KS Global Business Development and Entrepreneurship

Workload Education level Study areas Responsible person Hours per week Coordinating university
7 ECTS M2 - Master's programme 2. year Business Administration Werner Auer-Rizzi 4 hpw National Sun Yat-sen University
Detailed information
Original study plan Master's programme Joint Master's Program Global Business - Canada/Taiwan 2020W
Objectives By the end of the course, the successful participant should have gained the following abilities.

  • Core Competence: to assess the viability, credibility and durability of a proposed new venture by systematically addressing all the elements required for a successful entrepreneurial process.
  • Possess a working definition of and a theoretically grounded perspective on entrepreneurship – as an academic discipline and a philosophical and practical approach to management.
  • Possess a deep understanding of the business start-up process.
  • Possess a broad understanding of the business harvest process.
  • Apply Venture Intelligence QuotientTM methodology for analysing a new venture's likelihood of success.
  • Use the Business Model Canvas methodology to, present written and verbal analyses, formally and concisely, to an informed and critical audience playing the role of professional venture investors.
  • Communicate fluently in the technical language of ‘the entrepreneurially literate’ while never descending to the use of jargon for jargon's sake.
  • In summary, as a result of the knowledge and skills gained in this subject, participants should be able to present proposals capable of attracting risk capital to a professionally evaluated new venture – within or outside an existing corporate framework.

This competency will not come easily. Gaining substantial benefits (and receiving substantial marks) from the two subject components - personal casework before and during the class meetings, hand-in assignments and a business opportunity presentation (see below) - will require thorough preparation and a high level of personal involvement.

Subject Business Development and Asia’s Entrepreneurial Environment is squarely focused on conceptualizing, articulating and assessing opportunity: The Essence of New Venture Development. This subject designed for delivery over four, consecutive, separate but linked themes. Theme 1 focuses on Business Idea Generation and Recognizing opportunities in the Asian context. Theme 2 uses your best opportunity to begin Business Modeling for your Entrepreneurial Venture. Theme 3 focuses on the details of Business Planning and Lean Venture Start-up Techniques. Theme 4 provides a capstone to the course by applying professional techniques to best Communicate your Venture Opportunity and Gaining Traction.

The subject features a mixture of lectures, cases, software-based learning and real world integration with the Taiwan business community of Entrepreneurs and Investors. Interactivity between facilitator(s) and students is high.

The subject focuses intensively and exclusively upon QUICKLY giving participants the skills to evaluate a proposed new venture in a thorough and systematic manner, by thinking and acting like an entrepreneur. The subject emphasizes entrepreneurial practice; but all techniques and skills are based upon the latest developments in entrepreneurship theory and the theoretical basis for procedures is always articulated. The course is taught over 40 hours; this is not a great deal of time. However, a great deal can be achieved by a rigorous combination of focus and structure. We will use idea generation, evaluation and business modeling frameworks permitting you to use many of the skills of analysis and management that you already possess, but to use them in constructive, harmonized entrepreneurial ways.

The subject is self-contained and can be beneficially studied as a ‘one off’ development unit. However, when studied as part of the Master of Global Business (MGB) program, the subject gains from synergy. It is an ideal foundation for other future courses in the MGB program, providing a conceptual framework for integrating theory and a practical regime to guide implementation of the ideas and skills learned in the total program.

Criteria for evaluation - Participation; Prof. Chao and Prof. Mainprize; 20% of grade

- Idea Pitch; Prof. Chao; 20% of grade

- Venture Canvas Presentation; Prof. Mainprize; 20% of grade

- Business Opportunity Final Presentation; Prof. Chao and Prof. Mainprize; 20% of grade

- Venture Plan (written); Prof. Mainprize; 20% of grade

Methods This course will cover the above and other related issues almost exclusively through the use of case studies and analysis of actual business plans submitted for venture capital funding. Students are expected to have read the assigned material and prepared the case studies prior to the designated class session.

The good old-fashioned lecture
So-called ‘chalk and talk’ is often denigrated but it remains a very efficient method of communication. The convener will endeavour to make mini-lecture sessions interesting and well-supported by visual materials, speaking notes, video-streaming, mini-exercises and internet connectivity as well as encouraging the asking of questions as the lecture progresses.

Class participation and dialogue
Wherever possible the convener will encourage and facilitate class discussion and engagement as a means to crystallize key learning points.

The case method
This subject employs the case method. Considerable detail about the cases to be used is provided in the relevant sections below.

The most important single piece of pre-reading and preparation for most class sessions of this subject is your preparation of a detailed analysis of entrepreneurial case studies that will be discussed in an open forum. The requirements for preparing these discussions are given in great detail on the Electronic Learning site outline.

There are approximately 5 substantial cases requiring a substantial time investment. You are expected to read them prior to the commencement of the respective session for discussion.

Some other mini-cases may be ‘sprung’ on participants as ‘surprise packages’ at various stages of the course.

The preparation, delivery and verbal defense of case analyses in open forum provides participants with the ability to apply the principles of new venture articulation and evaluation taught in the subject.

Changing subject? No
On-site course
Maximum number of participants 40
Assignment procedure Assignment according to priority