ENTREPRENEURSHIP AND STRATEGY-1

Over recent years there has been a growing focus on how new firms are created. A person becomes an entrepreneur when he/she identifies a new market opportunity and transforms it into reality by defining a project and by involving all necessary resources (capital, competences, human resources, suppliers, complementors, distribution players, customers, territory, etc.). This process hence implies both the capability (of creative type) to identify new business combinations, and the capability (of relational nature) to convince various actors, and finally the capability (of organizational ? management nature) to define a coherent and sustainable business model in order to ensure the operation and growth of the firm.
This course aims at providing conceptual and operational tools as well as an appropriate language in order to better understand and develop the capabilities to act in entrepreneurial and strategic processes.

With respect to entrepreneurial processes, students will increase the degree of awareness over: the relationship between capabilities to analyze the competitive environment and cognitive aspects (capability to see new combinations) and the critical elements to develop a business model. On a more strictly strategic standpoint the students will acquire a deeper comprehension of the nature of strategy, its multi-dimensional nature and the dynamics of strategy innovation that characterize the creation and development of new firms. Students will also be able to define and evaluate the degree of consistency in a business model.

Knowledge of the main characteristics of the firm, its main economic and financial aspects (e.g. costs, revenues, in-out financial flows).

1. Introduction to Entrepreneurship and Strategy
2. Startups and Entrepreneurial ecosystems
3. Strategy
4. Strategy and Business models
5. Business model canvas
6. Business model canvas applications
7. Market segmentation and targeting
8. Positioning and strategic choices
9. Entrepreneurship and Strategy in Review
10. Entrepreneurial and Strategic Tasks

Shane S., Venkatraman S. (2000), The Promise of Entrepreneurship as a Field of Research, Academy of Management Review, Vol. 25, No. 1, Jan., pp. 217-226

Kauffman Foundation, What are Entrepreneurial Ecosystems?, Entrepreneurial Ecosystem Building Playbook 3.0, https://www.kauffman.org/ecosystem-playbook-draft-3/ecosystems/

Stangler D., Bell Masterson J. (2015), Measuring an Entrepreneurial Ecosystem, Kauffman Foundation

Buzzavo L. (2012), Strategy in three dimensions. Perspectives for strategy innovation, Padova, Cedam, Chapter 2, pp. 19-37

Buzzavo L. (2012), Strategy Innovation as Business Model Reconfiguration, Working Paper 02/2012, Venezia, Department of Management, Università Ca' Foscari Venezia, vol. 2/2012 March, pp. 1-39

Osterwalder A., Pigneur Y. (2010), Business model generation, John Wiley & Sons, Hoboken, N.J, Chapter 1 pp. 12-51

Osterwalder A., Pigneur Y. (2010), Business model generation, John Wiley & Sons, Hoboken, N.J, selected pages: 70-73, 80-81, 92-93, 96, 236-239

Aulet B. (2013), Disciplined Entrepreneurship, John Wiley & Sons, Hoboken, N.J. – Only chapters 1, 3, 5, 8, 10, 11, 15, 19, 22

Blank S. (2013), Why the Lean Start-up Changes Everything, Harvard Business Review, May

Slides and materials uploaded by teacher in Moodle

Written exam on all topics of the module, carried out in synergy with module 2 contents. The exam consists in 10 questions with a mix between multiple choice and open questions, however with highly focused replies expected, calling for an accurate study.

Lectures.
Guest speakers.
Optional tasks with bonus points for grade

English

written