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Practical Entrepreneurship
Study Course Description
Course Description Statuss:Approved
Course Description Version:3.00
Study Course Accepted:02.02.2024 12:29:10
| Study Course Information | |||||||||
| Course Code: | SBUEK_162 | LQF level: | Level 6 | ||||||
| Credit Points: | 2.00 | ECTS: | 3.00 | ||||||
| Branch of Science: | Economics | Target Audience: | Business Management | ||||||
| Study Course Supervisor | |||||||||
| Course Supervisor: | Kristaps Zaļais | ||||||||
| Study Course Implementer | |||||||||
| Structural Unit: | Faculty of Social Sciences | ||||||||
| The Head of Structural Unit: | |||||||||
| Contacts: | Dzirciema street 16, Rīga, szf rsu[pnkts]lv | ||||||||
| Study Course Planning | |||||||||
| Full-Time - Semester No.1 | |||||||||
| Lectures (count) | 0 | Lecture Length (academic hours) | 0 | Total Contact Hours of Lectures | 0 | ||||
| Classes (count) | 12 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 24 | ||||
| Total Contact Hours | 24 | ||||||||
| Part-Time - Semester No.1 | |||||||||
| Lectures (count) | 0 | Lecture Length (academic hours) | 0 | Total Contact Hours of Lectures | 0 | ||||
| Classes (count) | 6 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 12 | ||||
| Total Contact Hours | 12 | ||||||||
| Study course description | |||||||||
| Preliminary Knowledge: | Mathematics, Theory of Microeconomics. | ||||||||
| Objective: | To acquire business theories, to be able to find opportunities to attract financing for starting a business. | ||||||||
| Topic Layout (Full-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Introduction. Business theories (introduction to business). | Classes | 1.00 | auditorium | |||||
| 2 | Changes in the international business environment today. | Classes | 1.00 | auditorium | |||||
| 3 | The most important qualities of an entrepreneur and their development opportunities. | Classes | 1.00 | auditorium | |||||
| 4 | The most important aspects of team work. Empathy and conflict resolution. | Classes | 1.00 | auditorium | |||||
| 5 | Generating business ideas. The essence and significance of a business plan. As well as a part of the business plan – an overview of the company and product / service descriptions. | Classes | 1.00 | auditorium | |||||
| 6 | Parts of a business plan – marketing plan and market analysis. | Classes | 1.00 | auditorium | |||||
| 7 | Financial part of the business plan and risk analysis. Drawing up a business plan. | Classes | 1.00 | auditorium | |||||
| 8 | Development of presentation skills. The difference between business presentations and academic presentations. | Classes | 1.00 | auditorium | |||||
| 9 | Case analysis of successful business start-ups. | Classes | 1.00 | auditorium | |||||
| 10 | Learning from own mistakes as a foundation for successful entrepreneurship. | Classes | 1.00 | auditorium | |||||
| 11 | Creating a market segmentation and marketing strategy – group work to develop one’s business idea. | Classes | 1.00 | auditorium | |||||
| 12 | Opportunities to attract financing. Creating a presentation for investors. | Classes | 1.00 | auditorium | |||||
| Topic Layout (Part-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Introduction. Business theories (introduction to business). | Classes | 0.50 | auditorium | |||||
| 2 | Changes in the international business environment today. | Classes | 0.50 | auditorium | |||||
| 3 | The most important qualities of an entrepreneur and their development opportunities. | Classes | 0.50 | auditorium | |||||
| 4 | The most important aspects of team work. Empathy and conflict resolution. | Classes | 0.50 | auditorium | |||||
| 5 | Generating business ideas. The essence and significance of a business plan. As well as a part of the business plan – an overview of the company and product / service descriptions. | Classes | 0.50 | auditorium | |||||
| 6 | Parts of a business plan – marketing plan and market analysis. | Classes | 0.50 | auditorium | |||||
| 7 | Financial part of the business plan and risk analysis. Drawing up a business plan. | Classes | 0.50 | auditorium | |||||
| 8 | Development of presentation skills. The difference between business presentations and academic presentations. | Classes | 0.50 | auditorium | |||||
| 9 | Case analysis of successful business start-ups. | Classes | 0.50 | auditorium | |||||
| 10 | Learning from own mistakes as a foundation for successful entrepreneurship. | Classes | 0.50 | auditorium | |||||
| 11 | Creating a market segmentation and marketing strategy – group work to develop one’s business idea. | Classes | 0.50 | auditorium | |||||
| 12 | Opportunities to attract financing. Creating a presentation for investors. | Classes | 0.50 | auditorium | |||||
| Assessment | |||||||||
| Unaided Work: | Literature analysis, development of summaries, creation of business plan sections, group work and independent work. | ||||||||
| Assessment Criteria: | Accumulated grade and final work – developed business plan. The percentage of the accumulated grade consists of the following: activity in seminars (20%); homework (40%); development and presentation of a business plan (40%). | ||||||||
| Final Examination (Full-Time): | Exam (Written) | ||||||||
| Final Examination (Part-Time): | Exam (Written) | ||||||||
| Learning Outcomes | |||||||||
| Knowledge: | Students gain knowledge of business theories, the peculiarities of modern business that are related to environmental changes; as well as the role of emotional intelligence in entrepreneurship and teamwork. In addition, upon completing the course, students learn the basics of writing business plans. | ||||||||
| Skills: | Upon successful completion of the course, students are able to evaluate the market potential of their business idea, are able to assess the needs of potential buyers in relation to the new product or service, as well as orient themselves in the most important financial indicators of start-ups. | ||||||||
| Competencies: | Within the course, students acquire competences related to teamwork, are able to provide justification based on analysis and facts, to prove the value of their business idea to a wider audience. | ||||||||
| Bibliography | |||||||||
| No. | Reference | ||||||||
| Required Reading | |||||||||
| 1 | Goleman, D., Working with Emotional Intelligence, Bantam, 1999. | ||||||||
| 2 | Heath, D., Heath C., Made to Stick, Random House, 2007. | ||||||||
| 3 | Barrow C. Barrow P, Brown R., The business plan workbook, Kogan Page, 5th edition, 2005 | ||||||||
| Additional Reading | |||||||||
| 1 | Ulwick, A., Turn Customer Input into Innovation, Harvard Business Review, January 2002. | ||||||||
| 2 | McGrath R.G, The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business,. 2013 | ||||||||
| 3 | Flanagan W., Smith J.L., Creating Competitive Advantage: Give Customers a Reason to Choose You Over Your competitors, Harward Business School Publishing, 2006 | ||||||||
| 4 | Hilton R.W. Managerial Accounting: Creating Value in a Dynamic Business Environment, 9th edition, 2010 | ||||||||
| 5 | Stutely R., The Definitive Business Plan: The Fast Track to Intelligent Planning for Executives and Entrepreneurs, 3rd edition, 2012 | ||||||||
| 6 | Zacharakis A., Spinelli S., Timmons A.J., Business Plans that Work: A Guide for Small Business, 2nd edition, 2011 | ||||||||
