A.

INTRODUCTION

The entrepreneurial journey happens on a path very different from the usual. It is a
journey that blends uncertainty, challenges and responsibilities with the potential of a
rewarding outcome. Many governments have been supporting entrepreneurship in view
of its role in economic growth and job creation, while increased attention from academic
institutions and media have raised awareness about entrepreneurship to a high level. The
success of many Indian entrepreneurs, in India and abroad, have also made
entrepreneurship a very attractive proposition to Indian youth.

This course provides a comprehensive and practical understating of the entrepreneurial

journey by exploring the 4 critical phases in the life cycle of an entrepreneurial venture.

B. COURSE DESCRIPTION & OBJECTIVE

This course is targeted towards potential entrepreneurs, intrapreneurs, executives in

investment companies, consultants, advisors and policy makers. Participants will learn
about major issues that confront entrepreneurs at different stages of a venture, and also
become familiar with likely responses of expert entrepreneurs.

The course follows the life cycle of a venture and explores critical dilemmas faced by
entrepreneurs in different stages:

Phase 1 – Foundation – addresses various myths and misconceptions about

entrepreneurship, and highlights the mental approach used by successful entrepreneurs in
identifying opportunities and starting, growing and harvesting new ventures.

Phase 2 – Start-up – helps students to look at different issues before launching a venture,
many of which tend to be ignored by single-minded dreamers in the initial stages.
Studies show that these initial actions have a lasting impact on the future of the venture,
and consequently need to be addressed properly in the beginning.

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Phase 3 – Scaling up – focuses attention on changes that become necessary for growing
the venture from an embryonic stage to a sustainable enterprise. While value creation
cannot occur without growth, evidence indicates that growth brings about numerous
challenges. Students examine implications of growth in different areas like sales and
marketing, kinds of funding, hiring people and organizational design as well as
entrepreneurial behavior. Unfortunately many entrepreneurs fail to change and adapt to
new responsibilities, which often result in either venture failure, or the entrepreneurs’
ouster.

Phase 4 – Harvesting – looks at the final phase of entrepreneurial value creation process.
Many entrepreneurs who fail to execute a successful harvest do not realize the full
benefits of their years of struggle and labour. However, professional entrepreneurs and
investors know the importance of harvesting, and various harvest strategies, including
IPO, sale of the venture, setting up Family Business, etc are considered.

C. LEARNING METHOD

Method:
The course would have classroom sessions consisting of conceptual discussions and
cases. It is expected that all the participants will thoroughly analyze the case and
readings (articles/book chapters) before coming to the class. A live project will also be
a part of the course.

Case Studies:
Case studies used in the course will help develop analytical and decision-making skills
and also highlight the reality of entrepreneurial uncertainties. The basic premise of
case analysis is to work with the information available at the time. It is unnecessary
and inappropriate to use sources, such as the library or the Internet, to gather
additional information about any company in connection with preparation of a case
assignment.

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Projects
For assignments, you will have to form yourselves into groups. A live project will be
carried out as one assignment, details of which will be conveyed in class.
The other assignment will be an academic one and will be allocated in class.

Quizzes:
Quizzes will be given at the middle and end of the course to test the level of student
understanding of the issues discussed in the course.

D. COURSE EVALUATION:

Class presentations : 20%

Quizzes : 40%
Group Assignments : 40%

E. CLASS SCHEDULE

Session Topic Case / Exercise Reading/Article

* Rohit Sharma (To be
handed in class)
* A Story of Flowers (To be
S-1 Introduction
handed in class)
* Group formation
* Introduction to Project

Phase 1 – Foundation

* Chapter-1 “Understanding
Entrepreneurship”
* The Top Ten Lies of
The * Myths
Entrepreneurs
S–2 Entrepreneurial * The Creativity Exercise
* The Dark Side of
Mindset
Entrepreneurship
* Pre-Start Analysis

Two ways of * Case-Cold Opportunity

S–3
Venturing (To be handed in class) * Chapter-2 “Identifying and

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 * Causal and Effectual Evaluating Opportunities”
Reasoning

Phase 2 – Star-up

Spotting * Case-R&R * The Start-up Process

S–4
Opportunity * Note on Attracting Stakeholders

* Questions Every Entrepreneur

S–5 When to start * Case-Lemon Tree
Must Answer

S–6 Solo or Team * Case-Apple’s Core * The Founder’s Dilemma

Market
S–7
Research

* Chapter 5 – “Starting Up-

Financial Issues”
S–8 Funding * New Venture Financing
* Note on Acquiring Bank Credit
* Bootstrap Finance: The Art of
Start-ups

The Eco System / Forms of * Chapter 4 – “Starting Up – Legal

Meeting
S–9 Organisation / Laws & Issues”
Regulations
Regulations / Intellectual
Property

Phase 3 – Scaling up

Stages of Growth / Growth

S – 10 Managing * Managing the growing Venture
Issues
Growth

Survival or * Chapter 7 – “Venture Survival

S – 11 * Case-Dutt’s Foundry
Growth and Growth”

* Case-Dragonfly * Chapter 6 – “Starting Up – The

S – 12 Marketing
* Crossing the Chasm Human Angle”

* Stages of Funding –
Resource Banks / Government * Angel Investing
S – 13
Acquisition Sources / Angels / VCs * How Venture Capital Works
* The HR Issues
S – 14 Franchising

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 * Case-The Rubbish
Boys

Phase 4 – Harvesting

Boss or
S – 15 * The Boy from New York
Billionaire?

* Exit Options / The * Chapter 8 – “Harvesting”

Serial Entrepreneur
S – 16 Exit Options
* A Malyali Boy’s Story

S – 17 Presentations
S – 18 Presentations
S – 19 Discussions

S – 20 Review

F. READING MATERIALS:

PGP Office will provide

A) Book:
“Managing New Ventures – Concepts Cases on Entrepreneurship”, Anjan
Raichaudhuri, PHI Learning Private Limited
B) A collection of cases and articles (as detailed below):
Cases:
1. R&R [HBS 9-386-019]
2. Lemon Tree [Case 4, Book - “Managing New Venture” ]
3. Apple’s Core [HBS 9-809-063]
4. Dutt’s Foundry [Case 1 & 7, Book-“Managing New Venture” ]
5. Dragonfly [ACRC Case No. HKU855]
6. The Rubbish Boys [HBS 9-808-101]

Articles:
1. The Top Ten Lies of Entrepreneurs, by Guy Kawasaki [HBS F0101B]
2. The Dark Side of Entrepreneurship, by Manfred F.R. Kets de Vries [HBS 85609]
3. Pre-Start Analysis [HBS 9-386-075]
4. The Start-up Process [HBS 9-384-179]
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 5. Note on Attracting Stakeholders [HBS 9-389-139]
6. Question every Entrepreneur must answer, Amar Bhide [HBS November-
December 1996]
7. The Founder’s Dilemma [HBS R0802G]
8. New venture Financing [HBS 9-802-131]
9. Note on Acquiring Bank Credit [HBS 9-391-010]
10.Bootstrap Finance: The Art of Start-ups, by Amar Bhide [HBS 92601
November-December 1992]
11.Managing the Growing Venture [HBS 9-803-137]
12.Angel Investing [HBS 9-800-273]
13.How Venture Capital Works, by Bob Zider [HBS November-December 1998]

44. Industry and Competitive Analysis (SM-222)

PGP: 2016 -17 – TERM 4

INDUSTRY AND COMPETITIVE ANALYSIS [ICA]
[Full Credit - Term 4 [2016-17]
Instructor: Professor Ranjan Das (PTVF)

Cap: 45 students

Schedule of sessions

No. Topic

ICA : Context & Overview

1  Strategy Development Process & ICA - An overview: [Ref. Chapters 1 to 8 of Michael
Porter’s book 1980
 Structural Analysis of the industry
 Generic competitive strategies
 Competition analysis and Market signals

2  Strategy Development Process & ICA - An overview: [Ref. Chapters 1 to 8 of

Michael Porter’s book 1980
 Structural analysis within the industry and Strategy Groups
 Industry evolution
ICA - Brick and Mortar Industries
3  Presentation by Students : Group 1: General Analytical techniques [Chapter 1 of
Michael Porter’s book]
 Case [Industrial products – metal container]: Crown Cork and Seal Company 1989
- 9793035
4  Presentation by Students : Group 2: Generic Competitive Strategies [Chapter 2 of
Michael Porter’s book]
 Case [Industrial products – PC Manufacturing industry]: Matching Dell – 9799158
5  Presentation by Students : Group 3: A framework for Competitor analysis [Chapter
3 of Michael Porter’s book]
 Case [ FMCG Industry]:Coke vs. Pepsi – 9706447

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