multidisciplinary environment, with an adequate oral and written level and applying the terminology of bioengineering
- HB07 - Relate well-being with globalisation and sustainability, achieving skills for the use of technique, technology, economy and sustainability in a balanced and compatible way.
- HB12 - Evaluate manufacturing systems and processes, metrology and quality control.
- HB14 - Identify engineering concepts that can be applied in the field of biology and health.
Learning outcomes of the subject
Upon completion of this course, students will be able to:
• Distinguish the conceptual and methodological foundations of the various platforms that make up bioengineering: biotechnology, nanotechnology, pharmacology, immunology, microbiology, modeling, proteomics and genomics, drug delivery, project management...
• Apply the fundamentals of bioengineering in fields such as tissue engineering, orthotics, dental prosthetics, start-up creation, sustainability, and the design, manufacturing, and characterization of new medical devices.
• Define the characteristics of implants, dental prosthetics, radiological and surgical splints, relating them to osseointegration, prosthetic rehabilitation, and medical prescription.
• Define the materials and processes used in the manufacturing of implants, dental prosthetics, radiological and surgical splints
Syllabus
SESSION 1. Lecture
Introduction. Entrepreneurship and the Entrepreneur.
SESSION 2. Lecture
Exploration of Business Ideas.
Reading:
“What Are The Best Ways To Think Of Ideas For A Startup?”2013. Forbes
“The Questions Every Entrepreneur Must Answer”. Amar Bhide. 2004. HBR 87584-910-5
“Assessing a New Business Opportunity”. Rob Johnson. 2013. IESE EN-17-E
“Hypothesis-driven Entrepreneurship: The Lean Start-up”. Eisenmann, Ries, Dillard. 2013. Harvard Business Review
“Why the Lean Start-Up Changes Everything”. Steve Blank. 2013. Harvard Business Review
SESSION 3. Lecture
From the idea to the opportunity (I). Business Model Design
Exercise: Business Model Canvas
Reading:
“How to Design a Winning Business Model”. J E Ricart 2011. Harvard Business Review
“Strategy in the XXI Century: Business Models in Action”. J E Ricart 2012. IESE SMN-685
Business Model Generation. Alexander Osterwalder 2010. John Wiley & Sons Inc
SESSION 4. Presentations of your Canvas + Lecture
Hypothesis Definition
Reading:
Chapters 1, 2, 3 (The Four Steps to Epiphany)
The Startup Owner’s Manual . Steve Blank & Bob Dorf. 2012. K and S Ranch Inc
“Customer Discovery and Validation for Entrepreneurs”. 2012. Cespedes, Eisenmann, Blank. Harvard Business Review
SESSION 5. Lecture + Work in-class
Market and Competitors
Reading:
Value Proposition Design. Alex Osterwalder and Ives Pigneur. Strategyzer 2014
SESSION 6. Lecture + Work in-class
Starting the Business Plan
SESSION 7. Lecture + Work in-class
Sales & Marketing
Advance on your Business Plan: doubts at class
Important: Bring an already advanced version of the business plan to work at class.
SESSION 8. Business Case + Work in-class
A new Business Model: BuyVip (case discussion)
Advance on your Business Plan: doubts at class
Reading:
IESE E-177 BuyVip
SESSION 9. Lecture + Work in-class
Finance
Advance on your Business Plan: doubts at class
SESSION 10. Lecture + Work in-class
Implementation and Management of the NewCo
Advance on your Business Plan: doubts at class
SESSION 11. Lecture
Elevator Pitch: Introducing a Business Plan to Investors
Advance on your Business Plan: doubts at class
SESSION 12. Presentation of your projects. Date: 17th of December 2021
Teaching and learning activities
In person
With respect to teaching, this course focuses on the main topics involved in the creation of successful enterprises. This course seeks to provide the founding principles and knowledge to entrepreneurs and managers of businesses. Students are encouraged to learn how to use well-researched theories about strategy, innovation and business management.
Teaching will be integrative, student-oriented and practical that combines both theoretical content with exercises in class. Students are expected to work on a business idea early on and develop their Business Plan throughout the course. The sessions are thought to support them in the development of their Business Plan which will be pitched and graded at the end.
We will learn at class the most important concepts and theoretical frameworks to start practicing them with a “learning by doing” approach. Therefore, students are asked to develop a holistic point of view able to integrate the knowledge acquired in other courses along with this course. An active participation at class is required to pass the course, reading all the material required for discussions and exercises.
In short, the course seeks to identify critical success factors in creating and managing business and gives the student the opportunity to exercise related skills with an active and practical methodology.
Students can expect the following learning activities:
- Synchronous lectures and tutorials
- In-class and online role-play activities: Students take on an assigned role in a group or individual activity
- Group-work activities where students work collaborate in a “Wiki” at moodle in order to prepare online presentations of a case study analysis to the whole class
- Asynchronous discussion forum
- Problem-based learning in-class and online activities
- Discussion boards, chat, e-mail, blogs, video conferencing, desktop sharing applications and whiteboards
CLASSROOM POLICIES
- Please be prompt. Arriving late or leaving early from class meetings can disrupt the learning experience for other students.
- Dress code for class is “student formal”
- No eating during class. Please eat before, after, or during the break.
- Remember to turn off / silence mobile phones. Laptop computers or tablets are allowed but could be asked to remain closed if its use hampers participation or distracts from the learning experience in class.
LANGUAGE
The language by default is English.
Evaluation systems and criteria
In person
Class Participation: 20%
Pitch (presentation): 30%
Business Plan: 50%
*Self and group assessment
- Class participation (20% of final grade): Evaluates your preparation for in-class discussions as a critical part of the learning experience, not your class attendance record. This is an extremely important part of the learning experience in this course as the richness of the learning experience will be largely dependent upon the degree of preparation by all students prior to each class session.
Missing classes or coming unprepared to classes lowers your grade for this evaluation element. A missed class, weather justified or unjustified, counts as an unprepared class. If your attendance falls below 80%, this grade will fall to zero. A student can have a perfect attendance record and still score zero in participation grade.
A failure to actively participate in group and class activities during the discussions of cases and articles will be considered as an indication that a student has not prepared for the class. Do not think of this grade as an entitlement or a gift – it has to be EARNED.
This course incorporates the use of case analyses to illustrate the practical application of concepts and practices requires the student to diligently and thoroughly prepare cases and actively offer the results of the analyses and conclusions derived as well as recommendations during each class session. My expectation and that of your classmates are that you are prepared for all classes and will actively participate in and meaningfully contribute to class discussions.
If you have not previously participated in case discussions in class, please find one or more of the excellent guides to student preparation for case discussions online, such as: https://www.youtube.com/watch?v=tauV48IEcgc (very short, very basic).
Cold calling may take place to encourage active participation and to gain multiple perspectives and points of view, thus lending itself to the richness of the learning experience. In-class participation grading will be based on students’ demonstrated willingness to participate and the quality of the comments expressed, rather than quantity. While some students are far more comfortable than others with class participation, all students should make an effort to contribute meaningfully.
Students will offer their opinions in group settings many times in their careers; thus, class participation serves to prepare students for this business experience. The evaluating of in-class participation is based on the following:
- Relevance – Does the comment or question meaningfully bear on the subject at hand? Irrelevant or inappropriate comments can detract from the learning experience.
- Responsiveness – Does the comment or question connect to what someone else has said?
- Analysis – Is the reasoning employed consistent and logical? Has data from course materials, personal experience, or general knowledge been employed to support the assertions/findings?
- Value – Does the contribution further the understanding of the issues at hand?
- Clarity – Is the comment concise and understandable?
During class sessions, the role of a facilitator could be assumed by a student to encourage a discussion that includes perspectives from a variety of viewpoints and, secondly, to help pull together prevailing analyses and recommendations. The direction and quality of a discussion is the collective responsibility of the class.
To provide clarity on the expectations for class participation, the following behavioral rating scale is provided as follows:
Excellent Performance
• Initiates information relative to topics discussed
• Accurately exhibits knowledge of assignment content
• Clarifies points that others may not understand
• Shares personal experiences or opinions related to topic
• Offers relevant / succinct input to class
• Actively participates in class exercises
• Demonstrates ability to apply, analyze, evaluate & synthesize course material.
• Demonstrates willingness to attempt to answer unpopular questions
• Builds on other students’ contributions
Average Performance
• Participates in group discussions when asked
• Demonstrates knowledge of course material
• Offers clear, concise, “good” information on class assignments
• Offers input, but tends to reiterate the intuitive
• Attends class regularly
Unacceptable Performance
• Fails to participate even when directly asked
• Gives no input to discussions
• Does not demonstrate knowledge of the readings
• Shows up to class: does nothing
• Distracts group / class
• Irrelevant discussion
- Pitch (30% of final grade): Individual oral presentation of your business plan with the most relevant aspects. Each student will have 15 minutes long presentation, followed by a Questions and Answers round (Q&A) of 5 minutes where the rest of students are encouraged to ask. Students will grade other’s participants using the same grade only once. Their grade will account for 50% of this part, the other 50% will be graded by the Professor. The sum of both will be the grade of the Pitch.
Aspects to grade: business idea, order structure and content of the slides, consistency, elaboration/work done, communicating skills and overall presentation quality.
- Business Plan (50% of the final grade): Minimum of 5 out of 10.
To obtain a passing course grade, you must obtain a final project grade equal or greater than 5.0 AND the total course grade that is equal to or greater than 5.0.
In case of failure in the first chance, there will be a second chance to pass where the student will be able to pass, but with a penalty. The minimum grade to pass will still be 5 but out of 7. Hence, students in the second chance can get a maximum grade of 7 instead of 10 in this part. - Self and Group work assessment: Additionally, students will run a self-assessment at the end of the course where they will grade their own perceived grade in key variables of the group work (contribution to the group, deliverables, effort, etc) as well as an assessment of their group peers. These grades will be ranked freely and anonymously in a rank from 0 to 10 (0 being no contribution and 10 outstanding contribution/work). These grades will have an important impact on the final grade.
There is no exam scheduled.
Plagiarism, copying or any other action that may be considered cheating will be zero in that evaluation section.
Important considerations:
- Plagiarism, copying or any other action that may be considered cheating will be zero in that evaluation section. Besides, plagiarism during exams will mean the immediate failing of the whole subject.
- In the second-sitting exams, the maximum grade students will be able to obtain is "Excellent" (grade with honors distinction will not be possible).
- Changes of the calendar, exam dates or the evaluation system will not be accepted.
- Exchange students (Erasmus and others) or repeaters will be subjected to the same conditions as the rest of the students.
Bibliography and resources
See above, within each session.
Recommended additional bibliography:
1) The Lean Start-Up. Erick Ries
2) Four Steps to the Epiphany. Steve Blank
3) The Startup Owner’s Manual. Steve Blank & Bob Dorf
4) Business Model Generation. Alexander Osterwalder 2010. John Wiley & Sons Inc
5) Growth Hacker Marketing. Ryan Holliday
6) Blue Ocean Strategy. W. Chan Kim & Renée Mauborgne
7) How to write your first Business Plan. Boomy Tokan.
8) Business plans that work. Joan Gillman & Sarah White.
9) Anatomy of a Business Plan. Linda Pinson
All the resources required to follow the content of the class will be provided to the students either through the intranet of the UIC or handled in person.
Students that wish to develop further or deepen their knowledge on a topic are encouraged to do so through the additional bibliography suggested.
Note that many of these materials are copyright protected.