Startup's Strategy

Code:

MIET0019

Acronym:

ES

Keywords
Classification	Keyword
OFICIAL	Business Management

Instance: 2023/2024 - 2S

Active?	Yes
Responsible unit:	Department of Industrial Engineering and Management
Course/CS Responsible:	Master in Innovation and Technological Entrepreneurship

Cycles of Study/Courses

Acronym	No. of Students	Study Plan	Curricular Years	Credits UCN	Credits ECTS	Contact hours	Total Time
MIET	23	Syllabus since 2008/09	1	-	6	42	162

Teaching language

English

Objectives

To endow students with fundamental concepts of entrepreneurial Strategy development for the commercialization of a technology-based product/service.

To develop and extend the knowledge (i) on Business Models (BM) and on the relevance of its implementation in the specific reality of each business.(ii) on the reality of setting-up a Startup, understanding the major differences with an established company.

To endow students with the use of previously acquired concepts on financial evaluation of investment projects and on funding a new technology based venture.

To endow students with the capability of:

- Creating and implementing a complete, concise and well founded (i) strategic plan and (ii) BM compatible with the strategy, both adequate for a technology based venture.

- Having an holistic and integrated vision of a business venture, involving all its resources and stakeholders

- Assuming and executing the setting up of a startup based on a Business Plan with adequate financial structure.

Learning outcomes and competences

To endow students with fundamental concepts of entrepreneurial Strategy development for the commercialization of a technology-based product/service.

To develop and extend the knowledge (i) on Business Models (BM) and on the relevance of its implementation in the specific reality of each business.(ii) on the reality of setting-up a Startup, understanding the major differences with an established company.

To endow students with the use of previously acquired concepts on financial evaluation of investment projects and on funding a new technology based venture.

To endow students with the capability of:

- Creating and implementing a complete, concise and well founded (i) strategic plan and (ii) BM compatible with the strategy, both adequate for a technology based venture.

- Having an holistic and integrated vision of a business venture, involving all its resources and stakeholders

- Assuming and executing the setting up of a startup based on a Business Plan with adequate financial structure.

Working method

Presencial

Program

Strategy

   Value chain analysis, industry analysis, competition analysis, competitive strategy, mission, vision, positioning, critical success factors, Porter’s 5 forces, SWOT and PEST analysis

Business Models

What’s behind and inside a Business Model; How to create, validate and evolve a Business Model; Future Business Models.
The Value Proposition - how to create, validate and evolve.

From Business Models to Business Plans

Crossing the Chasm

   Selling Technology Products to Mainstream Customers

Business Plans

What is the use of a Business Plan; Business Plan components; How to structure write and present a Business Plan.

Startups

Main characteristics; Comparative differentiation towards an established company

What is the purpose of a Startup and how should the process be managed; The Lean Startup Model.

Business growth and business funding

Successful Entrepreneurship

How to do it

Mandatory literature

Alexander Osterwalder & Yves Pigneur; Business Model Generation - A Handbook for Visionaires, Wiley, 2010. ISBN: 978-0-470-87641-1
Alexander Osterwalder, Yves Pigneur, Greg Bernarda & Alan Smith; Value Proposition Design, Wiley, 2014. ISBN: 978-1-118-96805-5
W. Bygrave et Zacharakis; Entrepreneurship - 2nd edition, John Wiley & Son, 2011. ISBN: 978-0-470-45037-6
Steven G. Blank and Bob Dorf; The Startup Owner's Manual, K&S Ranch, 2012. ISBN: 978-0-9849993-0-9
Eric Ries; The Lean Startup, Penguin, 2011. ISBN: 978-0-670-92160-7
Geoffrey A. Moore; Crossing the Chasm, 3rd edition: Marketing and Selling Disruptive Products to Mainstream Customers, Harper Business, 2014. ISBN: 978-0062292988
Ash Maurya; Running Lean, 2nd edition, O’Reilly, 2012. ISBN: 978-1-449-30517-8
Ash Maurya; Scaling Lean, Penguin, 2016. ISBN: 978-1-101-98052-1
Steven G. Blank; The Four Steps to the Epiphany, Self Published, 2007. ISBN: 0-9764707-0-5
Bruce Cleveland; Traversing the Traction Gap, Radius Book Group , 2019. ISBN: 978-1-63576-624-0

Complementary Bibliography

Michael Porter; Competitive Strategy, Free Press, 2004. ISBN: 0-7432-6088-0

Teaching methods and learning activities

This course aims to endow students with practical skills which enable them to create a new company and raise financing and/or investment to start it. Concepts will be presented and explained in order to complement the practical component. The methodology is based at: Knowledge exposure through seminars and presentations. Team analysis of Case Studies with class presentation for knowledge consolidation. Team Projects based on the development of Business Models for the specific case under study. Validation of proposed Business Models through direct contact with stakeholders

Distributed evaluation with final exam

 

keywords

Social sciences > Economics > Microeconomics
Social sciences > Economics > Management studies > Innovation management
Social sciences > Economics > Banking > Venture capital

Evaluation Type

Distributed evaluation with final exam

Assessment Components

Designation	Weight (%)
Exame	30,00
Participação presencial	18,00
Trabalho prático ou de projeto	52,00
Total:	100,00

Amount of time allocated to each course unit

Designation	Time (hours)
Elaboração de projeto	30,00
Elaboração de relatório/dissertação/tese	15,00
Estudo autónomo	3,00
Frequência das aulas	42,00
Trabalho de investigação	8,00
Total:	98,00

Eligibility for exams

According to standard evaluation standards, article 4 Distributed evaluation with minimum classification of 40%

Calculation formula of final grade

The final assessment ofthis CU is calculated via the weighted sum of the various eleemnts of evaluation:
A (18%). Presentations of 9 case studies by the group adding a total of 18% (2% for each assignment), split in 50% for assignment submission and 50% for presence in class discussion.
B (52%). Project group assignment developed in a real and active compnay in the north Region. The reports and presentations are submitted in the Moodle:
   . The 1st phase weights 20%
   . The 2nd phase weights 32%
Presentations are performed to a panel that includes the company CEO
C (30%). Written exam

Final Evaluation = A + B + C

Special assessment (TE, DA, ...)

Special Evaluation is performed according to:

Evaluation component A

. Eligible students that decide for Special Evaluation, will be organized in groups, exclusively made of students in this status, that must submit, in accordance with defined calendar, the 9 case studies. These submissions will account for 50% of evaluation component A.

. The remaining 50% of component A, corresponding to Case discussion, will be evaluated in the Final written Exam (component C), that will be extended in time to accomodate 1 or more questions referring to the 9 case studies.

Evaluation component B

Individually, these students must submit, by limit due date for the submission of the Group assignments of fase 2, an individual project to be defined by the teacher, that will substitute the total evaluation component B (52%) and will be an analysis of a real case study over a Business Model based of 3 to 5 major questions. This project will be made of a main text of up to 15 pages plus relevant anexes and appendices.

Nevertheless, students under this status may choose to be evaluated as regular students. In order to do so, each student must submit a formal request to the teacher, via Moodle, no later than the second week of classes. This formal request cannot be changed upon submission.

Classification improvement

It is possible to improve evaluation - exclusively on the Exam - through a Resource.

Observations

All submitted projects and assigments must be originals and executed by the individual or the group. One can use ideas suggested by coleagues and other groups, but copies are forbiden. A formal declaration is requested to groups over the fairness of the effort of each team member, as well as regarding the originality of each text. All projects and asignments shall be submitted in Moodle. Later submissions to due date are not evaluated

This Curricular Unit involves teamwork in collaboration with a company.

It is mandatory to fully participate in, at least 10 of the total 14 sessions.

It is mandatory the participation at the evaluation sessions.
The non participation is subject to the following penalties:
. In case there is a justification validated by academic services - there is a 15% reduction on the individual evaluation of the group assignment
. In case there is no valid justification - there is a 50% reduction on the individual evaluation of the group assignment.