Entrepreneurship & Corporate Venturing
EEE 620/MAR 620
From Entrepreneurship: Strategies & Resources
Why do entrepreneurs need a theory of entrepreneurship? Because it enables its users to be efficient.
Efficiency for the entrepreneur means recognizing what kinds of information are helpful and knowing
where it can be obtained…Therefore, an entrepreneur with a good theory of how entrepreneurship works
is more likely to be practical and efficient. This is crucial because entrepreneurship can be expensive.
Real-time failures cost money and the irreplaceable time of many people as well as their hopes and
reputations. There are thousands of opportunities for entrepreneurship, but we cannot try them all.
Which will we pursue? By employing a good theory, we can think about all of the problems and issues
of new venture creation with out having to start business after business to see what works and what does
not work. P. 25.
From The Venture Imperative: A New Model for Corporate Innovation
Corporate ventures may be the most promising mechanism for corporate growth. In either a rising or
declining economy, a company can find no better way to reignite an aging corporate strategy. There is no
more direct way for any company to reach into the world of technology—including access to ideas,
talent, and products. That is why businesses must learn to “do” innovation well. Their goal should not be
merely to get lucky. The large, diversified company must learn to create a structured innovation
competency that is continually fueling new ideas, products, and businesses that are relevant to the
company’s overall industry. Ideally, innovation becomes a core element of corporate strategy to pursue
both top and bottom line growth. p. 7.
From Beyond Entrepreneurship You too can build a company that stands for something, that sets a standard, not only for performance,
but also of values. You too can build an organization that rises above the fray and shows by its success
that greatness & fundamental decency and respect go hand-in-hand. You too can build a company that
you can look back on at the end of your life, and say, ‗I'm proud of what I'm leaving behind, and I
respect myself for the way I‘ve gone about doing it. My life has been well spent.‘ p. 220.
Entrepreneurship & Corporate Venturing
EEE 620/MAR 620
This course serves as the introductory course for the Whitman School of Management‘s graduate major
in Entrepreneurship, Innovation, & Global Leadership (EIGL). It also serves as one of our key graduate
marketing electives. We examine the concept of entrepreneurship from both an individual (personal) and
from a corporate perspective. At the individual level, we investigate what it takes to start, grow, manage,
and sustain a new enterprise. Key topics include: 1) the economic, social, & technological context for
entrepreneurship & new enterprise formation; 2) crafting an entrepreneurial vision; 3) the entrepreneurial
mind; 4) identifying, evaluating, and developing (or acquiring) new business opportunities; 5)
developing an actionable, credible business plan; 6) creating an entrepreneurial team; 7) establishing an
enterprise structure; 8) inception & growth financing requirements; 9) developing the business model;
10) partnering; 11) risk assessment; 12) developing exit strategies; & 13) creating a healthy, purposeful,
& sustainable organization.
At the corporate level, we focus on what is required to create and manage new ventures or significant new business opportunities within existing organizations. The venturing task (intrapreneurship) is one of
the most challenging tasks facing managers in mature organizations. Topics include: 1) why corporate
venturing can be an excellent avenue for growth; 2) forming, chartering, and organizing the venture
team; 3) identifying and evaluating growth opportunities; 4) managing & championing the venturing
process; 5) the politics of venturing; 6) marketing issues in planning & launching new ventures; 7)
gaining & maintaining organizational support: 8) learning from corporate venturing & organizational
renewal; 9) co-venturing with partners & alliances; 10) launching corporate ventures. Knowledge of
venturing skills & processes is excellent preparation for future senior management positions. The global
dimensions of new ventures are explored via selected case studies, which focus on new venture
opportunities in both domestic and international markets. Students (or a team of students) also will
develop a business creation plan (or a venture plan for your company) in an area of interest. Upon
completion of the course you will have a comprehensive understanding of the major success
determinants for both individual & corporate venturing efforts. Moreover, you will have many
opportunities to practice cognitive, interactive, and teamwork skills including analysis, synthesis, critical
thinking, problem-solving, critiquing, & communicating. The course incorporates lectures, case studies
of successful and failed ventures, self-assessment instruments, workshops, and guest speakers.
Instructor: David Wilemon, Ph.D., Snyder Professor of Innovation Management &
Entrepreneurship; EEE & Innovation Management Programs. Room 631,
Whitman School of Management, Syracuse University, Syracuse, NY
13244-2130; 315-443-3443 (w/answering machine); 315-442-1461 (FAX); e-
mail: email@example.com; Office Hours: Wednesdays 10:00-12:00 and
Executive Instructor: Bernard Kossar: Executive, entrepreneur, benefactor, & friend
Office Assistance: Mary Jo Chase 600 Whitman Building, 443-1379 (Tel.), 442-1461 (FAX)
Course Meetings: Tuesday, 7:00-9:45 PM Whitman Management School
Course Texts: Entrepreneurship: Strategies & Resources, The Venture Imperative, & Beyond
Entrepreneurship and the Case Book are required: [Available for purchase
from the Orange Bookstore.]
Course Grading: 10% Constructive Class Involvement and regular attendance as
detailed in a Self-Report, which follows and one page synopses of each
of our case studies. Team briefings on key chapters contained in
Entrepreneurship: Strategies & Resources. Active participation in a
‗class conference‘ to be held on December 6.
15% Summary of Entrepreneurship: Strategies & Resources. A one-
page summary of the major issues revealed in each chapter.
15% Team Case Analysis. A paper and 15-minute, professionally
polished presentation are required. See instructions, which follow.
20% Semester Project. A 12 page paper and 5-minute class briefing are
required. Topics include (a) the preparation of a business plan for a
domestic or global venture of your own; (b) analysis of a venture from
the past, present or future that interests you; (c) analysis of a franchise
opportunity; (d) the preparation of a business plan for a new venture or
business opportunity in your company, (e) a comprehensive analysis of
a failed venture, e.g., a dot.com failure, (f) assessment of the major
challenges involved in managing global ventures, or (g) a topic of your
choice important to our course subject matter, e.g., a venture doing
business as an alliance, network, ‗virtually,‘ or in other ways new to
our understanding of entrepreneurship and emerging enterprises.
15% Special Venture Analysis Cases. Venture-financing/due diligence
cases will be given to your team for analysis/evaluation. Brief written
and oral reports are required.
25% Learning Summary. A one page, single-spaced summary of your
major learning from each chapter of Venture Imperative (15%)
and a 3-4 page, well-written, single-spaced summary of the key
company/enterprise-building insights you‘ve gained from the book,
Beyond Entrepreneurship (10%).
a) Students will gain an understanding the economic, technological, societal, and global dimensions of
entrepreneurship and intrapreneurship.
b) Students will understand the major differences between personal entrepreneurship and
intrapreneurship, which often occurs in large, mature organizations.
c) Students will understand the relationships between personal goals, competencies, and experience to
assess what they bring to all types of ventures.
d) Students will understand and practice idea generation and screening including opportunity analysis
trends, feasibility and competitive analysis.
e) Students will understand the audiences, purposes, components and the processes of developing and
evaluating business plans for new ventures.
f) Students will understand the issues and tasks involved in setting up a venture, marketing and
financing the venture, and evaluating venture performance.
g) Student will understand how to monitor venture performance, manage growth, and sustain
h) Students will understand the basics of entrepreneurial finance: raising funds, growth financing,
financial evaluation of opportunities, and acquisition financing.
i) Students will understand and appreciate the leadership skills necessary to successfully plan and
launch a new venture in an established organization.
j) Students will understand how resources can be maximized for both personal and corporate ventures.
Skill Development: Students will practice cognitive, interactive, and teamwork skills including analysis, synthesis, evaluation, reflection, critical thinking, problem solving, critiquing, and
Creativity and Innovation: The contribution of innovation and the creative process in entrepreneurship will be recurring themes throughout the course.
Leaders are visionaries with a poorly developed sense of fear and no concept of the odds against
them. They make the impossible happen.
T 8/30 Introduction and Overview
The Entrepreneurship and Emerging Enterprises Program. The Entrepreneurship,
Innovation, & Global Leadership (EIGL) MBA Curriculum Track. Student introductions.
Syllabus review. Semester project options. Case team assignments.
Video: “The Entrepreneurial Revolution.” What factors are creating the entrepreneurial
revolution? What qualities & characteristics do you observe among the different
entrepreneurs depicted? What skills and competencies do entrepreneurs need?
T 9/6 Personal Entrepreneurship: Theory and Practice
What is entrepreneurship and why is it important? What are the major challenges
confronting entrepreneurs? Where do entrepreneurs get their ideas?
Case Discussion: ―Howard Schultz & Starbucks Coffee‖ (Instructor-led Discussion).
Review: ―The Questions Every Entrepreneur Must Answer.‖
Discussion: Entrepreneurship:. Chs. 1, ―A Framework for Entrepreneurship‖ and Ch. 2,
―Resources & Capabilities‖
Video: Fred Smith and Federal Express--Questions: How did Fred Smith‘s past
influence the creation of Federal Express? What personal qualities does he demonstrate?
How did ―market and circumstances‖ influence the creation of Federal Express?