THE CASE METHOD
HOD
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The Harvard case method is the ultimate learning exercise of B-school. It practices the critical and thinking process of the B-student. It tells how much a B-student has studied the theoretical basis of business management as well as the eye for facts and details in the case. It is up for the student to sift through relevant facts and details in the case. There are no right and wrong answer in a case analysis. Its how the student builds up his facts, theories and arguments to arrive at a sound cogent conclusion. It also depends on the point of view of the argument / decision comes from. The student can’t get of case facts and point to current industry / company situation.
Case analysis is not pure problem solving as in case exercises in Math, Finance, and Operation cases.
SOME POINTERS / APPROACHES
- Determine your objective / hypothesis or point of view in the case. The point of view / objective determines the relevance of facts / data embedded in the case.
- Based on the hypothesis / objective / point of view SIFT through the data & Recitation of facts in the data (vomiting back in the class what is written) is a no no. (It is like eating your vomit)
1. What is the trend of data – steady, going north, going south, sideways?
2. What data is relevant?
3. What data is urgent? Critical - what needs to be settled first prior to solution of each problem.
5. Be ready to be
questioned further on: What are further causes of the data? Incongruence
of the data? Be ready na “malait” na “matuya” to be criticized.
- Be ready to verify when possible to do a plant / enterprise visit or interview the story teller in the case.
- A case is not as simple story as it may seen to be, as you feel off covers and disguises, and truth reveals to you in a moment of enlightenment and Eureka.
- It doesn’t matter to you whether a case is in finance, marketing, or operations for as long as you go through the process of critical thinking. To demand more cases in your field of specialization is a tendency to tread into the familiar and known. There is no further learning in what you already know.
- The purpose of MBA course and case method for that matter, is to train you to:
- Ask the right question.
- To get the right and relevant data
- Find the right cause.
- Solution/s
- The ultimate test of student’s critical thinking is whether he can make THEORIES, HYPOTHESIS or PRECEPTS on MANAGEMENT drawn for the experience on case – a new paradigm way of thinking. Theory X or theory Y do not apply to all. You have your own MANAGEMENT THEORY based on your skills and situation.
- You may wish to adapt. AIM approach to case after you have determined your objectives.
SPADA
Situation Analysis (Relevant Facts)
Problem Analysis
Alternatives Generation
Decision Analysis (Deciding on best alternatives)
Action Analysis (This the “tuya” “lait” portion where probing questions determine soundness of decision made.
- Read further on Learning to Think under the readings on Personal Mastery. Please understand very well sequential thinking, categorizing, logical thinking and critical thinking so that you will be well prepared for case analysis.
SUGGESTED BUSINESS PLAN FORMAT
(Writing a Winning Business Plan)
1. INTRODUCTION
There are at least a hundred business plan formats. You may wish to use any one of them. However, for our purpose, you are enjoined to follow the suggested (prescribed) business format to test the understanding of various entrepreneurial and other business concepts taught in the classroom.
The business plan is a story of how you intend to put up a business that will be communicated to investors, business partners, lenders, regulators and employees. It is a documentation of the plan, and a communication tool.
2. PARTS OF THE BUSINESS PLAN (from Trilogy of Enterprise
I. A. Business Concept and Business Model
B. Business Goals : VMOKRAPI
(Vision, Mission
C. Business Offering and Justification
II. Executive Summary
III. Business Proponents : Type, Capabilities and Contribution
IV. Primary Target market and Main Value Proposition
V. Market Analysis, Potential Sales, Realistic Sales, Market Share, Estimate based on External Analysis:
MAKRO Market – PESTEL
MICRO (industry) Market – Customer, Location, Competition
VI. The Product and Service Offering
(Concept, Design, Alpha Testing, Beta Testing, Evaluation)
VII. Enterprise Delivery System; Business Strategy and Competitiveness in relation to its Objectives (Desired Results / Outcome)
VIII. Financial Forecast: ROI, ROE, Contingencies
1. PnL
2. Cash Flow
3. Balance Sheet
IX. Compliance with Regulators
X. Exit Strategy / Contingencies
FURTHER NOTES:
1. Business Concept
It is the idea or abstraction of the product offering to a targeted customer group. It must be brilliant, unique, differentiated and “compelling”. It should be a product of a creative process – not a dry old concept. It must be innovative – NEW!
It can’t be a boring business, just like the others, a “me too” business, where everyone can be into. It must be specific while at the same time, not more than 50 words.
X NO NO – We are going to be in the food business, restaurant business
ü YES! - A floating Japanese restaurant located in a middle of pond with zen garden
- A bar in a tree house high above hills in Metro Manila or within a swimming pool
- A restaurant or river boat cruise (as in Lontoc)
X - We are in the footwear business
ü - Sandugo Business Concept – “Sandugo crafts ruggedly handsome designed sandals and slippers for adventurers, outdoorsman, construction worker who loves footwear that breathe well and do not wear easily.”
ü VENTE – “Vente sells trinkets, toy, knuckle cracks and all sets of wearable accessories to parents, teens, boys and girls in highly accessible mall location at one common price, Twenty (Vente Pesos). Vente caters to impulsive buyers and gift given on a budget.”
The business concept includes:
1. PTM (Primary Target Market)
2. Product / Product feature
3. Placement / Channels
4. Logic behind a product – why the product satisfies customers needs and vice versa. Why the customers need the product.
The winning business concept, (which is compelling) is delivered with a punch! The business concept briefly describes the essence of business in simple but powerful way!
2. The Business Model
How the business intends to make money? It is a combination of various business formula / elements on how the business will be run to make money. Does it posses by factors for success in that business?
The business model has to be dynamic because of competition, costs, customer and revenue pressures. (Please see Alex Osterwalder’s Business Model Canvass)
Basic Questions Answered under Business Model Portion
1. How will the business realize sale revenues and in what form?
2. What are the costs, how the costs will be met / managed to assure healthy operating margins, net income. What will drive costs up and how can they be reduced / managed?
3. What are the resources and processes needed to make the enterprise competitive and differentiated?
4. How will the enterprise obtain the financing to:
1. Finance its growth
2. Stay competitive
Recently, seven out of ten businesses tweak their business models to stay competitive and/or to compete in middle market. Previously, in the last 3 decades, strategy is the buzzword.
Model – car model
Strategy – how car is built modified
Tactic – how the car is driven
The statement of business concept and model excites the reader to read more, because its attractive and compelling!
3. The Business Offering – addressed to prospective investors.
1. The Test of Feasibility
2. Projected returns / participation by stake holder
The business offering should summarize proposed benefits to the stakeholders and the business. Thus, “If we can obtain additional investments loan of P 2,000,000.00 to beef up the working capital, the business sale will increase by P 10,000,000.00 and [ x sale/asset turnover, resulting in additional GP of P2M (assuming 20% GP/Sales ratio)] and P 500,000.00 additional net income or ROE of 25% (for #2).
Prior # 2, certain tests of feasibility / risks must be addressed:
1. Marketing Risks / Feasibility
2. Cash Flow Risks / Feasibility
3. Technical / Execution Risks feasibility (Manageable Execution)
# 1, 2 and 3 can be addressed by a compelling value proposition to assure the correct / right amount of captive markets risk. Thus BEP must be established and using conservative estimate as to whether break even can be achieved, given correct estimate of sales obtained for projected demand and competitive activities.
For investors, this portion is the TERM sheet.
1. How big is the offering?
2. Size of offering for investor
3. Nature debt, convertible debt, bonds, corporate PN, private placement, preferred stocks, common stocks?
4. Returns – ROE, ROI, PN rate, conversion, effect of debt to equity conversion.
5. Terms, when to redeem
6. Pretermination, if when allowed?
7. Security / Security Risks? How are they to be mitigated / addressed.
II. EXECUTIVE SUMMARY – Last to be written, 2 -3 pages and summarizes I, III, IV, V, VI and VII
III. BUSINESS GOALS (VMOKRAPI)
Vision, Mission
1. VISION – It is a futuristic image of a business expressed in concrete terms over a time frame.
No No:
To be the No. 1 ______________.
To be the No. 2 ______________.
To be the best _______________.
Better:
To sell P1B in Northern Luzon in 5 years time, (2x sales from its present level).
You must be able to chart / graph / picture map that vision. The Vision, as the business concept is, MUST BE COMPELLING!
2. MISSION – The basic purpose for setting up the business. It tells how the business conducts business; its values and philosophies and how it distinguishes itself from other businesses. It details how it satisfies various stakeholders, profit, people and placement and ever how it utilizes technology. It is the connerstone for running the business.
3. OBJECTIVES – are desired outcome / results of business, inputs, process and marketing setting up plants, purchasing equipment can’t be objectives. Objectives must answer the SMART criteria:
SPECIFIC
MEASURABLE
ACHIEVABLE (Doable)
REALISTIC (manageable, Capable of being executed)
TIMEBOUND
Objectives are the subdivision, cascading down of Vision, Mission
Four MINIMUM objectives of business (there can be more but for simplicity, the four are more than enough).
1. CUSTOMER OUTCOME - As a business is defined as an entity that creates customers and/on value for the customers, customer delight and satisfaction is at top of the list of business objectives. Customer satisfaction delight comes first! Customer is satisfied by Q, D, P in that order:
QUALITY
DELIVERY
PRICE
2. MARKET OUTCOME – customer satisfaction results in trial, repeat sales and more sales. Market outcome is expressed in terms of sales, market share, % increase in sales, etc.
3. FINANCIAL OUTCOME – More or less sales results in cash Flow, Gross Profit, Net Income, Turn Over, ROI, ROE.
4. JOB GENERATION AND EMPLOYMENT – Continued operation results in more jobs and employment that impacts society and reduces poverty. It may be just a consequence of doing business or deliberately pursued.
The level, size of goals are determined by the opportunity screen:
“KAYA BA?” – does the proponent have enough resources and competence to meet the objectives?
“KATUGMA BA?” – is the objective a perfect fit for the proponents motivation / passion?
4. KEY RESULT AREAS
They are subdivision of performance metrics for various objectives. (How the objectives vs. performance will be monitored and measured.
Thus:
For Customer Outcome:
Ø Customer satisfaction level
Ø Customer awareness of product
Ø Customer / brand loyalty / recall
Ø % of repeat sales
Ø %of migration for the brand
Ø Number of conversion from prospects to sale
In a hospital, they can be:
Number of patient vs. admission who get well
Number of patient who died; who were referred to the hospital
Number of repeat patients
What they like, don’t like in the hospital
For market outcome
Ø Sales No. Of units / peso value
Ø Sales / Region / Outlet
Ø Sales / Products / SBU
Ø Sales Growth
Ø Sales / prospect
Ø Sales / Sale
For Financial Outcome
Ø GP – ENIAT EBITDA
Ø Net Income - EBIT
Ø Liquidity : Quick Ratio, Current Ratio
Ø Cash Flow
Ø Leverage
Ø ROI, ROE / ROA
5. PERFORMANCE INDICATORS
They are the numbers that are spread out for the past and projected into the future at year. They are actual metrics number!
III. BUSINESS PROPONENTS (ORGANIZATIONS)
Their competencies and cash contributions. It answers the question:
1. Who will execute the business concept?
2. Can they do it in a successful winning way?
It describes cash and competency contribution of proponents. There are at least four groups involved in the organization of the new enterprise of people in the organizations:
1. Financial backers / mobilizers
2. Technology / process holders
3. Top management team / Board / Senior managers
4. Executives (middle manager, their competencies and experience)
1. FINANCIAL BACKERS / MOBILIZER – Because a new enterprise eats up a lots of cash at the start, the investors would want to know who else has deep pockets to sustain but out the enterprise. If the reader is technology provider, he would like to know if investors have lines of credit / back up while the enterprise gestates.
2. TECHNOLOGY AND INTELLECTUAL CAPITAL PROVIDER – Is the technology proven? Does it work? Can the new enterprise absorb the new technology? (Does it have the manpower capacity to absorb high tech).
3. THE BOARD OF DIRECTORS, THE PARTNERS AND ENTREPRENEUR – Do they have PIC?
PASSION – Gut and heart flame of entrepreneur
INTEGRITY – Do they have high moral character? Are they honest, do they keep their word?
COMPETENCE – Do they have sufficient business education, training, expertise to run the business?
Are they determined and will follow through the end? Do they have good judgement, creative and critical thinking? Are they emotionally mature to handle adversities.
4. THE MIDDLE MANAGER – Implementors. They should be capable and good choices in implementing the business concept. For this purpose, the character references and CV of the middle manager must be included.
The middle manager/ implementor, answers the manageable risk (execution) of the business concept.
For micro and small enterprises, the 4 groups are bundled into the entrepreneur. A higher degree of self mastery is needed for micro and small enterprise entrepreneur.
The entrepreneur is the financier, the boss, the repairman, operator, delivery boy, collector, the book keeper – “LAHAT AKO”.
The passion, the integrity and competence of the proponents must be thoroughly discussed.
V. THE PRIMARY TARGET AND THE MAIN VALUE PROPOSITION
This section of BP addresses the marketing risk portion. The business should have enough number of buying customer to absorb costs, and give enough returns for investors.
This should contain:
1. CUSTOMERS
1. Customer Profile – needs, wants vs. company products and service
2. 1. Demographics – age, income, religion, occupation, residence, all other manifestation.
2. Psychographics – motivation, preference, lifestyle, attitudes, (internal aspects of PTM).
3. Technographic – degree of expertise of customer in use of product especially if enterprise is involved in sale of high technology product / service.
2. SIZE AND LOCATION OF PTM
1.
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Are there enough PTM?
2. Where are they located?
3. Next resort is to resort to first hand research
1. Customer survey
2. Customer observation
3. FGD UAI
e.g. Traffic Food Cart
- Thru GSM La Tondeña, SMB markets / promote in street dancing
- Realtors leaflets in mall
- Casinos pick up players in mall through free shuttle service
3. MAIN VALUE PROPOSITION
It is the “compelling reason” why a PTM buy the product or service. It has 4 components:
1. Captive Market – community of buyers who desire / buy the products. Thus, debts, credit card for women, loyalty card (SM Advantage, Batang National) or Mercury’s Suki card are ways of capturing a market to buy again.
2. Affordability – the right price for the right quality. The price is competitive versus competitive product. Because it is affordable the customer has no choice except to buy the product.
3. Real Value for the Customer – the product is a perfect fit to customer wants and needs. It could not ask for more. It is superb. The customer is satisfied delighted. With all product benefits and customer service.
4. Uniqueness and Differentiation – the product is a stand out! Quality and delivery are flawless! It is not a me too product service. It could be bankers dozen (13 or 14 pieces). Fresh hot product, exquisite taste, heavenly ambiance. It pampers the customers.
1. To arrive a market estimate, macro environment change must be quantified. Thus simply stating RP population in 2011 will be 94 million is meaningless; (there are more females than males in Metro Manila – also meaningless!).
2. Select / prioritize the MACRO opportunity that has direct more impact on the enterprise, (as verified with existing business result). Thus for many hospitals, there are with greatest input is not life style disease, and morbidity and mortality. But increasing payment for Philhealth and HMO (many hospitals experience Philhealth payments do be at 60 – 70% of total revenues. The one that has greatest impact are OB Gyne, and eye operations admission is not high birth rate, or high incidence of cataract, but generous reimbursement for Philhealth of CS and eye operation.
3. For the Industry
1. Identify the various industry segment. E.g. milk – infant formula, diebetics liquid milk, powdered milk, ready to drink powder. (For electricity generation, transmission, distribution). (For oil industry: exploration, drilling, refinery, distribution, retail).
- Sales / industry segment
- GP / industry and attractiveness
2. What is the historical supply and demand?
3. What is the forecast – will industry variable remain or change?
4. What is the impact of PESTEL on the industry?
4. For the market (specific industry segment)
1. What are the major factor affects supply and demand?
2. What are the common variables:
1. Common – number of people needing the product
2. Variable – sex, age, preferences
5. MICROMARKET – the PTM
Concentrate on PTM where you are in. Compare factors for your enterprise.
YOU
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Major Competitor 1
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Major Competitor 2
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Major Competitor 3
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1. Competitive Advantage
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Product
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Price
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Promotion
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Placement
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Process
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Location
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2. Business Model
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3. Strategies
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4. Technologies
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5. Weaknesses
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The sales forecast can be derived from potential demand computing for actual demand, subtract competition sales and project a conservative share of the micromarket within the location.
VII. THE PRODUCT (POSITIONING)
1. What is the product / service
1. Feature attributes – real value to customers
- uniqueness / differentiation (advantage vs. major competitor)
- perfect fit to customer needs and wants
2. Price – affordability
3. Earth / People Friendly –safety / non toxic / non polluting
- recyclable
- compliant with regulation
2. Testing
1. Alpha – in the plant / laboratory
2. Beta – in the market place
3. Motivation – compelling reason why customer should buy the product (summary of MVP).
4. Manageable Execution
1. Available sales / distribution channel – ease of distribution and selling and costs attribute to such.
2. Ease of promoting / selling the product.
1. Available media for ads
2. Sales training / selling effort needed
5. What is the product positioning
VIII. ENTERPRISE
1. Strategy
2. Program to achieve strategic objectives
3. Activities
4. Tasks
5. Resources needed to achieve
1. Strategy is the making the choice of possible options to meet strategic objectives: satisfying customer wants and needs, achieving sale target (and beating competitors) and reaching desired financial outcome covering.
1. Correct positioning
2. Differentiating for competitors and being unique.
3. Defining competitive advantage vs. major competitor
4. Defining the sustainability of enterprise.
It is using available resource to meet objective (nothing more nothing less).
EDS
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INPUTS
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THROUGHPUTS
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OUTPUTS
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MATCHING
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OUTCOME/RESULTS
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OBJECTIVES
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MEN
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PROCESS
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PRODUCT
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MARKETING
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OBJECTIVES
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MACHINERY
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CONTROL
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SERVICES
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P'S OF
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CUSTOMER
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MONEY
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SUPERVISION
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MARKETING
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MARKET
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METHODS
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TECHNOLOGY
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FINANCIAL
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MANAGEMENT
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JOB GENERATION
EMPLOYEE WELFARE
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(Defeat competitors
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delight customers)
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2. Another way of looking at it will be to look at HR, Operations, Finance and Marketing and how the unique, affordable, valuable product will meet customer needs and wants, at an affordable price.
3. Everything results in high customer satisfaction, high sales, better profit, more highly motivated staff and competitiveness of the enterprise.
4. EDS is the longest part of the Business Plan. It must be written in long form. It proves, presents evidence how the enterprise can meet is desired outcomes.
PERSONAL MASTERY
By Dr. Ed Morato
BACKGROUND:
- According to Socrates: “Know thyself”;
- Sun Tzu said: “Knowing thyself, knowing thy enemies, 100 battles 100 victories. So, with this, it is said that as a practice you must always look at yourself in the mirror;
- In Culture of Execution, the #7 rule is “Self Mastery”.
OBJECTIVES:
- To increase number of Book Reports;
- To up the quality of thinking, doing, feeling, intuiting, communicating, leading and being in the organization.
A. WHAT:
Mastery, being a guru, involves learning and practice. Without learning (theory
or practice) there could be no mastery. Mastery is equivalent to being a guru,
where a guru an elder, who is repository of all knowledge in a certain trade or craft
transfer knowledge to an apprentice.
This is linked to our belief on LEARNING which states: “Learning – we will keep
abreast of the world’s best practices in business management and organization.
Everyone must learn one new thing a day.”
B. SEVEN (7) MASTERIES
1. Learning to THINK
2. Learning to DO
3. Learning to FEEL
4. Learning to INTUIT
5. Learning to COMMUNICATE
6. Learning to LEAD
7. Learning to BE
1. LEARNING TO THINK
What is to be learned? What we know?
- RATIONAL OR SEQUENTIAL ANALYTICAL THINKING
- Classification and Categorization
>Use of matrices
>Use of graphs
- Sequencing and Ordering
2. LOGICAL REASONING (Cause and Effect)
> CAUSE AND EFFECT – Linear (Single Cause)
- Multiple / systemic Cause "Effect
> LOGIC (Arguing)
1. Arguing from universal to particular (deductive)
2. Arguing from particular to universal (inductive)
> PREDICTION – an idea is connected or predicted to another because
they are related (affirmative statement)
Cancer <=> Smoking
Government <=> Welfare / low and order
> NEGATIVE STATEMENTS – disconnect ideas, denies relationships
e.g. not all businessmen are entrepreneur
businessmen ≠ entrepreneur
poor people ≠ good
> COMPARISON – similarities and differences are compared. It is about “what is good for garden is good for goose.”
“If it you were wrong now / dishonest; would you not be dishonest then?”
> ARGUMENTATION – it is based on two factors:
1. Sound premises
2. Validity of Logic
e.g.
1. Statements which are sound can lead to wrong conclusion because connection which ties the two are wrong.
For example: 1. A hippopotamus is a mammal;
2. A hippopotamus can crush you to death.
The two statements while true are unrelated and therefore conclusion is illogical.
2. Two false statements can lead to right conclusion.
“If ship had wings, then they could fly”.
3. Conjunctive Statements – The truthfulness of two statements cannot be separated from one another.”
“Mr. Ralph Ante is a professor of AGSB”
“He teaches Operations Management at AGSB”.
We can conclude that students taking up MBA at AGSB and taking up
Operations Management will get Mr. Ante as their professor.
4. Disjunctive Statements – these are the statements that mutually exclusive from one another. If first statement is true, then second statement cannot be true.
Joan Reyes either graduated with honor or not.
Honor students are qualified for scholarship.
5. Conditional Arguments – if first conditional statement is true then second statement is true.
If you sell 100% then you get incentives.
6. Syllogistic Statements – certain true statements are major premise (B) a minor premise (A) and conclusion (C)
A is part of B, and therefore A is part if fact.
Call Centers (B) accepts high school graduate
Allan is (A) high school graduate
Therefore, Allan can apply at Call Center
- CRITICAL THINKING
It is questioning problems that do not have right or wrong answers. They
are complex problems because stakeholders or viewers will be varied point of view on the problem and there are range of options whereby priorities are difficult to determine.
1. Set of right questions that must be asked:
1. What is the objective?
2. What are the possible options / strategies?
3. What significant variables, facts that are relevant / important to the problem?
4. What are the data evidence that challenge the assumption / alternative?
5. Which of the set of alternatives are most likely to deliver results?
6. Review of critical thinking process – finding argumentations / conclusions.
1. Was the process correct?
2. Were data true?
3. Was logical reasoning valid and sound?
4. What can we do if things go wrong?
· Five (5) screening devices or data (for #4)
1. Magnitude – trends, patterns, cycle of data
2. Relevance – is data related to accomplishment of objectives?
3. Importance – ranking of data in relation to objectives.
4. Urgency – these are critical facts which must be prior accomplishment of next task.
5. Doability – realisms – can the proposed solution be done; is it grounded on firm ground?
- CREATIVE THINKING
Predisposition in our mind that would be experienced in numerous ways; while critical thinking is convergence of reality in its essence (internal logic) creativity is “divergent” or exploding into many wonderful possibilities.
- ASSOCIATIVE THINKING
Related to mind mapping. Instead of taking notes, mind maps are listed from central concept using pictures, colors and words. Mind mapping can be used to free the mind so that it can associate freely.
- SYSTEMIC THINKING
We can’t think linearly. Many factors simultaneously impact results.
There are two types:
Closed – like ecosystem or human body
Open – relationship of open environment to systems that are closed (like human beings)
· PARTS OF SYSTEM
1. Purpose / Objective
2. Input
3. Throughput
4. Output
5. Human Aid / Information Aid
6. Environment
7. Catalyst
- INTEGRATIVE THINKING
Ability to put together various multiple broad spectrum issue into a coherent whole. This is POLICY MAKING.
Policy Making hinges on PESTEL + Moral, Religious, and Cultural Mileu
2. LEARNING TO DO
1. Before doing
2. Learning while doing
3. Learning after doing
3. LEARNING TO FEEL
This is about emotional intelligence / maturity. It is emotional maturation. It is growing in wisdom and grace.
1. They saw we have two minds (Daniel Goleman)
a. The rational conscious is able to reflect;
b. But alongside is the more powerful, impulsive, illogical emotional mind.
2. Emotional Intelligence (EI) refers to:
1. Capacity of person to motivate himself in the face of frustration;
2. To delay gratification and control impulse;
3. To regulate ones mind and keep distress from swamping ability to think;
4. To empathize and to hope.
3. Emotional authenticity – we admire people who are sincere, true but not abrasive or insensitive.
4. Mastery of adverse situation
1. Rage 4. Grief
2. Fear 5. Despair
3. Shame
People who are unable to master adverse situations can not get over them, commit crime, suicide or perpetually despair or even think of death.
John T. Cacioppo discovered that brain responds strongly to negative rather than positive events. This explains why people who are able to manage adversity become successful in life.
Dr. Paul Steltz Adversity Quotient at Work says that successful entrepreneurs who had suffered setbacks in life coped with adversity well and proved themselves.
5. Secret of Performers
Dr. Morato observed that performers have eight (8) qualities:
1. They are self – starters and easy to motivate;
2. They do not give up easily. When criticized, the operant word is to “improve next time”;
3. They adapt easily to new assignments;
4. They are able to work well with other people;
5. They are confident they will finish the task and ask help when necessary;
6. They look at present for training in the future;
7. They have sense of LOYALTY and GRATITUDE;
8. They have insatiable desire to EXCEL.
Emotional Intelligence, Empathy enables us to navigate office politics well, to manage conflict, to sell to customers and be forever motivated.
4. LEARNING TO INTUIT
This is the sixth sense. Included topics:
1. Card Reading
2. Clairvoyance
3. Third Eye – seeing things that other’s can’t see
4. Dream Interpretations
5. Access to Beyond. To predict future outcome.
This is gut feel. Not to many people have this traits. Very few people have this gift.
5. LEARNING TO COMMUNICATE
> Only 25% of what is heard is retained/remembered; of that, 50% is retained during the month;
> Communication is the bridge between thought and action;
> “I hear and I forget, I see and I remember, I experience and understand” Old Chinese proverb
1. From Aristotle - three(3) components of good speech
1. Logos - facts and premises well laid out and good logic;
2. Ethos- communicator’s status, prestige, bearing, competence capability and integrity.
3. Pathos - emotional rapport of communicator with audience.
2. Sending Messages:
1. Sender must have clear idea of what he wants to say;
2. How to say it; what is understood- 10% word. 50% comes from body language and 40% comes from tone of voice ( face to face communication is important);
1. Determine receiver’s willingness to listen;
2. The filters to receiver should be decoded;
3. Sender must carefully craft words, tone voice to fit receiver;
4. The facial expression of receiver must be weighed as the message is delivered.
Otherwise there is miscommunication, mistrust generates miscommunication.
3. Focus is on how the message should impact the receiver:
1. His background;
2. His perception;
3. His bias.
4. When you write letter or talk, know / determine how the receiver would
respond.
1. What would audience want to hear / know;
2. Determine psych of audience: psychographics / demographics:
1. ABC – focus on celebraty issues
2. CDE – are interested in tidbits, showbiz, stories, scandals
3. Wear the hat of receiver / audience. Determine his point of view;
4. Get at the slant of audience;
5. Design a speech with the right content, length to mesmerize the audience. Seven time tested lessons:
1. Start with great opening statement: a joke, a puzzling question, a challenge;
2. End with a bang. A call to emotions. Make them laugh or cry;
3. Resonate with the audience experience;
4. Say something unique;
5. Emphasize / highlight major points of speech;
6. Be vibrant and infectious. Vary tones, rhythm, melody, tempo, etc.
7. Be sensitive to audience. Be politically correct. Avoid remarks offending sex, age, culture, beliefs, religions.
5. Corporate Communications
1. To avoid miscommunications, all messages / communications must be properly received, transmitted, understood, and accessible to all.
They must be stored filed according to:
1. Source
2. Chronological order
3. Urgency and importance
4. Clarified if not understood
There is a tendency to be flooded with e-mail and text messages. Be curious, pay attention to E-mail, text that ASK FOR ACTION!
6. LEARNING TO LEAD – assuming greater responsibility and accepting accountability
for others. It is rising to level of we; being a man for others.
1. TRAITS
a. Ability to elicit respect, loyalty and commitment of people;
b. Higher level of competency in chosen filed (technocrats, academician);
c. High level moral ascendancy as charismatic or spiritual leaders;
d. Highly altruistic and other centered;
e. For those leading organization with conflicting objectives, he must be able to balance the objectives and/or sell his strategy;
f. Organizations insist on legitimacy of leaders – qualifications.
2. LEADERS VS. MANAGERS
MANAGER LEADER
1. Operators - make sure they Innovators – redefine industry,
have right and efficient people change business environment,
to run jobs / operations. add/introduce new products
and services.
2. Motivators – they bring Transformers – they inspire performance of people to new people to be leaders themselves.
heights.
3. Short term strategists Long term strategists
4. Stationary Pillar of Strength Dynamic Wheels of Fortune. They are flexible and adapt to dynamic environment.
5. Output Oriented They are value drivers. They leave legacies (Value + Innovation).
6. Organizational Designers and Nurture Organizational Culture
Developers (Permanent, long lasting)
7. They go for efficiency, effectiveness He generates empathy,
and economy. enthusiasm and enlightenment.
3. MUST HAVE FOR LEADERS
1. They must have the ability to lead. Must be role model and inspiring. Ability to communicate, ability to relate to people, to listen, and ability to rally followers / mentees.
2. They must take on added responsibility of transforming a student / mentee
into a leader.
3. High IQ, EQ, high intuition, high adversity quotient, creativity and integrative
thinking.
Academic and business leaders must be willing to train future leaders with full willingness and dedication.
7. LEARNING TO BE
It is a lifetime challenge to be the best person you can be. The nearer you are to you realizing the farther you seen to be the best. The more you discover yourself, the more you see a joyful plethora of possibilities.
It is not a destination but a journey.
“The moving life moves on and having lived moves on.”
You can’t really be the best but someone aspiring to be the best.
1. WONDERMENT – “It is a wonderful world”.
You must be a child again. You must approach life with an open mind.
“The purpose of education is replace an empty mind with an open one”
“It is making numerous changes, improvements of drafts, proposals.”
“It is trying to make your old self obsolete. It is exploring new fields especially ones you are not familiar with. It is being intrigued by something new.”
“It is living curious” (National Geographic)
“There is a great desire to conquer through questioning.”
2. WORLD VIEW (Gestalt)
It is an attempt to go beyond the ordinary and have a wider perspective about life (humanities) religion, art and science.”
It is going beyond myopic world view. It is being against the saying, “to a worm in a horse radish the world is the horse radish.”
It involves wider perspective and understanding of other culture, tradition and beliefs, going beyond small words/worlds and beliefs.
3. WISDOM
We, as we grow accumulate a number of cognitive templates (according to neuron scientists Elkhonous Goldberg). The future challenges on you with only slight modifications of templates. Old minds see recurring patterns rather than new problem solving techniques.
We see, as we grow old instant solution without much effort and call it wisdom. Goldberg observes that older people tend to use more of left brain, the logical sequential portion than the right brain (if creative spatial visual). This works versus older people because they tend to be conservative and lives in the past.
Wisdom involves opening ones mind to new ideas and challenges and discover new insights as we grow older.
4. WAY OF SPIRIT
This seeks to understand universal values that defines humanity and makes us children of God. It is way of spirit. It is understanding commonality of religion rather than their differences.
1. Taoism – “The aim of each person is to attain internal integration and harmony”. A Taoist must be in constant state of self transcendence to be one with the world.
2. Confucianism – “to seek knowledge to strengthen mind and will”. A Confucian is covered with growth in self respect, magnanimity, good faith, loyalty, diligence. He is equally concerned with self-growth but equally in building relationship (guanxi?)
3. Buddhism – Life is seen as dynamic becoming instead of being. It consist of following Eightfold Path: View, Intention, Speech, Action, Livelihood, Effort, Mindfulness and Concentration.
4. Hinduism – most human of all belief contains vast flexible, ethics center of which is truth, goodness and righteousness. Sensory life is transitory and meaningless. A Hindu must be compassionate to all and must be at ease with polarization of life, pain and pleasure, evil and good fortune.
5. Islam – Koran has 3 messages:
1. Doctrinal (persons place in reality);
2. Metaphysical message about absolute;
3. Doctrinal about life existence and meaning.
Highest Islam virtues are alms giving, hospitality, kindness, respect and deep feeling of community.
6. Judaism – man is created according to image and likeness of God. Man is constantly tempted but he is good. Thus there are Ten Commandments. There is suffering, pain, despair. But Jews are advised to live life fully and joyfully. They are told to believe in life and love giving.
7. Christianity – God so loved the world that He sent His begotten Son to save it. There are two great commandments: To love above all, and neighbor as self. Internal essence of Christianity is faith, external manifestation is love.
Spirituality can be attained beyond religion by serving family, community and country. There can be no spirituality without love of country. We are constantly moving towards a world where there are underprivileged, poor, needy and disabled. We are being aware of our ability to change life of other people on planet.
5. WILL TO LIVE
It is vivid vision of self in the future. There is always a constant assessment of life’s strength and weakness so that it can be improved.
The exercises:
1. Life review mapping exercise – low and high points in life.
1. What proceeded or followed those and high points, could they have been foretold, or impact reduced. What did they reveal about me?
2. Is there a pattern – is it improving? Is it deteriorating?
3. What lessons did I learn? Did they instill values in me?
4. How can lessons in the past create bright future for me?
EXTREMELY HIGH
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LOW
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EXTREMELY LOW
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0
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5
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10
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20
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30
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3. Life Projection Exercise
Try to project your life to very end. What would your friends, family say about you? What amazing feats would you have achieved. What would lead to surely an end point?
EXTREMELY HIGH
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EVENTS
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What would your friend and
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family say?
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HIGH
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What have you achieved?
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LOW
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EXTREMELY LOW
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End of my Life
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FUTURE YEARS OF MY LIFE
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3. WHO AM I?
“What do I really want in life.”
“What is my life vision?”
“What talents, attitude must I develop to attain my mission / vision?”
Do the three (3) exercises every quarter or semester. See if you accomplish your projections. See if you are improving.
ATENEO DE MANILA UNIVERSITY
COURSE SYLLABUS
NEW ENTREPRENEURSHIP
(Innovating and Competing in the 21st Century)
2011
Rockwell Campus
MASTER IN BUSINESS ADMINISTRATION
NEW ENTREPRENEURSHIP
(Innovating and Competing in the 21st Century)
COURSE TITLE: NEW ENTREPRENEURSHIP (New – Prenuership)
COURSE DESCRIPTION:
Traditionally, entrepreneurship is understood to be just putting up new business and that the term does not apply to corporate setting. The course addresses the problem that a start up entrepreneur faces – to have a me-too, just like the other hundred businesses in the same market, competing for a shrinking market. At the same time, the bosses of big business, awash with cash and basking in their past success and glory think nothing could go wrong, become lax and suddenly find their sales and cash flow shrinking.
The course emphasizes that a business must be new, and if it is old, it must rejuvenate its products, process, markets and the way it does its business. Customer demands, needs change, industries change and businesses and its leaders must rapidly adapt to this rapidly changing business landscape. To stand still is to invite death of the business.
Some of the areas that the course addresses:
1. The vision of the business must be compelling. It must be owned passionately by the owner. It must be forceful enough to marshal the organization, stockholders and the market to believe in the business.
2. The business model must be carefully and thoroughly scrutinized and analyzed. Most companie (now seven out of ten) innovate their business models to tap the bottom of the pyramid and middle market especially in the emerging market. The business models need to be changed. You cannot run 200 kmh on a business model designed for 80 kmh. Yet, some companies insist on competing in new markets with aged and tired business models.
3. Innovation, creativity, invention play important role in entrepreneurship. “Ideas are fine but execution is a bitch.” It is also true that old businesses and its leaders run out of fresh and original ideas. Idea fruition is not taught elsewhere.
4. The product must have main value proposition that must likewise be compelling (like the vision) to its captive market, providing real value to customers; and is either affordable or unique or both. You cannot come out with a tired and expensive product. It must be within the reach of its primary target market and must be unique.
5. The purpose of strategy, (choice of means to achieve objectives) is to please the customers / (PTM) and defeat competitors.
6. To be differentiated and for a business to succeed, objectives must be starting point of all planning. “Begin with end in mind”. This is a weak point for many businessmen who think that putting up a plant and/or other inputs are objective. Sales results, financial results are.
7. Personal mastery / HR is an important aspect of many businesses differentiation. Many businesses now did not exist 5 years ago. The new entrepreneurs of 21st century created them.
Business must look not only change its products for differentiation but on new satisfactions of customers and new business models: key resources, key process; and its leadership. The course will touch these new subjects.
COURSE OBJECTIVES:
1. To give students a new understanding of entrepreneurship.
2. To outlast crisis in business world via entrepreneurship.
3. To change mindset / paradigm / practices / professionalism of student even in medical world – to be “entrepreneurial”.
4. To encourage MBA students to consider being a boss – business owner.
5. To prepare students to do an extensive interactive paper research and analysis / synthesis, in anticipation of Strama.
COURSE OUTLINE:
If you are doing Strama, you will find out some concepts are similar. You must use the prescribed format for the Business Plan.
TITLE
|
ACTIVITY
|
SESSION
| |
Mastery of Self
|
IQ
EQ
Attitude
Leadership
|
1. “I am the Best”
2. Submission of learning Agreement
3. Creativity / Innovation exercise
|
1 – 3
|
Mastery of
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Seeking
Screening
Seizing
|
Macro Analysis
Micro Market
· Location
· Competition
· Customer
Serendipity Walk
|
4 - 7
|
Mastery of the
|
Jeopardy Game
Case Analysis
Entrep Talk Visit
|
8 - 10
13 - 14
|
GRADING COMPONENTS:
WHO
|
COMPONENT
|
WEIGHT
| |
Individual
|
Attendance & Recitation
|
5%
|
1 hour late = 1 absence
1 absence = 0.75%
|
Individual
|
Factors Paper
|
5%
|
What factors I do / don’t posses that make / do not make me a Business Entrep (not less than 3 pages). You can do a self assessment available from the internet. Do a thorough self analysis.
|
Individual
|
Business Plan
|
20%
|
Paper on planned enterprise, complete with opportunity screening, seizing, marketing plan, operational plan, financials, timelines, exit plan.
(not less than 40 pages, due on the 4th week after the semester ends)
|
Individual
|
Special Report
|
10%
|
10 minutes power point on assigned topic. To be uploaded at slideshare
|
Individual
|
NU 12
|
10%
|
Journal of what new opportunities the student saw at work or personal life, cases or readings. The focus is opportunities and innovation.
|
Individual
|
Case Analysis
|
10%
|
Assigned Cases. Use the SPADA outline (Situation, Problem, Alternatives, Decision, Action).
This is mostly orals. See notes on Case Analysis.
|
SUBTOTAL (Individual)
|
60%
| ||
Group
|
Entrep Visit / Talk
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10%
|
Entrepreneur Talk in the classroom on his/her life’s up and downs, and advice to the class. (not more than 30 mins, and 30 mins. For Q & A).
Describe how he started the business.. Did he undergo the three masteries? Did they do the opportunity seeking, screening and seizing?
Automatic grade of 4.0 for the group if the entrepreneur comes to the class
|
Group
|
Micromarket Analysis
|
5%
|
Please See notes on Assignments.
|
Group
|
PDQ of microenterprise
|
2.5%
|
Please See notes on Assignments.
|
Group
|
New Illegal Activity
|
2.5%
|
Plan how to execute a new crime. It must not have been done before. Act it out if you must.
|
Group
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Creative Activity I
New Product Design
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5%
| |
Group
|
Innovation 2
Product Prototyping
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5%
| |
Group
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Innovation on Business Process
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5%
| |
Group
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Analysis of business concept models
Positioning of existing business
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5%
| |
SUBTOTAL (Group)
|
40%
|
TOTAL : 100%
Nota Bene: It is the responsibility of the student to read and understand the assignments, the weights and the criteria of the grade. The professor will not entertain queries on text and e-mail regarding the assignments, nor shall the alibi that the class coordinator did not inform them of the assignment.
SUGGESTED REFERENCES:
1. Attitude is Everything by Jeff Keller
2. Breakthrough Thinking by Hibino
3. Direct From Dell by Michael Dell
4. Go Negosyo by Jose Concepcion III
5. High Output Management by Andrew Grove
6. Intellectual Capital by Anne Brooking
7. Lateral thinking by Edward de Bono
8. Mind Mapping by Tony Buzan
9. Profit with Honor by Daniel Yankelovich
10. Secrets of Entrepreneurial Success by John Gokongwei
11. Techniques for Innovation by Anthony Gordy
12. The Millionaire Next Door
13. The Mind of The Strategist – by Kenichi Ohmae
14. The Portable MBA in Entrepreneurship by William Bygrave, latest edition. New York
15. The World is Flat
16. Business Model Innovation by Alex Osterwalder
17. Blue Ocean
18. Purple Cow by Seith Godin
19. Free by Chris Anderson
TRILOGY ON ENTREPRENEURSHIP by Dr. Ed Morato
INNOVATION AND ENTREPRENEURSHIP by Peter Drucker
CASES AND OTHER READING
Nota Bene: Please acquire the textbook by Dr. Morato, the Case Book and the Syllabus.
ASSIGNMENT NOTES
PDQ OBSERVATION (Group)
Even a mundane business like “Taho”/BBQ conformes to matching of product (output) to customer wants and needs. Otherwise you can’t have a saleable product, an enterprise observes certain measures / procedures to ensure that product satisfies customer. “Taho” must be pure otherwise it will not congeal. After a certain time, it is no longer “Taho”.
DETERMINE the input / throughput (process) so that a product satisfies customer.
SUGGESTED MICRO ENTERPRISE
1. Turo-turo
2. Banana Q
3. Fish Ball
4. Hot Pandesal
5. Lugawan
6. Barbeque
7. Adidas
8. Jollijeep
9. BarbeQ
10. Others – Sago / Gulaman / Hotdog
2. GROUP CREATIVE ACTIVITY 1 – New Product Design / Concept (5%)
Using word algorithm, lateral thinking, or other Right Brain Thinking method, the group will look at their own/third party product and design on improvement. The new design must be compelling to the PTM, have solid benefits and affordable. The design / report must contain:
1. Drawing, concept
2. Bill of materials / CGS (affordability)
3. How to produce the product
4. Product objective:
1. How does product meet customer wants and needs?
2. How does it defeat competition?
3. How it is unique?
Analysis of product versus competition (2 or 3) on certain key attributes. What will be the new positioning?
3. NU 12 (10%) New 12
New 12 is a practice set for creativity / innovation while difficult in the beginning 12 exercise sharpens the mind to create and innovate. Creativity is thinking of new idea / things, innovation is doing new thing. “Deep practice develops talent” – Dan Coyle.
SESSION
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TOPICS
|
# 2
|
New attitude / paradigm
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# 3
|
New spending habits / routine
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# 4
|
Professionalism – new work, methods, practices
|
# 5
|
New processes at work , study
|
# 6
|
New products / product improvements
|
# 7
|
New business ideas
|
# 8
|
Serendipity walk – take a walk along a busy street near you. List down as many business opportunities you can think of. Just list down.
|
# 9
|
What pisses you off at the mall? What do you suggest?
|
# 10
|
What pisses you off at the neighborhood? What do you suggest?
|
# 11
|
What pisses you off in your office/ What do you think must be done?
|
# 12
|
What pisses you off at AGSB? What must be done?
|
GROUP INNOVATIVE ACTIVITY 2 (5%)
From Group Creative Activity 1, the group goes to test of doable execution. The group must be able to come up a working model of new product that met PTMs need and wants; that resulted from Creative Activity.
GROUP CREATIVE ACTIVITY 3
Look at the current business concept / model of a target enterprise. Examine how you can innovate on any or all of components of business model, so that the enterprise can be competitive:
The CVP (Customer Value Proposition) Key Process
The Revenue Model Key Resources
4. MICRO MARKET ANALYSIS (5 pts) Group
This is group observation work when students see first hand the three factors of MICRO MARKET analysis at work: CUSTOMER, LOCATION, and COMPETITION.
Go to a mall and observe:
1. One fast food vs. another (Wendys vs. Jollibee vs. McDo.). Other variants…
a. Chinese restaurant
b. Steakhouse restaurant
c. Coffee shop
d. Pizza
e. Turo-turo vs. another point-point
f. Fine dining
2. Describe / observe the following:
o CUSTOMERS – people – age, sex, occupation
- behavior – what do they order? How long do they stay?
- occasion – what’s the occasion of visit to the enterprise?
- and other relevant observable behavior
o LOCATION – describe location vs. traffic flow, pedestrians, prevalent activity and area – commercial, industrial, etc?
- how does location affect customer profile?
o ESTABLISHMENT – menu – Product / Price
- level of service – Caring? Attentive? Lousy?
- speed of service – (delivery) Slow? Fast?
- Facilities
N.B.
An internet research does not qualify for this assignment and gets 0. This paper is result of pure unadulterated observation.
GROUP CREATIVE ACTIVITY 4 - New Process / New Profit (5%)
Examine a target business / enterprise. Look at present enterprise, process and plan / draw new process that will result in change in following metrics objectives:
1. New customer satisfaction delight
2. Lower costs – SP – Higher Profit
3. Better product quality (less rejects/breakdown)
4. Faster turn-around time, queuing
Or examine product lines / value chains of the company determine where costs, increase in GP, velocity, turn-over, better value à GP can be achieved!
NEW ILLEGAL ACTIVITY
Plan a new crime that has not been done before. It must be outlandish and totally new. The victims will not know what hit them and police can’t detect catch who did it.
NEW ENTREPRENEURSHIP
I. Course Outline
A. Introduction
1. Entrepreneurship ≠ risk-taking ≠ starting a business
2. Characteristic of entrepreneurs
3. US, Filipino Entrepreneurs
4. 4-Brain Thinking by Hermann
B. Self Mastery
1. 7 Masteries – What businesses look for in MBA Grads
2. Learning to Think
a. Categorizing
b. Classifying
c. Cause and Effect, Sequencing
d. Syllogism
e. Critical Thinking – Case Method
f. Creative Thinking
i. Lateral Thinking
ii. Thinking out of the Box
3. Learning to Intuit
4. Learning to Feel
a. EQ
b. Adversity Quotient
c. Empathy, Sympathy
5. Learning to Lead
6. Learning to Do
a. Before doing
b. While doing
c. After doing
d. Strategic Execution - KISFREK
7. Learning to Communicate
8. Learning to Be
a. Wonderment
b. Spirituality
c. Various Philosophies
i. Sun Tzu
ii. Fan Li
iii. Bible
d. Will to Live
C. Innovation
Distinguish among:
· Creativity
· Innovation
· Invention
· Entrepreneurship
1. NU 12
a. Opportunity Seeking – PESTEL / Micromarket
b. Screening
2. Types of innovation
a. Organization
i. Processes – (what pisses you off)
ii. Paradigm
b. Products / Features
i. Markets
ii. Satisfaction
iii. Demand
c. Differentiation
i. Business Model
ii. MVP / USP
1. Compelling
2. Captive Market
3. Uniqueness
4. Social Benefit / Value to Customer
5. Affordability
iii. Product – “purple cow”
d. Profits
e. Megatrends
i. Social Entrepreneurship
ii. BOP / UN 3rd Millennium Targets – Jeffrey Sachs
f. Source of new Profits
g. Markets – Blue Ocean
3. Creativity
a. Brainstorming
b. Lateral Thinking
c. Word Algorithms
4. Opportunities
a. Seeking
i. Macro – PESTEL
ii. Micro
1. Customers
2. Competition
3. Location
iii. What pisses you off
b. Screening
i. 3 K
ii. 12 R
c. Seizing
i. Three feasibilities
ii. Business Concept
iii. Business Offering
iv. VMOKRAPI
v. SPATRES
D. Application - Writing a Winning Business Plan
1. Business Concept
a. Differentiation
b. Business Model
c. Know what you want
i. Business Offering
ii. VMOKRAPI
d. Passing Four Tests;
i. Break-Even
ii. USP MVP Test
iii. Cash Flow Test
iv. Execution Test
2. Business Organization
i. Financial Backers
ii. Technology Owners
iii. Board of Directors and Top Management
iv. Executives
3. PTM
a. Slicing the Market
b. Customer NEEDS and WANTS
c. Value Creation (Shared Value)
4. Estimate of Market Size
a. Opportunity-Seeking
i. MACRO – Industry, Market
ii. Micro – Location, Competition
b. Opportunity Screening – 3 K / 12 R
c. Economies of Scale as antidote to risk
5. Product Offering, Testing, Justification / Positioning
a. Design
b. Vs. Competition
c. FGD / UAI
6. SPATRES / EPS – to defeat competition, to differentiate
a. Strategy
b. Meeting Outcomes / Results
· Customer
· Market
· Financial
· Jobs
E. Other Related Topics
1. Larry Farrel – Corporate Entrepreneurship
2. Handling Adversities
a. Fraud / Thefts
b. Labor / Legal Problems
c. Marketing / Competition
d. Dying Market
e. Taxation / BIR, Government Regulations
3. Social Entrepreneurship
a. BOP Marketing
b. Social Business
Grameen Bank / other business
Aravind Bank
R2R
Human Nature
c. Corporate Shared Value vs. CSR
4. Techno Entrepreneurship
a. E-myth
b. Agri
· Pioneer seeds
· Work at CLSU / Phil Rice
· Henry Lim
CASE ANALYSES:
1. Jose lontoc
2. Pranav
3. MICO
4. Victoria
5. Red Crab
6. Entrepreneurial Families of Asia
7. MC II
CRITERIA FOR BUSINESS PLAN (20%)
- Topics / Business – It is a good idea that once the student enrolls at this subject, he/she immediately “enrolls the business” he/she has in mind. Fifteen (15) weeks is too short to write a decent business plan!
- Size – preferably micro to small only
ASSETS ≤ 2 Million
EQUITY ≤ 500 T
- If the student will start a new business, he and his/her group must show proofs they can raise the amount.
- Ownership
- Can be owned by the student
- May be owned by somebody else, but w/o Business Plan yet or is eligible to be made better by a Business Plan.
- New / Start Up or Existing?
Either may be done. But given the time constraint, the student must select an existing business enterprise. In case it is existing, the student can’t just describe its present operation – he MUST discuss both its present operation AND proposal in each of the functions that must be made NEW / ENTREPRENEURIAL.
- MICROMARKET
It is good to have MACRO items included (PESTE – Political, Economic, Social, Technological, Environmental) that are relevant to the enterprise, but the student must be heavy on the MICRO MARKET – Customer segment wants & needs, competitor, and location.
Focus on how to make this small business find its place in the sun – to succeed. Not “hopefully” but SURELY!
- The business plan should have a Financial portion – start up cost, Break Even Analysis, cash flow, Profit & Loss and Balance Sheet. 3 years projection is the minimum. If you miss number 5, the paper gets an F! If you submit a late paper its INC for a period of first 30 days, and an F thereafter for entire course (not just for BP).
N.B. You cannot submit a strama paper for the requirement. Neither can you submit a departmental plan, a project or operational plan, nor a plan for medium to large business.
Student Data
Date: ______________
Name: _____________________________ Cell Phone No. ___________ Email: _____________
Business Address: ________________________________ Current Position: _____________________
Residence Address: ____________________________________________________________________
Educational Attainment:
School Year Course Honors
Post Graduate ____________________ _________ _________ ____________
Undergraduate ____________________ _________ _________ ____________
Special Skills: _________________________________________________________________
Hobbies: _________________________________________________________________
_________________________________________________________________
Work Experience
Company Position/Responsibility Period Achievement
___________________ ___________________ ____________ _______________
___________________ ___________________ ____________ _______________
___________________ ___________________ ____________ _______________
Business / Enterprise
Business Plan Topic in Mind: __________________________________________________________
1. Notable Achievement/s.
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
2. Failures (if any?)
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
3. Dark secrets, if any:
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
4. SELF ANALYSIS (WHERE AM I NOW ?) (Related to Entrepreneurship)
STRENGTHS WEAKNESSES
HABITS _________________________________ ________________________________
_________________________________ ________________________________ _________________________________ ________________________________
_________________________________ ________________________________
ATTITUDE _________________________________ ________________________________ _________________________________ ________________________________
_________________________________ ________________________________ _________________________________ ________________________________
SKILLS _________________________________ ________________________________
_________________________________ ________________________________
_________________________________ ________________________________
KNOWLEDGE _________________________________ ________________________________
_________________________________ ________________________________
_________________________________ ________________________________ _________________________________ ________________________________
5. WHERE AM I GOING?
a. Personal Vision Statement: ________________________________________________________________________________________________________________________________________________________________________________
b. Personal Mission Statement:
________________________________________________________________________________________________________________________________________________________________________________
c. Desired Material Reward for the next 5 years – SMART (Specific, Measurable, Achievable, Realistic, Time-Based)
WHAT HOW TO GET THERE WHO WILL HELP
(position/ annual salary, YOU GET THERE?
perks, cars, house/ wealth)
Year 1 _______________ _____________________ ___________________
Year 2 _______________ _____________________ ___________________
Year 3 _______________ _____________________ ___________________
Year 4 _______________ _____________________ ___________________
Year 5 _______________ _____________________ ___________________
6. What will be the value if any of the subject, to your profession?
________________________________________________________________________________________________________________________________________________________________________________
8. What grade do you expect? _______________________________________________________________
9. How will you get the grade that you expect? __________________________________________________
I undertake to abide by this learning agreement.
______________________________ ________________
Students Printed Name/Signature Date
HOUSE RULES
l. Please come on time. If you are late for more than 30 minutes, you will treat the class. If you are late for more than l hour you are marked late. Assignments are also to be submitted on time.
2. Please switch your phone to silent mode. If your phone rings, you will treat the class! Focus and participation is expected while in class. Please avoid twitting or doing your or other social media activity during class hours. You may be asked to leave the class. N. B.
3. NU l2 and Factors Paper may be emailed to a blogspot address that shall be given in the class. However, the learning agreement and the business plan shall be submitted in hard copy form. For the business plan, you are enjoined to submit the required partial output so that you may be properly guided mentored on building the business plan.
4. The powerpoint slides can be viewed/downloaded from slideshare. You may view them ahead of time, or review them as the need arises. The link is
http://www.slideshare.net/profjorge_entrep
l. Please come on time. If you are late for more than 30 minutes, you will treat the class. If you are late for more than l hour you are marked late. Assignments are also to be submitted on time.
2. Please switch your phone to silent mode. If your phone rings, you will treat the class! Focus and participation is expected while in class. Please avoid twitting or doing your or other social media activity during class hours. You may be asked to leave the class. N. B.
3. NU l2 and Factors Paper may be emailed to a blogspot address that shall be given in the class. However, the learning agreement and the business plan shall be submitted in hard copy form. For the business plan, you are enjoined to submit the required partial output so that you may be properly guided mentored on building the business plan.
4. The powerpoint slides can be viewed/downloaded from slideshare. You may view them ahead of time, or review them as the need arises. The link is
http://www.slideshare.net/profjorge_entrep
l. All special reports are to be delivered in class using powerpoint or video. No hard copy is needed. However, the soft copy shall be uploaded at slideshare, and the URL emailed to the professor.
2. All group reports shall be presented orally to the class. All except the crimes soft copy shall be emailed to the professor. and/or sent to the professors blog.
The professors shall post at the blog acceptable assignments. and the grade might be indicated at the blog. If you dont see your assignment at the blog, you have to redo your assignment. Please include the following tags: your name, entrepreneurship at Ateneo, AGSB, profjorge.entrep.
3, The final business plan is due 30 days after the end of the semester. This is all ready an extended deadline because before business plan were submitted at the end of the quarter. The business plan shall be submitted in hard copy. The 4.00 paper may be left behind as examplars. They shall be graded as 70% as to completeness and compliance to the suggested format, and 30% on the innovativeness and uniqueness of the product of the business, business model, or product or service.
5. Please read the syllabus very well. As graduate students, you are mature and responsible individuals We shall designate a class secretary whose duty will be to make sure that the timelines are met, the reporters are properly scheduled. No "akala" or questions regarding what is written here, if missed by the student shall be entertained..
6. Please take note that any changes in this syllabus, or non conformance to this will require approval from the authorities.
7. In reading this, this means you have understood and will do what is required herein.
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