- Class Number 3928
- Term Code 3330
- Class Info
- Unit Value 6 units
- Mode of Delivery In Person
- Stewart Rendall
- Stewart Rendall
- Class Dates
- Class Start Date 20/02/2023
- Class End Date 26/05/2023
- Census Date 31/03/2023
- Last Date to Enrol 27/02/2023
New Venture Creation builds insights and skills in the tools and processes by which new business ventures are created by entrepreneurs. The course introduces participants to the process of identifying new business opportunities, researching and developing an innovative business concept and business model, and analysing the resources and strategies necessary to implement it in the form of a new venture.
The course is delivered through workshops, in-class exercises and experiential learning in which participants work in small teams taking on the role of new venture proponents. At the end of the course, participants present their business concepts to an examiners' panel - representing hypothetical investors or other stakeholders. Participant teams are actively mentored by the course lecturer. Exercises and assignments are designed to encourage participants to engage pro-actively with the ACT’s new venture creation ecosystem.
Upon successful completion, students will have the knowledge and skills to:
- Identify opportunities and the drivers of new venture creation processes;
- Summarise techniques for identifying new venture opportunities;
- Design a new venture concept (for-profit, not-for-profit or social venture) and an innovative business model for implementing it;
- Evaluate the resources required for implementing the designed concept and business model;
- Create a comprehensive new venture proposal with supporting documentation;
- Integrate new venture concepts and techniques in a pitch to an investor panel.
The course provides students with a framework to experience new venture creation. New venture research draws on a variety of scholarly disciplines including management and economics. In this course particular attention is paid to how the understanding of unknowns, risk and outcomes could help us find and apply evidence relevant to addressing problems in the creation of a new venture.
There are no field trips in this course.
Additional Course Costs
There are no additional class costs expected in this course.
Examination Material or equipment
There are no examinations in this course.
Business Model Generation
Author: Ostwerwalder, A. & Pigneur, Y.
Publisher: John Wiley and Sons
Availability: Co-op Bookshop. A digital version is also available online.
Price: $47-50 (hardcopy); $33 (ebook)
Notes: A digital copy of this book is available from Chifley Library on short term loan.
Staff FeedbackStudents will be given feedback in the following forms in this course:
- Written comments
- Verbal comments
- Feedback to the whole class, to groups, to individuals, focus groups
Student FeedbackANU is committed to the demonstration of educational excellence and regularly seeks feedback from students. Students are encouraged to offer feedback directly to their Course Convener or through their College and Course representatives (if applicable). The feedback given in these surveys is anonymous and provides the Colleges, University Education Committee and Academic Board with opportunities to recognise excellent teaching, and opportunities for improvement. The Surveys and Evaluation website provides more information on student surveys at ANU and reports on the feedback provided on ANU courses.
|Week/Session||Summary of Activities||Assessment|
|1||Seminar 1 - Week 1: Introduction to Entrepreneurship; am I an entrepreneur; can I be taught to be an entrepreneur?||Readings: Business Model Generation, pp. 14-16; 200-211; 244-261. Activities: Each student studying MGMT7161 shall bring a ‘new business venture idea’ to Class 1. This can be 'for profit' or 'not for profit'|
|2||Seminar 2 - Week 2: The Value Proposition & Customer Segments; what tools do I need/can I use to generate an idea that will survive? Ideas and Models||Readings: Business Model Generation, pp. 20-25; 56-65; 212-225. Frow & Payne, 2011; Gronroos, 2009.|
|3||Seminar 3 - Week 3: Customer Relationships & Channels; how do I sell my solution/the company/myself? Customers and Prototypes||Readings: Business Model Generation, pp. 26-29; 76-87. Ritter & Gemuden, 2003.|
|4||Seminar 4 - Week 4: Revenue Streams - How do I launch products/services? Selling and timing||Readings: Business Model Generation, pp. 30-33; 88-107. Hinterhuber, 2008. Activities: Assessment Task 1 Presentations|
|5||Seminar 5 - Week 5: Key Activities & Key Partners - how do I approach/negotiate with investors? Competition and culture||Readings: Business Model Generation, pp. 36-39; 108-117; 134-145. Wiklund & Shepherd, 2009.|
|6||Seminar 6 - Week 6: Key Resources & Cost Structures - How do I live with a modest budget – at a company and personal level? Global and risk||Readings: Business Model Generation, pp. 34-35; 40-41; 66-75. Baker et al, 2003. Activities: In-class consultation and discussion.|
|7||Seminar 7 - Week 7: Organisational Plan - what is the best strategy/plan to form a founding team?; how do I recruit employees to a company that no-one knows? Team and legals||Readings: Launching New Ventures, pp. 265-292. Activities: In-class consultation and discussion.|
|8||Seminar 8 - Week 8: Marketing and Sales Plan Investors and Finance||Readings: Launching New Ventures, pp. 313-341. Activities: In-class consultation and discussion.|
|9||Seminar 9 - Week 9: Financial Plan & Sources of Funding; how do I raise money and what are the tricks for ‘young players’; how do I not run out of cash? Debt and exit||Readings: Launching New Ventures, pp. 173-197. Activities: In-class consultation and discussion.|
|10||Seminar 10 - Week 10: Growth Plan, Harvest & Exit - how do I expand, scale and exit? Board and scaling||Readings: Launching New Ventures, pp. 390-417; 431-438. Activities: Finalising the business plan; In-class consultation and discussion.|
|11||Seminar 11 - Week 11: Pitch Practice Advice and governance||Reading: Business Model Generation, pp. 170-179. Activities: Pitching workshop and rehearsal; In-class consultation and discussion.|
|12||Seminar 12 - Week 12: Final Presentations (in-class)||Activities: Assessment 3; Final comments and course wrap-up.|
Further details about the structure and teaching activities for this course will be available on the course Wattle site by start of Week O.
|Assessment task||Value||Due Date||Return of assessment||Learning Outcomes|
|1. Venture Concept (20%)||20 %||17/03/2023||31/03/2023||3|
|2. Weekly Business Lab Submission (25%)||25 %||*||*||1,2|
|3. Final Presentation -in class- (Oral assessment) (15%)||15 %||26/05/2023||29/05/2023||4,6|
|4. Business Plan (40%)||40 %||05/06/2023||29/06/2023||3,4,5|
* If the Due Date and Return of Assessment date are blank, see the Assessment Tab for specific Assessment Task details
PoliciesANU has educational policies, procedures and guidelines, which are designed to ensure that staff and students are aware of the University’s academic standards, and implement them. Students are expected to have read the Academic Misconduct Rule before the commencement of their course. Other key policies and guidelines include:
- Student Assessment (Coursework) Policy and Procedure
- Special Assessment Consideration Policy and General Information
- Student Surveys and Evaluations
- Deferred Examinations
- Student Complaint Resolution Policy and Procedure
Assessment RequirementsThe ANU is using Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. For additional information regarding Turnitin please visit the ANU Online website Students may choose not to submit assessment items through Turnitin. In this instance you will be required to submit, alongside the assessment item itself, hard copies of all references included in the assessment item.
Moderation of AssessmentMarks that are allocated during Semester are to be considered provisional until formalised by the College examiners meeting at the end of each Semester. If appropriate, some moderation of marks might be applied prior to final results being released.
Students are expected to attend all classes and attempt all assessments. The course will be taught in dual delivery mode, with combined Face-to-Face (F2F) & Online (live streamed) seminar.
There are no examinations in this course.
Assessment Task 1
Learning Outcomes: 3
1. Venture Concept (20%)
Details of task:
This task represents the first stage of the major project for the course. It allows course participants to use eg the business model framework in the development of an early stage entrepreneurial venture concept. The purpose of this task is to increase participants’ ability to identify problems, needs or pains affecting people and organisations, assessing and deciding which of these represent real opportunities to be tackled through a venture project. Participants are encouraged to schedule consultation during weeks 1-3 to discuss their concepts with the convenor.
These concepts will be the basis for the major project to be completed in the second half of the course. During the week 4 seminar each venture concept will be presented to the class. During the remainder of the course, a venture may be 'killed' but only by the student. In the event of a project being 'killed' the student then joins another venture, and teams will form around these concepts that remain, and will work together for the remainder of the semester in developing a business plan and pitch. Please note that this selection process will have no impact on the assessment of this task (see below for presentation requirements). Presentations will be recorded for review purposes.
Although these concepts are the starting point for the major project, it is highly likely that they will evolve and change over time.
Individual assessment or Group task: Individual
Word limit: See below.
During the week 4 seminar session, each participant must deliver the following:
5 page concept outline (worth 5%), including:
- Identifying and explaining the problem, need, gain or pain that the venture will be addressing, including who is affected by it and how they would benefit from having the problem solved;
- High level analysis of the opportunity, including existing solutions, major competitors and the overall size of the market or industry;
- Identifying the key resources, including skills, networks and others, for the venture, highlighting those that are already available and those that are required or lacking;
- Identifying the critical unknowns in each of the five areas of solution, customers, team, metrics and finance
3 minute presentation (worth 5%), including:
- Brief description of the problem, including existing solutions, competitors and the overall size of the opportunity;
- Clear value proposition, including the customer segment, how they are currently affected by the problem, and the benefits they will receive from having the problem solved;
- Using the business model, or other, framework to provide a high level description of the proposed venture;
- Describing the key resources necessary for the venture, highlighting those already available and those that could be contributed by other members of the class.
Submission date: 17th March Week 4 during the seminar - written material via Turnitin
Due date for return of assessment: Marks and feedback will be provided by 31st March
Marking criteria/Rubrics will be made available in class, and published, in Week 1 on Wattle
Assessment Task 2
Learning Outcomes: 1,2
2. Weekly Business Lab Submission (25%)
Details of task:
This course will include a weekly update submission focusing on the practical analysis of each new venture using the theory, frameworks and topics covered in weeks 1 through 11. The submissions allow course participants to demonstrate their understanding and ability to apply these concepts and frameworks.
This assessment will take the form of a short (2 to 3 minute) progress report type presentation as well as providing an updated written version of their ventures' 'business lab', to demonstrate three types of areas:
- understanding of the key concepts and frameworks explored in the course;
- integrating topics covered in the course;
- reflecting on what unknowns have been uncovered.
As progress on this type of exercise is not linear, the course convenor will mark all submissions from each student, and provide verbal feedback, but use the best 5 weeks (out of 9) submissions to calculate overall mark for this task.
Individual assessment or Group task: Individual
Submission date: Weeks 3 to 11 in the Seminar. Further advice will be provided by end of Week 2.
Due date for return of assessment: Weekly
Marking criteria/Rubrics will be made available in class, and published, in Week 2
Assessment Task 3
Learning Outcomes: 4,6
3. Final Presentation -in class- (Oral assessment) (15%)
Presentation requirements: 10-minute presentation followed by 5-minute Q&A.
The content of this presentation should include, amongst others:
The problem or opportunity addressed by the business model, including the size of the opportunity and any relevant demographic and/or industry information;
A clear and credible value proposition, along with any validating research;
Strategy for execution, including marketing, operations, and learning processes aimed at continuous improvement;
Identification of the major unknowns, examples of how some have been validated and/or resolved;
The team, each member’s skills and roles, and why you are the best suited to executing the venture. Also consider including any stakeholders who have already offered their support;
Financial potential of the venture, including clear offering/request for funding (if applicable), other resources or support. This should include anticipated returns for investors and/or other supporters.
You are encouraged to use any necessary audio-visual materials to support their pitch. There is no limit to the amount and type of materials used other than the 10 minute timeframe.
In the event that this is a team-based assessment, each member will select an equal number of items to be assessed on individually. This will require them to take responsibility for certain key aspects of the project and work collaboratively with the team to make sure those aspects are completed successfully.
Submission date: 26th May during the week 12 seminar. Where appropriate, material to be submitted via Turnitin.
Marking criteria/Rubrics will be made available in class, and published, in Week 1 on Wattle
Due date for return of assessment - 29th May
Assessment Task 4
Learning Outcomes: 3,4,5
4. Business Plan (40%)
Details of task: This task represents the fourth stage of the major project for the course. Its purpose is to bring together the different components of the business model and plan in a structured, concise and coherent plan that can be presented in order to obtain support and financial backing.
The business plan is not an academic document. The style of writing should reflect the intended audience, which is to be determined by the team and communicated to the course convenor. In order to assist teams with this task, a sample business plan structure will be made available on the course wattle site and presented in class seminars.
Individual assessment or Group task: Group (or Individual with approval of the Course Convenor) Assessment with Individual Component
World limit: max. 25 pages (plus appendices). A penalty will apply in the event of going over the page limit.
The Business Plan should include, amongst others, the following:
- Executive summary identifying and describing the new venture, while providing an overview of the major points from the plan;
- Identification of the major unknowns and how these have been/will be isolated and validated'
- Describe the motivations of the team in proposing the venture, including their skills, roles and why they are well-suited to undertaking the project;
- A recruitment strategy providing insight into how the team will attract talent;
- Research and analysis of the context in which the new venture will operate, including the competitive and regulatory environment;
- Research and analysis of the commercial potential for the new venture, clearly identifying customer segments and end users, including evidence supporting its case for success;
- Marketing strategy for the new venture, emphasising its consistency with its proposed customer segment/s;
- Operations strategy for the new venture, emphasising how the team will continuously learn about the market and any relevant technology;
- Describe resource requirements for establishing the new business, highlighting how the team will ensure an ongoing supply;
- Develop financial projections for the venture, including start-up costs, cash-flow forecasts, P&L and balance sheets for the new venture;
- Estimate the value of the new venture, providing a financing proposal and an offer structure for potential investors;
- Action plan for the set-up year and the following two years, including a harvest and exit strategy.
Although this may be a team-based assessment, each member will select an equal number of items to be assessed on individually.
This will require them to take responsibility for certain key aspects of the project and work collaboratively with the team to make sure those aspects are completed successfully.
Submission date: 02 June via Turnitin.
Due date for return of assessment: Marks will be provided post week 12, 29th June (with the release of final grades)
More information about this assessment task including Marking criteria/Rubrics will be made available in class, and published, in Week 1 on Wattle
Academic IntegrityAcademic integrity is a core part of our culture as a community of scholars. At its heart, academic integrity is about behaving ethically. This means that all members of the community commit to honest and responsible scholarly practice and to upholding these values with respect and fairness. The Australian National University commits to embedding the values of academic integrity in our teaching and learning. We ensure that all members of our community understand how to engage in academic work in ways that are consistent with, and actively support academic integrity. The ANU expects staff and students to uphold high standards of academic integrity and act ethically and honestly, to ensure the quality and value of the qualification that you will graduate with. The University has policies and procedures in place to promote academic integrity and manage academic misconduct. Visit the following Academic honesty & plagiarism website for more information about academic integrity and what the ANU considers academic misconduct. The ANU offers a number of services to assist students with their assignments, examinations, and other learning activities. The Academic Skills and Learning Centre offers a number of workshops and seminars that you may find useful for your studies.
Online SubmissionThe ANU uses Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. While the use of Turnitin is not mandatory, the ANU highly recommends Turnitin is used by both teaching staff and students. For additional information regarding Turnitin please visit the ANU Online website.
Hardcopy SubmissionFor some forms of assessment (hand written assignments, art works, laboratory notes, etc.) hard copy submission is appropriate when approved by the Associate Dean (Education). Hard copy submissions must utilise the Assignment Cover Sheet. Please keep a copy of tasks completed for your records.
No submission of assessment tasks without an extension after the due date will be permitted. If an assessment task is not submitted by the due date, a mark of 0 will be awarded.
All requests for extensions to assessment in RSM courses must be submitted to the RSM School Office with a completed application form and supporting documentation. The RSM Extension Application Form and further information on this process can be found at https://www.rsm.anu.edu.au/education/education-programs/notices-for-students/extension-application-procedure/
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All assignments will be marked and where appropriate feedback will be provided either: in class, or in person by appointment with the course lecturer, or via the course Wattle site.
Extensions and PenaltiesExtensions and late submission of assessment pieces are covered by the Student Assessment (Coursework) Policy and Procedure The Course Convener may grant extensions for assessment pieces that are not examinations or take-home examinations. If you need an extension, you must request an extension in writing on or before the due date. If you have documented and appropriate medical evidence that demonstrates you were not able to request an extension on or before the due date, you may be able to request it after the due date.
Resubmission of Assignments
You are allowed to resubmit your assignments before the specific deadlines where specified for each assessment item. Any submission done after the deadline will be considered as a late submission and not be marked.
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Management practice as a discipline, corporate collapse, technology commercialisation, new ventures, and innovation in the public sector