New Enterprise and Small Business Management and the YourCo. Simulation Game Developed by Waverly Deutsch, Ph.
Download ReportTranscript New Enterprise and Small Business Management and the YourCo. Simulation Game Developed by Waverly Deutsch, Ph.
New Enterprise and Small Business Management and the YourCo. Simulation Game
Developed by Waverly Deutsch, Ph. D.
Clinical Assistant Professor of Entrepreneurship University of Chicago Graduate School of Business
The University of Chicago Graduate School of Business 5807 South Woodlawn Avenue, Chicago, Illinois 60637 Tel 773.834.1134 Fax 773.834.4046
gsbwww.ChicagoGSB.edu/entrepreneur
Introducing YourCo
Experiential Learning at Chicago GSB The Class: New Enterprise and Small Business Management YourCo. Simulation Purpose Play Outcome
Elements of Performance
Conceptual Knowledge Domain Knowledge Action Skills Actions Outcomes
Source: Davis and Hogarth 1992
GSB Entrepreneurship Curriculum
New Venture Strategy Opportunity identification Private Equity and New Venture Finance Funding start-ups New Venture Challenge Business plan creation
But, what do you do?
New Enterprise and Small Business Management Execution – “A vision without execution is a hallucination.” Steve Case, AOL
Overview of the Course
1. State of Entrepreneurship 2. Entrepreneurial Characteristics and Start-up Business Models 3. Market Segmentation and Selection 4. Marketing Tactics 5. Sales 6. Product Development 7. Operations 8. Growth Challenges 9. Alternatives to Starting Your Own Business 10. Diversification or Exit
YourCo. Simulation
“Year” in the life of a start-up Idea, Proof-of-concept, Early Growth Eight assignments paralleling course content 1. Launch 2. Market selection and 1 st marketing campaign 3. Sale 4. Product improvement 5. Operations 6. Diversification or exit
7. CRISIS
Report Format
2 Pages to address specific issue Write a one paragraph elevator pitch describing your business.
Using your own backgrounds as the guideline, describe the management team. Assess any critical holes in personnel and describe how you plan to fill those holes.
Determine the amount of seed funding you need to launch and describe how you raised it.
3 additional pages each assignment Page 3 -- Tell me anything else I need to know about what happened during this month of operations.
Page 4 – Week 1: Create a basic budget for 1 year of operation. Each week: show one month of burn.
Page 5 -- Describe how you arrived at the above. What data did you discover? What sources did you look at? Who did you talk to?
A limited number of exhibits – resumes, graphics, data, etc. – are allowed
Grading
There are 8 points per assignment 5 for the answer to the specific question 3 for how you arrived at it – methodology and research
Plus 2 potential bonus points for follow-up or miscellaneous
Points are awarded for Creativity Completeness Credibility Businesses models are assigned a difficulty multiplier between .9 and 1.1
Winning team is guaranteed a “A” in the course
“Play” of the Game and the ROLL of Luck
In class challenges of critical accomplishments YourCo. Probability Calculators ROLL a 10 sided die to determine success
Other Accoutrement
LUCKY BREAK REPRIEVE INSTANT REPLAY
Outcomes
Key teaching points Intellectual property, business licenses and permits, taxes, etc.
Insight learning Networking •
“I learned more in our one hour conversation with him than I could have learned reading on the Internet forever.”
Experience •
“This class kept me awake at night worrying about all the details of our ‘fake’ business.”
• “
I learned more about being an entrepreneur through this class than I could have any other way, short of starting my own business.”
Thank you.
Waverly Deutsch [email protected]