Graduate School and Research Center in Digital Sciences

Entrepreneurship and Capital-Venture

G General Teaching


This course is designed to familiarize students with the practices and underlying issues surrounding the creation of new economic activity (with or without the founding of new firms) and with the funding of such initiatives.  This involves learning about the key decisions to be made by the entrepreneur and about her/his relationship with potential financiers of new ventures.

Teaching and Learning Methods:   Lectures and class discussions based on articles or book excerpts.

Course Policies:  Attendance at all Lecture and Tutorial sessions is mandatory.


Muzyka, "Spotting the Market Opportunity." and "Marking the Key Points on the Opportunity Map." in Sue BIRLEY and Dan MUZYKA, Mastering Entrepreneurship.

Harlow, UK: Financial Times-Pearson, 2000.

Kim & Mauborgne, "Creating New Market Space" " Harvard Business Review  (January/February 1999)

Magretta, "Why Business Models Matter."Harvard Business Review (May 2002).

Sahlam, "How to Write a Great Business Plan."Harvard Business Review  (July-August 1997).

Blank, Steve, "Why the Lean Start-Up Changes Everything." Harvard Business Review. 91(5) (May 2013), pp. 65-72. 

Van Alystyne, Marshall W., Geoffrey G. parker, and Sangeet Paul Choudary, "Pipelines,          Platforms, and the New Rules of Strategy." Harvard Business Review. 94(4) (April 2013), pp. 54-62. 


Basic background knowledge in business would be useful but is not a requirement for the course. 


  • Introduction

"Best of" basic business concepts for entrepreneurs conceptual models and analytical frameworks in entrepreneurship; Entrepreneurship as an approach to management and as a behavioural set;  The Timmons model; the overall analytical framework for the Course.           

  • Entrepreneurial Opportunities

Opportunity as an objective phenomenon and opportunity as perception. 

Nature and identification of opportunities. 

Formation of entrepreneurial teams

  • Tutorial 1:  From opportunity to product:  examination a priori of client profile and buying criteria.
  • From Business Models toBusiness Plans.

Underlying business logic:  numbers and narratives; revenue and cost streams.

Business Plan as document and as process. 

  • Tutorial 2:  "Confirmation" of client profile and buying criteria.

                                    First business-model assessment. 

  • Beyond Business Planning; Implementation dynamics

Adaptation, Pivoting, and the Minimum Viable Product (MVP)

Financial Metrics That Matter:  customer acquisition cost; lifetime customer value; churn;

and "viralness" Two-sided markets / platform ecosystems, and the "inversion" of the firm.

Financing entrepreneurial endeavours:  actors and their roles; phases of financing

Interacting with potential financiers (business angels and venture capitalists).  

Briefing on elevator pitches.           

  • Tutorial 3:" Presentations of group entrepreneurship / business-plan projects Technical details and grading expectations will be provided during this course. 

Number of hours:  21.00

Grading Policy:  Group Entrepreneurial Project and its Presentation 100%

            Individual Grades can be increased (or decreased) by up to 10% (02/20) on the basis of quality of  participation in class discussion.

Nb hours: 21.00
Control form: Group Entrepreneurial Project and its Presentation 100%