Elective Information session v1 ... 5 Tuesday 18 Feb 2020 After the Money Arrives 6 Thursday 20 Feb

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  • RSM - a force for positive change

    Master in Strategic Entrepreneurship Elective information session – Block 3, 4 and 5

  • Opportunity creation

    StartUp & Growth

    BLOCK 1 (10 ects)

    BLOCK 2 (10 ects)

    Entrepreneurial Skills

    Corporate Entrepreneurship

    Re se

    ar ch

    sk ill

    s ( 4

    ec ts

    )

    Financial Intelligence

    Thesis development (16 ects)

    Digital Transformation

    Venture Governance

    Entrepreneurial Lab

    Managing Family Business

    BLOCK 3 (6 ects)

    BLOCK 4 (6 ects)

    BLOCK 5 (6 ects)

    Sept Nov Jan Feb Apr June

    Two tracks

    New Business Development

    Entrepreneurial Bootstrapping

    Thesis trajectory (1 ECTS)

    Career service (1 ECTS)

  • Registration

    Round 1 start on Tuesday the 19th of November.

    All the key dates are mentioned here: https://www.rsm.nl/master/current-students/current-master-

    students/elective-registration/.

    10/31/19 3

    https://www.rsm.nl/master/current-students/current-master-students/elective-registration/

  • BLOCK 3

  • RSM - a force for positive change

    BMME117 Financial Intelligence for Entrepreneurs Feb-Mar 2020

    Taught by Dr. Yu Liu Rotterdam School of Management

  • WHY?

    10/31/19 6

  • WHY?

    10/31/19 Philosophy of Science : The ideal of positive science (1) 7

    Financial Decision: Type of Venture + Amount of Capital

  • HOW?

    10/31/19 8

    Financial Decision: Type of Venture + Amount of Capital

    Link academic literature with real-world practices.

  • HOW?

    10/31/19 9

    Financial Decision: Type of Venture + Amount of Capital

    Essay Research a single VC firm in terms of firm history, fundraising activities, investment history and portfolios, and internationalization.

    Valuation Project 1. The valuation option:

    benchmark the valuation placed on a recently listed company.

    2. The “unicorn” option: valuation>$ 1 billion, dig into why such a high valuation is (not) warranted.

  • WHAT?

    10/31/19 10

    Financial Decision: Type of Venture + Amount of Capital

    Explore the various challenges faced by entrepreneurs in securing financing to support future growth and development with an emphasis on VC financing.

    Class Time Subject 1 Tuesday 4 Feb 2020 Introduction: the Private Equity Cycle 2 Thursday 6 Feb 2020 Deal Sourcing and Deal Evaluation 3 Tuesday 11 Feb 2020 Assigning Value 4 Thursday 13 Feb 2020 Deal Structuring 5 Tuesday 18 Feb 2020 After the Money Arrives 6 Thursday 20 Feb 2020 Achieving Liquidity 7 Tuesday 25 Feb 2020 The Globalization of VC and PE 8 26 Feb-4 March 2020 Course Project 9 Thursday 5 March 2020 Final presentation

  • RSM - a force for positive change

    Any questions?

  • Organizing for technological transformation Dr. Andreas Distel Assistant Professor

    Department of Strategic Management and Entrepreneurship, RSM (starting Nov. 2019)

    Assessment: Mixed form: individual assignment (65%), team assignment (35%)

    ECTS: 6 Period (block): 4

    Learning objectives • Understanding why and how some companies survive technological

    changes, and others do not • Analyzing various management dimensions of technological

    transformation in businesses • Applying relevant concepts related to the exploration, retention, and

    exploitation of new technological knowledge • Evaluating the effects of different organizational design elements on

    companies’ technological transformations • Recommending strategies for start-ups and incumbents to take

    advantage of technological disruptions

    Technological Transformation

    Technolo gy

    intelligen ce

    New business

    eco- systems

    Knowledg e

    manage ment

    Leadershi p and

    HRM in R&D

  • RSM - a force for positive change

    Entrepreneurial Lab (BMME078) Taught by Luca Berchicci

  • Experience the entrepreneurial process!

  • Basic Idea

    • Take what you learn from opportunity creation, Ent. skillset, startup & growth, mix it and apply it in your own business journey

    • Together with your team, you will choose a business idea to work on and as a team you will develop it in the next 6 weeks.

    • Students from other programs will join too, thus you can create a diverse team

  • Course Content

    The course content is designed to facilitate your team to define a business idea, develop a business model and test the assumptions of (some part of) the business model

  • Ideation - test - pivoting

    BMC 1

    Test its assumptions

    BMC 2

    Test its assumptions

    BMC 3

  • Teaching style • Flipped-classroom

    • Hand-on experiential learning • Get-out-of-the-building

    teaching (you will learn more

    outside than inside the building)

    • Workshops

  • Challenges during the course

    Challenge 1: Business model and market analysis Challenge 2: Value Proposition Challenge 3: Prototyping Challenge 4: Social network

    Challenge 5: Financial model Challenge X: you choose what to test

  • Grading

    • Weekly blogs (10% of the course grade) • Final report (15% of the course grade) • Final business idea presentation (15% of the course grade)

    • Team Challenges (40% of the course grade) • individual differentiation: you decide how much each member deserves

    • Individual report (20% of the course grade)

  • 31.10.19 Footer text (use for presentation title) 21

  • BLOCK 5

  • Getting things done without resources: Entrepreneurial bootstrapping

    Block 5: May – June 2020 Lecturer/coordinator: Wim Hulsink

    A loop of leather, cloth, or synthetic material that is sewn at the side or the top rear of a boot to help in pulling the boot on.

  • Bootstrapping

    = The pursuit of success with limited resources and with the help of others

    A process that is self-initiating or self-sustaining

    You want to improve your personal effectiveness and/or have passionate ideas for new projects, but confined by a lack of cash, knowledge and contacts

    To promote and develop by use of one's own initiative and work

    Building a business out of very little or virtually nothing

  • Learning objectives

    Learn how bootstrapping projects differ from traditional ways to plan and finance your projects/ventures;

    Know and understand main bootstrapping techniques;

    Practice in real-life situations;

    Contribute to scholarly knowledge by studying bootstrapping in real- life situations

    (theory)

    (application)

    (tools; practice)

  • Lectures on Bootstrapping

    (a) Related concepts Effectuation, asset parsimony, bricolage (b) Networking Building and harvesting from your personal

    network; Friends, family, fools (your strongest ties) Trading for what you want to accomplish

    (c) Open source Free, prototyped opportunities; Cheap or free web tools, software, and more; Building a business without intellectual property

    (d) Crowdsourcing Mobilizing crowds to work or innovate for you (e) Cheap finance &

    crowdfunding Subsidies, competitions, awards, and more

    (f) Entrepreneurial marketing

    Let everyone know without spending a dollar

    (g) Free tools & facilities Incubators, angels, advisors - Invisible forces that are dying to help you out with advice, knowledge and enacted support

  • - Example of an assignment: - trade a red paperclip for bigger and better items

    - Field project: pick one of the four possibilities - Checklist/roadmap, inventory of success factor(s) - Case study: illustrates a best/worst practice - Advisory report: recommendations to

    practitioners low on resources - Project/venture: launch your own product or

    business drawing on bootstrapping techniques - Closed-book exam:

    - to test your knowledge, analytical skills & ability to apply theory to practice

    - Open-ended questions (case-based)

    Assignments, Field Project, Exam

  • Bootstrapping - Getting Things Done Without Resources

    Final Presentation 21th June 2018

    Laura Esmee de Jong Eli Prins

    Aaron Naisar

  • Bootstrapping: Pitas

    30

    Golden Rules of Bootstrapping:

    Minimize Operating Costs

    Nina’s Bakery

    ▪ Specialized Dutch pita bakery ▪ Aim: Validation of business project ▪ Promise: become future exclusive customer (= unethical

    bootstrapping)

    à Delivery of 50 pitas for free

  • Bootstrapping: Falafels

    31

    Golden Rules of Bootstrapping:

    Minimize Operating Costs

    Restaurant “El Aviv”

    ▪ Homemade falafels ▪ Problem: Uncertainty of amount needed

    à Receival of frozen falafels and we only needed to pay the amounts of falafels sold (rest was given back to El Aviv)

  • Bootstrapping: Location

    32

    Barter

    Coop