MM392-Entrepreneurial Management Venture Project

Module Provider: Henley Business School
Number of credits: 20 [10 ECTS credits]
Terms in which taught: Autumn / Spring term module
Non-modular pre-requisites: Information to be gathered from an industrial placement or from a case study company about the organisations capabilities and challenges prior to Autumn term.
Modules excluded:
Module version for: 2016/7

Module Convenor: Mr Keith Heron


Summary module description:
In rapidly changing times, entrepreneurship is a vital ingredient of business sustainability and profitable growth.
This module enables final year students to use the experiences of a company placement for developing consultancy skills (information gathering and sense-making) and for making innovative proposals to the ‘organisation’ based upon the placement experience. Where a student does not take a placement, the student will undertake a study of a company that is publicly listed on the London Stock Exchange or the LSE Alternative Investment Market exchange.
It is distinct from modules that focus on business start-up. Instead it concentrates on understanding the capabilities that already exist within an organisation and channelling these to create innovations to capture new business opportunities.

The Entrepreneurial Management Venture Project (EMVP) discusses the key differences between ‘management’ of ongoing business, and the need for organisations to ‘entrepreneurially’ seek opportunities for new/future business.
New ventures may involve new product development for existing customers in existing markets, or it may involve adapting existing products for different markets or a combination.

Good decision making requires the availability and understanding of good information. Students will be introduced to this process, prior to their placement or prior to their own study of a company. This will be communicated by the programme director and will require students to access instructions in Blackboard, or attend a special workshop in MM260 Innovation and Market Entry.

From the placement or from the study of the company, each student will create a portfolio of information which needs to be converted into a case study over the course of this module. The case study will explain the capabilities and challenges of the placement host.

Teaching will provide instruction and theoretical concepts to elaborate the basic information gathered during the placements into a more ‘critical’ case study. The case study provides the foundation of ‘understanding’ for the development of entrepreneurial venture propositions, presented in spring term.
It is the responsibility of each student to actively engage and learn from the experiences of other students and develop a collaborative working style that will be of value to future employers.

To provide an understanding of how organisations utilise core capabilities and entrepreneurial approaches to deliver innovations for future profit.
To provide a process for students to gather and convert information into valuable management knowledge in order to develop consultancy capabilities that are valued by employers.
To develop entrepreneurial thinking.

Assessable learning outcomes:
a record of information from the placement or information from the study of a company;
The conversion of gathered information into a critical case study, which provides evidence of good information gathering and sense making;
A demonstrated understanding of the essence of commercial organisation concepts of strategy, markets, stakeholders, and entrepreneurial orientation/capability as presented within the case study;
A demonstrated understanding of key organisational capabilities and an external opportunity presented in a viable innovative proposition based upon evidence from the case study.

Additional outcomes:
Demonstrated competence in gathering and presenting concise information;
An understanding of what commercial organisations are and do;
Demonstrated understanding of how and where to look for opportunities for future business;
A recognition that opportunities are seen differently by different people, and so are uncertain and involve a degree of risk taking in the exploitation of them;
An understanding of how businesses devise innovations;
Experience of the social reality of how networking (in your informal groups and formal teams) is essential for accessing new knowledge particularly for identifying new sources of opportunities and resources;
A demonstrated understanding of how to evaluate the commercial feasibility of bringing innovative ideas to a ‘market’;
An understanding of the basic business terminology;
Demonstration of the creation of a powerful story or ‘pitch’ (to gain the support from stakeholders/investors who hold important resources not directly under the control of the entrepreneurial manager).
The generation of a case study will also provide students with the skills to conduct consultancy research for future business employers and develop the confidence to communicate proactively with placement and other companies during and after this module.

Outline content:
Business organisational objectives
Consulting techniques for gathering information
The external business environment
The internal environment of processes and capabilities
The direction and strategy of a business
Sources of opportunities
Entrepreneurship and entrepreneurial behaviour
External inhibitors and enablers of business
Innovation in product/service and process development
Articulating information into the format of a case study
Communicating (pitching) ideas

Brief description of teaching and learning methods:
The lecture style simulates organisational working styles with brief lectures or briefings followed by active participation in mini-team working, informal presentations and open discussion and tutor summary. Where a placement company has indicated there are ‘confidential issues’ then these will not be discussed in an open forum.

Contact hours:
  Autumn Spring Summer
Lectures 18 10
Guided independent study 82 90
Total hours by term 100.00 100.00
Total hours for module 200.00

Summative Assessment Methods:
Method Percentage
Written assignment including essay 50
Portfolio 10
Oral assessment and presentation 40

Other information on summative assessment:
Assessment Task 1: (10%):
Portfolio of information gathered from placement host/public company:
Submit in Week 2 Autumn Term-mixed media up to 5000 words.
This will be ‘visually assessed’ with minimal written feedback provided.
It is an entry requirement for this module.

Assessment Task 2: (50%):
Written Case Study:
Submit in Week 10 Autumn Term - 2000 words

Assessment Task 3: (40%):
New Venture Video presentation:
Submit by week 8 of Spring Term plus a peer and tutor assessment of all videos in week 10 of Spring Term - 2 minutes per video.

Formative assessment methods:
Students have an opportunity to provide short presentations to their peers and reflect upon the experience and receive feedback from peers and tutors.

Penalties for late submission:
The Module Convenor will apply the following penalties for work submitted late, in accordance with the University policy.

  • where the piece of work is submitted up to one calendar week after the original deadline (or any formally agreed extension to the deadline): 10% of the total marks available for the piece of work will be deducted from the mark for each working day (or part thereof) following the deadline up to a total of five working days;
  • where the piece of work is submitted more than five working days after the original deadline (or any formally agreed extension to the deadline): a mark of zero will be recorded.

  • The University policy statement on penalties for late submission can be found at:
    You are strongly advised to ensure that coursework is submitted by the relevant deadline. You should note that it is advisable to submit work in an unfinished state rather than to fail to submit any work.

    Length of examination:

    Requirements for a pass:
    40% overall

    Reassessment arrangements:
    By individual resubmission of failed (below 50%) component(s).

    Additional Costs (specified where applicable):
    1) Required text books:
    2) Specialist equipment or materials:
    3) Specialist clothing, footwear or headgear:
    4) Printing and binding:
    5) Computers and devices with a particular specification:
    6) Travel, accommodation and subsistence:

    Last updated: 21 December 2016

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