MSc Innovation Management and Entrepreneurship

Fees for entry in 2027 have not yet been set. For reference, the fees for the academic year beginning September 2026 were as follows:

• MSc (full-time)
  UK students (per annum): £17,900
  International, including EU, students (per annum): £33,600

The fees quoted above are fully inclusive of tuition, administration and computational costs.

Fees for entry are subject to yearly review. The University reserves the right to increase your tuition fee by up to 7% each year for courses lasting more than one year, including to reflect rising costs associated with delivering our educational and wider student experience. Postgraduate fees information .

Always contact the admissions team if you are unsure which fee applies to your qualification award and method of attendance.

All students should normally be able to complete their programme of study without incurring additional study costs over and above the tuition fee for that programme. Any unavoidable additional compulsory costs totalling more than 1% of the annual home undergraduate fee per annum, regardless of whether the programme in question is undergraduate or postgraduate taught, will be made clear to you at the point of application. Further information can be found in the University's Policy on additional costs incurred by students on undergraduate and postgraduate taught programmes (PDF document, 91KB).

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Graduates of The University of Manchester and Manchester Metropolitan University can receive a 10% discount on their master's degree tuition fees as part of our Manchester Alumni Loyalty Discount scheme.

This unit provides students with the opportunity to apply critical thinking to a real-life business case study through application of analytical tools and techniques.

Students will engage with a live business case study, evaluate the current performance and situation of a new venture and then develop a strategy and plan for its survival and growth. 
 

Provide the student with real experience of the processes and activities involved in setting up and developing a new venture.

Knowledge and understanding
KU1 Recognise the principal activities that need to be considered and addressed when developing an effective strategy and  plan  to enable your client to survive and/or grow
    
KU2 Evaluate strategic analysis tools in terms of their validity for understanding new venture performance

Intellectual skills
IS1 Collate and utilise relevant contextulaised information so as to improve decision making, critically evaluate business opportunities, formulate objectives, determine strategies and plan actions
        
IS2 Evaluate the role of founders, other stakeholders and considerations in the success of a new venture.

Practical skills
PS1 Undertake an in-depth strategic analysis of an organisation in order to gain a sufficiently comprehensive, critical and holistic appreciation of the context prior to developing an optimised business plan for a client business

PS2 Develop an actionable business plan which covers deliverables, resource needs, and risks for use by a client to develop their business

PS3 Develop team-working and collaborative working skills through the group project

PS4 Develop consultancy skills through working with a client organisation

Transferable skills and personal qualities
TS1 Develop, evaluate and propose creative solutions to challenging and complex problems that take account of stakeholder requirements and values, resource constraints and availability, and external barriers, risks and threats

TS2 Make strategic decisions in situations of ambiguity, uncertainty and risk based on internatives with a client organisation, reflection and sense-making

TS3 Develop critical evaluation skills in identifying, selecting, utilising and evaluating various critical evaluation skills.
 

Phase 1: Business Development Process and Problem Identification

Business plans and planning
Challenges facing early-stage ventures 
Business Development Process 
Diagnosing business problems

Phase 2: Strategic Analysis and Creating a Vision for the Future 
Refresher on Overview of strategic analysis
Data collection methods
Analysing the founder(s) of a new venture
Analysing the external environment of a new venture
Analysing the internal operations of a new venture
Evaluating the overall performance of a new venture
Mapping the business eco-system and identifying business contexts 
Business roadmaps
Scenario creation and visioning methods 
Assumptions and hypothesis testing

Phase 3: Developing a Strategy for Business Development 
Strategic Development Framework
Setting objectives and developing a strategy 
Creating action plans
Lean approach to business development 
Risk identification and management
Financing and resourcing a plan for development

10 x 1 hour asynchronous lectures
10 x 2 hour in-person workshops

In workshops students will use case studies, journal articles, in-class discussions and participate in a group project working with a live business case study (i.e a real early stage new venture).  

Individual Critical Reflection (50%) 
Group Summative Assessment (50%)

Mazzarol, T & Rebound, S. (2020) Small Business Management: theory and pactice. Springer: Singapore

Sorensen, H.E. & Hoboken, N.J. (2012) Business Development: a market-orientated approach. Pearson: Harlow

Stokes, D. & Wilson, N (2021) Small Business Management and Entrepreneurship. Cengage: Andover

Osterwalder, A., Pigneur, Y., Gregory, B., Smith. A. & Papadakos, T. (2015) Value Proposition Design: how to create products and services customers want. Wiley: New York

Osterwalder, A. & Pigneur, Y. (2013) Business Model Generation: A handbook for visionaries, game changers and challengers. Wiley: Somerset

Main Texts

• "The Definitive Business Plan: The Fast Track to Intelligent Planning for Executives and Entrepreneurs", Stutely, R (2012), Financial Times/ Prentice Hall, ISBN-13: 978- 0273761143
• "Business Development: A Market-oriented Perspective", Sørensen, H. E. (2012), John Wiley & Sons, ISBN-13: 978-0470683668
Supplementary Texts:
• "The Seven C's of Consulting: the definitive guide to the consulting process", Cope, M. (2003), Financial Times/Prentice Hall, ISBN-13 978-0-273-66333-1
• "The Lean Startup", Ries, E (2011) Portfolio Penguin, ISBN-13: 978-0670921607
• "The complete guide to Business and Strategic Planning for Voluntary Organisations", Lawrie, A (2007), Directory for Social Change, ISBN-13: 978-1903991701
• "Developing New Business Ideas", Bragg, A. & Bragg, M (2005), Prentice Hall, ISBN-13: 978- 0273663256
• "The Strategic Planning Workbook", Lake, N (2006), Kogan Page, ISBN-13: 978- 0749445096
• "Small Business Management and Entrepreneurship", Stokes, D & Wilson, N (2010), Cengage Learning Business Press, ISBN-13: 978-1408017999
• The Guide to Business Finance - what smart managers do with the numbers", Stutely, R. (2007) Prentice Hall, ISBN-13: 978-0273-71095-0

Informal Contact Methods

Availability will be communicated via Blackboard and in the first lecture, or book an appointment via e-mail