Course unit details:
Business Creation and Development
Unit code | MCEL60032 |
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Credit rating | 15 |
Unit level | FHEQ level 7 – master's degree or fourth year of an integrated master's degree |
Teaching period(s) | Semester 2 |
Offered by | Alliance Manchester Business School |
Available as a free choice unit? | No |
Overview
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.
Aims
Provide the student with real experience of the processes and activities involved in setting up and developing a new venture.
Learning outcomes
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.
Syllabus
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
Teaching and learning methods
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).
Assessment methods
Individual Critical Reflection (50%)
Group Summative Assessment (50%)
Recommended reading
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
Study hours
Scheduled activity hours | |
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Lectures | 10 |
Practical classes & workshops | 20 |
Independent study hours | |
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Independent study | 120 |
Teaching staff
Staff member | Role |
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Adam Frost | Unit coordinator |
Additional notes
Informal Contact Methods
Availability will be communicated via Blackboard and in the first lecture, or book an appointment via e-mail