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2020/2021

Entrepreneurship

Code: 102364 ECTS Credits: 6
Degree Type Year Semester
2501572 Business Administration and Management OB 3 1
2501573 Economics OT 3 2
2501573 Economics OT 4 0
The proposed teaching and assessment methodology that appear in the guide may be subject to changes as a result of the restrictions to face-to-face class attendance imposed by the health authorities.

Contact

Name:
Carlos Guallarte Nuez
Email:
Carlos.Guallarte@uab.cat

Use of Languages

Principal working language:
spanish (spa)
Some groups entirely in English:
Yes
Some groups entirely in Catalan:
No
Some groups entirely in Spanish:
Yes

Prerequisites

NO

Objectives and Contextualisation

The main target of this subject is to study the new venture creation process (from the initial idea to the legal status of the business) through the design and analysis of a BUSINESS PLAN development. A business plan is understood as a written document in which the most relevant aspects of the new venture in terms of start up process and business launching are stated. This course will focus on what a business plan is, what are its functions as well as its main sections. Furthermore, it will cover topics dealing with the management function and entrepreneurship not directly related with the business plan development, such as the relevance of entrepreneurship today, the entrepreneur’s characteristics, other ways of creating businesses (franchise, buying other firms, etc.), problems in the creation process, entrepreneurs’ networks, etc.

Competences

    Business Administration and Management
  • Capacity for adapting to changing environments.
  • Capacity for oral and written communication in Catalan, Spanish and English, which enables synthesis and oral and written presentation of the work carried out.
  • Demonstrate knowledge of the processes for the implementation of company strategies.
  • Identify company competition, how they interact among themselves and the optimum strategies that can be drawn up in each case to stimulate competitivity.
  • Lead multidisciplinary and multicultural teams, implementing new projects and coordinating, negotiating and managing conflicts.
  • Organise the work in terms of good time management, organisation and planning.
  • Select and generate the information necessary for each problem, analyse it and take decisions based on that information.
  • Take decisions in situations of uncertainty, demonstrating an entrepreneurial and innovative attitude.
  • Transmit company, department or work objectives clearly.
  • Value ethical commitment in professional practice.
    Economics
  • Apply theoretical knowledge to improve relations with clients and suppliers, identifying the advantages and disadvantages of those relations for both sides: company and client or supplier.
  • Capacity for adapting to changing environments.
  • Capacity for independent learning in the future, gaining more profound knowledge of previous areas or learning new topics.
  • Delegate decision making to the workers and provide them with the necessary incentives so that those decision arte taken in the interest of the company as a whole.
  • Demonstrate initiative and work individually when the situation requires it.
  • Demonstrate knowledge of the processes for the implementation of company strategies.
  • Identify company competition, how they interact among themselves and the optimum strategies that can be drawn up in each case to stimulate competitivity.
  • Identify the positive contributions that companies make to society, developing socially responsible management, encouraging the development of objective instruments that allow for the measurement and valuation of such contributions.
  • Lead multidisciplinary and multicultural teams, implementing new projects and coordinating, negotiating and managing conflicts.
  • Organise the work in terms of good time management, organisation and planning.
  • Select and generate the information necessary for each problem, analyse it and take decisions based on that information.
  • Take decisions in situations of uncertainty, demonstrating an entrepreneurial and innovative attitude.
  • Transmit company, department or work objectives clearly.
  • Value ethical commitment in professional practice.

Learning Outcomes

  1. A capacity of oral and written communication in Catalan, Spanish and English, which allows them to summarise and present the work conducted both orally and in writing.
  2. Adapt the formulation and implementation of strategies to different settings, family companies or recently-created companies.
  3. Analyse the main motivation systems in companies.
  4. Apply the processes of formulating strategies to specific cases.
  5. Assess ethical commitment in professional activity.
  6. Assess the effect of different strategies on the competitiveness of a company.
  7. Assess the importance of long-term commercial relationships with clients (relationship marketing).
  8. Assess the main marketing concepts and tools.
  9. Back up business strategy decisions.
  10. Capacity to adapt to changing environments.
  11. Capacity to continue future learning independently, acquiring further knowledge and exploring new areas of knowledge.
  12. Classify the different ways in which a company can compete.
  13. Demonstrate initiative and work independently when required.
  14. Design effective motivation policies.
  15. Draft business plans.
  16. Explain the origin and assess companiesí contribution to social welfare.
  17. Identify the differences in the marketing applied to different economic sectors or types of organisations.
  18. Lead multidisciplinary and multicultural teams, implement new projects, coordinate, negotiate and manage conflicts.
  19. List the basic stages and processes in the formulation and implementation of a business strategy.
  20. List the main competitors of a company.
  21. Make decisions in situations of uncertainty and show an enterprising and innovative spirit.
  22. Organise work, in terms of good time management and organisation and planning.
  23. Perform a critical assessment of the economic efficiency and distribution of wealth problems generated by companies.
  24. Relate business strategy to the objectives of the company and its breakdown into departments or units.
  25. Relate the business strategy to the objectives of the company and its breakdown into departments or units.
  26. Select and generate the information needed for each problem, analyse it and make decisions based on this information.

Content

1. Introduction to the importance of entrepreneurship in society today

1.1. New firms and SMEs in the economy

1.2. Entrepreneur’s characteristics

2. The business creation process

2.1. Process of new venture creation: phases

2.2. Problems in the new venture process

2.3. Generation of business ideas. Business creativity

2.4. Identification and evaluation of business opportunity

2.5. Strategic process: business model. Canvas and Lean Startup.

3. The Business Plan (BP)

3.1. Utility and contents of the BP

3.2. Project evaluation

3.3. Sensitive analysis

3.4. Mistakes to avoid

4. Entrepreneurial alternative

4.1. Ways to start as an entrepreneur: start-up, spin off, licenses, franchises, buy-out and buy-in, venture management

(intrapreneurship)

4.2. The franchise

4.3. The firm purchase (management buy-out)

4.4. Venture management: innovative projects in big companies (intrapreneurship or corporate entrepreneurship)

5. Financing a new business venture

5.1. Common agents in the finance sector

5.2. Capital risk

5.3. Business angels

5.4. New venture finance problems and how entrepreneurs try to solve them

6. Other relevant topics in entrepreneurship

6.1. Success and failure factors in new ventures

6.2. Networks and entrepreneurship

6.3. Legal protection of an idea and/or business opportunity

6.4. Legal forms and aspects

6.5. Support measures for entrepreneurship

Methodology

The subject will develop as follows:

1. Professor’s lectures

2. Analysis and discussion of business cases

3. Students’ in-class work and preparation and presentation of the business cases

4. Students’ Business Plan development

 

Teaching will be offered on campus or in an on-campus and remote hybrid format depending on the number of students per group and the size of the rooms at 50% capacity.

Activities

Title Hours ECTS Learning Outcomes
Type: Directed      
Practice classes 13 0.52 2, 4, 6, 10, 1, 11, 12, 15, 20, 19, 9, 17, 13, 18, 22, 21, 26, 5, 8, 7
Theory classes 33 1.32 2, 4, 6, 10, 1, 12, 15, 20, 19, 17, 13, 18, 5
Type: Supervised      
Tutorials and monitoring 16.5 0.66 4, 10, 1, 11, 15, 9, 13, 18, 22, 21, 26, 5
Type: Autonomous      
Study of the contents, case resolution and business plan development 84 3.36 2, 3, 4, 6, 10, 1, 11, 12, 14, 15, 20, 19, 16, 9, 13, 18, 22, 21, 24, 26, 5

Assessment

The (global) final course grade will consist of the weighted average of the three following grades (on the scale from 0 to 10) (to apply this calculation it is necessary to get at least 3.5 out of 10 points in each part):

a) 50%: Business model elaboration & Business plan model

b) 30%: Final exam (multiple choice type)

c) 20%: Course participation (follow up) (cases, presentations and discussions)

All students are required to perform the evaluation activities. If the student's grade is 5 or higher, the student passes the course and it cannot be subject to further evaluation. If the student grade is less than 3.5, the student will have to repeat the course the following year. Students who have obtained a grade that is equal to or greater than 3.5 and less than 5 can take a second chance exam. The lecturers will decide the type of the second chance exam. When the second exam grade is greater than 5, the final grade will be a PASS with a maximum numerical grade of 5. When the second exam grade is less than 5, the final grade will be a FAIL with a numerical grade equal to the grade achieved in the course grade (not the second chance exam grade).

A student who does not perform any evaluative task is considered “not evaluable”, therefore, a student who performs a continuous assessment component can no longer be qualified with a "not evaluable"

 

Calendar of evaluation activities

The dates of the evaluation activities (midterm exams, exercises in the classroom, assignments, ...) will be announced well in advance during the semester.

The date of the final exam is scheduled in the assessment calendar of the Faculty.

"The dates of evaluation activities cannot be modified, unless there is an exceptional and duly justified reason why an evaluation activity cannot be carried out. In this case, the degree coordinator will contact boththe teaching staff and the affected student, and a new date will be scheduled within the same academic period to make up for the missed evaluation activity." Section 1 of Article 115. Calendar of evaluation activities (Academic Regulations UAB). Students of the Faculty of Economics and Business, who in accordance with the previous paragraph need to change an evaluation activity date must process the request by filling out an Application for exams' reschedule https://eformularis.uab.cat/group/deganat_feie/application-for-exams-reschedule

 

Grade revision process

After all grading activities have ended, students will be informed of the date and way in which the course grades will be published. Students will be also be informed of the procedure, place, date and time of grade revision following University regulations.

 

Retake Process

"To be eligible to participate in the retake process, it is required for students to have been previously been evaluated for at least two thirds of the total evaluation activities of the subject." Section 3 of Article 112 ter. The recovery (UAB Academic Regulations). Additionally, it is required that the student to have achieved an average grade of the subject between 3.5 and 4.9.

The date of the retake exam will be posted in the calendar of evaluation activities of the Faculty. Students who take this exam and pass, will get a grade of 5 for the subject. If the student does not pass the retake, the grade will remain unchanged, and hence, student will fail the course.

 

Irregularities in evaluation activities

In spite of other disciplinary measures deemed appropriate, and in accordance with current academic regulations, "in the casethat the student makes any irregularity that could lead to a significant variation in the grade of an evaluation activity, it will be graded with a 0, regardless of the disciplinary process that can be instructed. In case of various irregularities occur in the evaluation of the same subject, the final grade of this subject will be 0". Section 10 of Article 116. Results of the evaluation. (UAB Academic Regulations).

 

The proposed evaluation activities may undergo some changes according to the restrictions imposed by the health authorities on on-campus courses.

Assessment Activities

Title Weighting Hours ECTS Learning Outcomes
Business model elaboration & Business plan model 50% 0 0 2, 3, 4, 6, 10, 1, 11, 12, 14, 15, 20, 19, 16, 9, 17, 13, 18, 22, 21, 24, 25, 26, 23, 5, 8, 7
Course participation (follow up) (cases, presentations and discussions) 20% 1.5 0.06 2, 3, 6, 1, 11, 19, 9, 18, 21, 25, 26, 5
Final exam 30% 2 0.08 2, 4, 6, 1, 12, 15, 20, 19, 16, 9, 17, 24, 26, 5, 8, 7

Bibliography

BLANK, S. Y  Y DORF, B. (2013): El manual del emprendedor: la guía paso a paso para crear una gran empresa. Gestión 2000. Barcelona.

GENESCÀ, E.; URBANO, D.; CAPELLERAS, J.L.; GUALLARTE, C. y VERGÉS, J. (coords.) (2003): Creación de empresas – Entrepreneurship. Manuals de Economía. Servei de Publicacions de la UAB.

GÓMEZ, J.M.; FUENTES, M.M.; BATISTA, R.M.; HERNÁNDEZ, R. (2012): Manual de casos de creación de empresas en España. McGraw Hill. Madrid.

URBANO, D. Y TOLEDANO, N. (2008): Invitación al emprendimiento. Una aproximación a la creación de empresas. Colección Economía y Empresa. Editorial UOC: Barcelona..

GUALLARTE, C. (2019): Global Entrepreneurship Monitor. Informe ejecutivo Cataluña 2018-19. IERMB. Barcelona.

OSTERWALDER, A.; PIGNEUR, Y.; CLARK, T. (2011). Generación de modelos de negocio : un manual para visionarios, revolucionarios y retadores. Deusto. Barcelona.

OSTERWALDER, A. Y PIGNEUR, Y. (2015). Diseñando la propuesta de valor: cómo crear los productos y servicios que tus clientes están esperando. Deusto. Barcelona:

RIES, E. (2012): El método del Lean Startup. Deusto. Barcelona.

VECIANA, J.Mª. (2005): La creación de empresas. Un enfoque gerencial, Colección Estudios Económicos. Servicio de Estudios de La Caixa.