Syllabus for
Master of Science (Innovation and Entrepreneurship)
Academic Year  (2023)

Master of Science (Innovation and Entrepreneurship) program is designed to provide the tools necessary for starting independent businesses. It also gives students practical experience in research, commercialisation and proactively work in projects in risky market environments. This Programme provides an opportunity for skill up gradation through higher education focussed on innovation and entrepreneurship and is imparts knowledge on the requirements of the creation of start ups and to organize the family business. With a focus on the Corporate Residency aspect that ensures to bring in insights on learning, focused entrepreneurship and networking opportunities. This program will facilitate the students with competencies and knowledge in key business functional areas, understand the changing business environment and apply the new business management solutions in terms of start-up ideas. The new start-ups ideas are well supported with the network of people and can incubate the start ups with right direction so that the idea flourishes into a sustainable business. With the start up ecosystem in India and especially in Bangalore helps in brining the new ideas to start-up. The initiatives is to bring about the economic growth a need is felt for the entrepreneurs and innovations to provide employment to the people and also generate a sustainable business model. The focus is on creation of incubation and management of existing family businesses.

Programme Outcome/Programme Learning Goals/Programme Learning Outcome:

PO2: Apply relevant knowledge of Accounting, Financial management, Law and Taxation to perform strategic decisions in the business space.

PO3: Demonstrate expertise as business specialists with deep knowledge of incubation, business feasibility and sustainability to accelerate the growth and success of new ventures.

PO4: Exhibit expertise in applying digital tools, disruptive business models, business design thinking, innovation strategy and management to create successful and sustainable businesses.

PO5: Evaluate and resolve real time business problems with specialized knowledge developed through experiential learning.

PO6: Demonstrate leadership traits, communication skills and innovative thinking for optimal performance in personal, professional, societal and environmental domains.

PO7: Exhibit ethical values, social sensitivity and sense of equality to embrace diversity and inclusion and promote peaceful co-existence

Programme Specific Outcome:

PS02: Identify global business trends in economy and enable students to create innovative solutions through incubations and for start-ups

PS03: Demonstrate and implement problem solving techniques, critical thinking, and to create sustainable business models.

PS04: Implement emerging business models in entrepreneurship

PS05: Become a business owner and support the economy and society by creating employment opportunities.

Programme Educational Objective:

PE02: To create the entrepreneurs of quality and competence

PE03: To nurture the skills of the start-up community with innovation

PE04: To develop the ideas of entrepreneurs into start-ups

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·       Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·       A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·       In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Question Bank:

Subject wise Question Bank is prepared every semester to test the Conceptual, Application, Analytical and Problem-solving skills of the students. These question banks are prepared by the faculty member teaching the subject and duly verified by the subject expert.

Question Paper Pattern for the End Semester Examination:

The question paper pattern for the End Semester Examination is as follows:

§  Section A

Conceptual / Descriptive Type questions 6 out of 8 questions of 2 mark each.

§  Section B

Analytical / Essay type questions with choice – 5 out of 7 questions of 5 marks each

§  Section C

Analytical/ Essay type questions with choice – 3 out of 5 questions of 15 marks each

§  Section D

One Compulsory Question – 18 marks

Continuous Internal Assessments (CIA):

CIA – 1 and 3 : Continuous Internal Assessment

Written (reports) – Group or Individual, Understanding of the subjects, Participative learning, Presentation and VIVA, Quiz, Multiple choice based test etc.

CIA – 2:  Continuous Internal Assessment - Mid Semester Exam (MSE)

Mid Semester Exam marks will be taken for Internal Assessment. MSE marks will be reduced to 25 for this purpose. The question paper pattern for the Mid Semester Examination is as follows:

Attendance:

The marks distribution for attendance is as follows:

95 – 100%       -           5 marks

90 – 94%         -           4 marks

85 – 89%         -           3 marks

80 – 84%         -           2 marks

76 – 79%         -           1 mark

This course gives the learners a conceptual framework of the business environment in which the entrepreneurs operate, ways to start a new venture - creating organizational and business plan and creating strategies for growth of the venture.  This is designed to immerse students into the entrepreneurial process of new venture creation. The course therefore provides students with an understanding of the role and personality of the entrepreneur, and a range of skills aimed at successful planning of entrepreneurial ventures.

In addition to character lessons from these entrepreneurs, students will learn to understand how the modern business environment came about, and to think strategically about how value can be derived in volatile circumstances with unpredictable political contexts as well as micro and macro-economic shifts.

The world has a seemingly infinite supply of problems, from climate change to pandemics. The basic premise of this course is that entrepreneurs view problems as opportunities. If healthcare is expensive and ineffective, entrepreneurial teams create ventures (for-profit or not-for-profit) to deliver better health outcomes at lower cost. If burning fossil fuels creates damaging greenhouse gases, then there are opportunities to find new, cleaner ways to produce energy or mitigate its negative impact. If education at all levels costs too much, takes too long, and is mediocre, entrepreneurial teams explore ways to deliver better learning outcomes faster and less expensively. The course will focus on entrepreneurial efforts in healthcare, education, and the environment. 

Start-up India Program, Evolution from 2014, Regulatory and Policy Platform, Fund of Funds for Startups, Startup India Hub, Empowering the States, Startup India Yatra

Developing Vison of Future, Align Organization behind the Vision, Buy-in of the Founding Team, Infosys/Narayan Murthy Start up Compass experience, Design effective organization for superior performance, Group Culture

Principles of Corporate Finance, Functions of Modern Capital Markets and Financial Institutions, Standard Techniques of Analysis, Capital Budgeting – DCF and other valuation methods, Risk analysis

Business Analytics Fundamentals, Role of Tech in Problem solving, Examples of Deep Tech startup solutions that solved key problem areas in India, Role and Importance of Data, Data Analytics using XL, Data is Decision Making and Reporting, Data for Impact

Sources of Idea, Problem statement universe, zeroing in on the Idea, Problem solving approach-Techniques, Opportunity recognition, Finalizing and Validation of Startup Idea

Regulations in India to set up a Venture, Patents/Trademarks/Copyrights, Legal Entity options to explore, Funding, Bootstrapping, Co-Founder, Founding Team, Mentor, Advisor, Startup support systems to look for.

Poornima M (2014), Entrepreneurship Development and Small Enterprise, Pearson Education, 

Hatten, Timothy S. (2011). Small Business Management: Entrepreneurship and Beyond, Mason: Cengage Learning.

Allen, K. R. (2011), “Launching New Ventures: An Entrepreneurial Approach”, 6th Edition. Mason, Ohio: South-Western Cengage Learning.

Kuratko, Donald F. Entrepreneurship: (2010) Theory, Process, Practice 9th Edition. Mason, Ohio: South-Western Cengage Learning.

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course is designed to offer an overview of the environment for launch and management of new ventures and startups in India. It aims to cover details of the key factors and forces in the socioeconomic and demographic environment, and government policies and schemes, sources of funds, training and other facilities and infrastructure for startup enterprises.

State of Indian Digital Economy, Global Digital Economy, Indian Startup Economy, Top Performing states in India, Funds raised by Indian Startups, Top sectors in Indian startup space, Top startup Hubs, Startup sector landscape, Sectoral outlook - Fintech, E-Commerce, Health Tech, Consumer Services. Edtech, Deep Tech, Agritech, Mergers & Acquisitions in startups 

Karnataka Start up Policy, IT and BT support system, Why Bengaluru is considered startup capital, Funding schemes from Govt of Karnataka, Leading Incubators, Accelerators, Innovation Hubs in Karnataka, Unicorns in Bangalore, Top sectors of Startups in Karnataka, Women led startups

Top Funded Startups in India, List of funding schemes from Central and State Governments, Types of Funding for startups – Grants, Equity, Debt, Blended/Hybrid Finance schemes, Types of Funders – Angel/Seed, PE, VC, NBFC’s, Venture Debt, Govt, Corporates, HNIs, Family Office, Global Unilateral/Multilateral agencies, Investor landscape 

Idea to concept support from Incubators for early-stage ventures, Freelance Mentorship support, Entrepreneurship in Residence (EIR) scheme, Training Programs, Onboarding, Incubation and Exit, Accelerators for Mid and Late-stage startups, Go to Market Procurement support from GeM – Govt eMarket Place

Global Startup comparison-India, USA, China, India in Global Unicorn race, Startup ecosystem in key countries in Europe and Asia 

State of Unicorns and Soonicorns in India, Impact created by Unicorns, Hub wise spread of Unicorns, Startups aspiring to reach Unicorn status, Sector level breakup

2.       Pankaj Goel (2017), Before You Start Up: How to Prepare to Make Your Start-up Dream a Reality, Fingerprint Publishing, New Delhi

3.       Undaunted by Kara Goldin

2.       Nanda Kumar K (2018), Start-up Fundamentals: An Introductory Guide to Registering a Start-up in India, Fundraising, Taxation, Marketing, and Sales, Vasudha Publishers, Chennai.

3.       The State of Indian Start-up Ecosystem, INC 42(Aug 2022)

4.       Evolution of Start-up India, Capturing five-year history, Min of Commerce, DPIIT, Govt of India

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course introduces the key concepts, tools, and principles of Effective and Sophistication Communication tools to enable Entrepreneurs to be successful Orators in the Stakeholder Eco system.

Introduction to Strategic Communication, Power of strategic communication in Organizational Development,  Four step Public Relations  process – Situational analysis, Strategy, implementation, Assessment, with various stakeholders -  Media Relations, Marketing and Brand communication, Public affairs, Investor Relations. , Corporate Communication, Organizational Communication structure – formal and informal, Inter-cultural Organizational Communication, Process of Communication, Patterns of Communication – Circle, Chain, Y and Wheel, Functional and cross-functional interactions.

Problem solving approach to Verbal and Nonverbal communication, netiquette, Negotiation Skills (BATNA) inside out, Barriers and Gateways, Effective corporate presentation, power dressing code, Design Thinking approach to audience research (empathizing with listeners), communication and emotional intelligence, creativity in oral communication, Telephonic conversation, teleconferencing, video and Skype, Clinical Group Discussion. Impromptu speaking. Public Speaking, Telephone skills, Giving and Accepting criticisms, Motivating and Supporting, Persuading and Negotiation. Toastmasters – public speaking and leadership, BEC. Demonstrate ethical and professional communication code of conduct.

Presentation Skill elements for Entrepreneurs - Let your Personality shine, make message clear, Practice or recite the presentation, Play the role of audience, learn to tell stories Business-aligned Communication Strategy, Communication with stakeholders, Leadership executed through Business Communication, Communication to build trust, Leadership Dialogues, Case Studies in Effective Communication: Leadership in Action, Case Studies in Crisis Communication 

Design thinking begins with listening. Customer centric approach to communication, emails, presentations and communication collaterals such as websites, etc. Effective Written Business Correspondence, Importance of Writing Skills in Business, Internal and External business communication – physical and electronic, writing to persuade, Gathering and summarizing information, Drafting skills, Email, social media etiquettes, Communication with media – press release, Advertisements - Creativity in written communication, Import-Export Correspondence, Report writing.

How to communicate as an Intern, Communication in High Performance Teams, Transactional Analysis in Organizational communication, Recent developments in work place communication. Communications in Action - combination of individual and team-based assignments that include practical exercises such as representing a company in crisis to multiple stakeholders, PR and Corporate Communication. Employee Communication – In-person communication, Email and Instant Messaging, Telephone and social-media, building effective internal communication strategy, Role of Communication in Employee Relationship, Driving Employee Engagement through communication. Assertive, Non-assertive and Aggressive communication

Purpose of Pitch Deck, What to Include in Pitch Deck, Tips to make Pitch Successful, Elevator Pitch receiver points, what not to do in Elevator Pitch, Creating a Mock pitch script for the startup Idea

2.      Intercultural Organizational Communication, Lisbeth Calusen, Copenhagen Business School Press

3. Murphy, Effective Business Communication, McGraw Hill 
4. Harvard Business Review case studies, https://hbr.org/store/case-studies
5. Case Centre, https://www.thecasecentre.org/main

6.      Communication Skills for Business Professionals, Phillip Cenere

7. Toastmasters International Manual

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Getting the problem statement right is an important starting step in the entrepreneurship journey. The Course enables the student to follow the steps to arrive at the finalised Start-up Idea. 

Definition of Problem statement, funneling down the problem areas, when to write problem statement, Contextualize the problem, why it matters, Describe the exact issue the research will address, show the relevance of problem, Set the objectives of the research

Define purpose of problem statement, Best Practices – Clearly define the problem, assess who the problem impacts, provide possible solutions

Ways to enhance problem statement – Highlight pain points of the problem, add empathy to the story, explain the benefits of the proposed solution

Validate the problem statement

Problem statement Canvas – Context, Problem, alternatives, customers, emotional impact, quantifiable impact, alternative shortcomings

Set aims & objectives for the problem statement

Barriers to Ideation and how to overcome them, what is idea generation, why it is important

Tools & Techniques to generate ideas – Idea Challenge. SCAMPER technique, Opposite thinking, Brainstorm cards, Analogy Thinking

Managing Ideas

Succeeding with Idea Generation – Define the Problem or opportunity, Involve the right people, Set constraints

Share examples of Problem Statements and Idea of the Start-ups from Shark Tank, Incubators and other sources of new ventures not more than 3 years old.

Follow the process learned from this course and Finalize the Problem statement Canvas and Idea Concept of your start-up 

2.Where Startup ideas come from: A playbooks for generating business ideas by Mike Fishbein

3.Zero to One by Peter Thiel and Blake Masters

2.      Will it Fly by Pat Flynn

3     The Business Idea Factory by Andrii Sedniev

4.      Disrupt You by Jay Samit

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 50 Marks (2 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course outlines the key factors behind Social and Rural Entrepreneurship’s emergence and details the various critical factors that drives their uniqueness. 

What is Social Entrepreneurship, Significance, Why Social Entrepreneurship, Difference from normal commercial approach, For Profit, Non-Profit and Hybrid models of Social Entrepreneurship, Social Innovation & Entrepreneurship, Contribution of Social Entrepreneurships in India, Top Sectors of Social Entrepreneurship, Impact Investments for Social causes/Innovations

Rural Entrepreneurship Definition, Types, Importance of Rural Entrepreneurship in India, Problems faced by Rural Entrepreneurs, Potential Remedial measures, Schemes from Government to promote Rural Entrepreneurship 

Top successful Social and Rural Entrepreneurships in India,

Models and Case studies of the following successful Social/Rural Entrepreneurship

Goonj, Selco, Man Deshi Bank, Frontier Markets

            2.Building Social Business, Mohammad Yunus.

            3.Building a Successful Social Venture, Eric Carlson & James Koch

2.The Blue Sweater, Jacqueline Novogratz

3.Start Something that Matters, Blake Mycoskie

4.Harvard Business Review case studies, https://hbr.org/store/case-studies

5.Case Centre, https://www.thecasecentre.org/main

6.DESIGN-How Organization Innovation before you can empower social entrepreneurship, Jacob Deneui

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 50 Marks (2 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course Introduces the various aspects of ESG and its emerging importance in the Corporate and Entrepreneurship world and its Regulatory Importance. 

Definition, Key components of ESG, changing attitudes of Investors towards ESG, 7 Sins of ESG management, what isn’t ESG, Why ESG, Link to UN Sustainable Development Goals (SDGs), Journey of COP1 to COP 26, World Economic Forum’s approach to ESG

ESG part of Company’s core strategy, Spectrum of Capital, Impact Economy, Global ESG, Best Examples/Practices, Consumer Engagement, Collaboration & Competition, Making Sustainability Visual, Investor Objectives and Preferences, ESG Sustainable Finance, ESG Funds, ESG Metrics and Reporting standards

ESG as an Edge, Start with Purpose, Integrate Purpose with ESG, Identify Material ESG risks, Set Target on Carbon/ Natural Resource footprint, Social contract with employees, solid data security

ESG mandatory reporting requirements from SEBI from 2022-23, Voluntary reporting by Indian Corporates, Stock exchange guidelines on ESG for listed companies

Blackrock Case study on ESG Indicators for Investments, ESG templates followed by top PE/VC firms viz Accel partners, Sequoia capital, Bain capital, ESG reports of select listed firms in India 

Elements of Writing the ESG strategy for your startup, Indicators and Metrics, Buy-in and training for employees and founding team, Case study of startup - Wake Fit sleeping solutions

2.Benchmarking ESG & CSR, Garima Dadhich & Ravi Raj Atrey (2022)

2.Grow the Pie, How great companies delivery both purpose and profit, Alex Edmans

3.The Trust about Green Business, Gil Friend

4.Harvard Business Review case studies, https://hbr.org/store/case-studies

5.Case Centre, https://www.thecasecentre.org/main

6.Net Positive, How courageous companies thrive by giving more than they can take, Paul Polman

7.Real Impact, The New Economics of Social Change, Morgan Simon

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Learning is an important learning experience of this study program, allowing students to solve real-world problems through hands-on-learning approach.  This enables students to apply management knowledge in a professional setting.

Identify and shortlist a start-up, undertake field visits to the start-up after obtaining all permissions, study, observe, make secondary research, Primary interaction with different stakeholders including the leadership, obtain immersive knowledge of all aspects of the organization, product detail, pricing strategy, business model, customer segment, target market, funding strategy, distribution model, success and failures, marketing plan and various other aspects of the business.

Identify and shortlist a 2^nd start-up, undertake field visits to the start-up after obtaining all permissions, study, observe, make secondary research, Primary interaction with different stakeholders including the leadership, obtain immersive knowledge of all aspects of the organization, product detail, pricing strategy, business model, customer segment, target market, funding strategy, distribution model, success and failures, marketing plan and various other aspects of the business.

Make a detailed formal presentation on the identified topic of the concept covered in different courses in Semester I.

Make a detailed formal presentation on the identified topic of the concept covered in different courses in Semester I.

This course enables the students to be fully conversant and updated with the latest information and happenings in the startup eco system, keep track of progress of Entrepreneurship activity in India and across the globe and apply some of them to the startup venture.

Students will refer Print, social media, News channels, press releases, Government Announcements, Global Information bureaus etc., and prepare Current affairs presentations covering the following areas in the Entrepreneurship/Start-up Eco system and India/Global level:

a) Policy Announcements related to Start-ups

b) Regulatory and compliance guidelines issued from time to time on Legal, Taxation and business laws

c)Fund raising by start-ups

d)Investments by various Funding agencies including angel investors

e) Mergers and Acquisitions

f) New Product Launches

g) Innovations and solutions in different sectors

h) Pivots and change in business models

i)Start-up failures and closures

j) Grand Challenges announced for start-ups from time to time

k) News flow from Incubators, Accelerators, Innovation labs, Corporates

l)All other important information related to start-up/entrepreneurship world

a) Policy Announcements related to Start-ups

b) Regulatory and compliance guidelines issued from time to time on Legal, Taxation and business laws

c)Fund raising by start-ups

d)Investments by various Funding agencies including angel investors

e) Mergers and Acquisitions

f) New Product Launches

g) Innovations and solutions in different sectors

h) Pivots and change in business models

i)Start-up failures and closures

j) Grand Challenges announced for start-ups from time to time

k) News flow from Incubators, Accelerators, Innovation labs, Corporates

l)All other important information related to start-up/entrepreneurship world

a) Policy Announcements related to Start-ups

b) Regulatory and compliance guidelines issued from time to time on Legal, Taxation and business laws

c)Fund raising by start-ups

d)Investments by various Funding agencies including angel investors

e) Mergers and Acquisitions

f) New Product Launches

g) Innovations and solutions in different sectors

h) Pivots and change in business models

i)Start-up failures and closures

j) Grand Challenges announced for start-ups from time to time

k) News flow from Incubators, Accelerators, Innovation labs, Corporates

l)All other important information related to start-up/entrepreneurship world

a) Policy Announcements related to Start-ups

b) Regulatory and compliance guidelines issued from time to time on Legal, Taxation and business laws

c)Fund raising by start-ups

d)Investments by various Funding agencies including angel investors

e) Mergers and Acquisitions

f) New Product Launches

g) Innovations and solutions in different sectors

h) Pivots and change in business models

i)Start-up failures and closures

j) Grand Challenges announced for start-ups from time to time

k) News flow from Incubators, Accelerators, Innovation labs, Corporates

l)All other important information related to start-up/entrepreneurship world

Business and management research involves undertaking systematic research to find out decision outcomes. It is trans-disciplinary, and engages with both theory and practice. The course intends to provide comprehensive knowledge & skills about the research methods to an entrepreneur.

Benefits of Market Research, Need for Market Research, Outcomes from a good Market Research study, examples of Market Researches undertaken by Startups, find answers for Willing to Pay, Eagerness to buy from customers

2 Types of Market Research, Data gathering tools, online vs offline, low-cost Market research methods for early-stage startups

Form Hypotheses, select type of Research to Test Hypotheses, Identify Target Demographics, Recruit subjects, Conduct the Research, Gather Insights, Determine Actions

Revisit of Hypotheses, form new Hypotheses from time to time, Market Research each new version of product or service, Fit to target consumer needs

Create a Market Research Plan for your startup Idea or product, conduct pilot market research to the sample of identified potential target audience, analyze the findings and make a presentation

2.      Market Research like a Pro: Easiest guide to Market Research, Pooja Agnihotri

3.      Where to Play: 3 steps for discovering your most valuable market opportunities, Marc Gruber, Sharon Tal

2.      The Start-up Owner’s Manual: The Step-By-Step Guide for building a Great Company, Steve Blank, Bob Dorf

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course to designed to make the students understand the key components, its importance in the startup value chain and their inter relationships. The students will also appreciate the importance and value of undertaking Proof of Concept exercise in the startup before proceeding to take more important decisions. 

Start Value Chain elements, Vision, Execution, Customers, Financing and Leadership, Multiplier effect and importance of each element.

Definition, Proof of Concept as an important of Learn Startup Process, how it is different from Prototype and MVP

Validation of Product concept, Yes or No outcome, “Look in the Mirror’ for the entrepreneur, Early warning, Feasibility provision, Steps before and after Proof of Concept in the Product value chain

Prove the need, Map pain points to solutions, get feedback on practical advantages, cover practical details, Learn and get ready for Prototype

Examples of startup Proof of Concept, create a Proof-of-Concept plan for the Startup idea product or service, conduct a Pilot Proof of Concept exercise as per the 5 steps, share the findings in the form of a presentation

2.Proof of Concept, Gwyneth Jones

2.POC Proof of concept: standard requirements, Geradus Blokdyk

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course is designed to offer an overview of Learning startup methodology, Value proposition Canvas and Lean Canvas Business Plan to enable entrepreneurs to follow them in the quick launch of a new company or addition of a new product or service.

Definition, Methodology, launch a new company, levels of desire for a particular product, launch new products in environment of high certainty

4 Steps in Lean Startup Methodology, Business Model Canvas, Formulating the Hypotheses, Minimum Viable Product, Learning. 5 Key Principles of Lean startup, Entrepreneurs are everywhere, Entrepreneurship is management, validated learning, Innovation accounting, Build-Measure-Learn

Alexander Osterwalder Definition, Business Model Canvas, Value proposition, Customer profile, Achieving Fit, sketching out Hypotheses, Identify opportunities for differentiation 

12 Components, Problem, Solution, Unique Value proposition, Unfair advantage, Customer Segments, Existing alternatives, Key metrics, High level concept, Channels, Customer segments, Early adopters, Cost structure, Revenue streams

Idea generation, Conversion, Diffusion, Key Questions, Key Performance Indicators

Examples of Lean Canvas Business Plan from Successful startups, Create Lean startup Business plan for the startup Idea and share a presentation.

2.       The Lean Product Playbook, Dan Olsen

3.       The Four steps to Epiphany, Steve Blank

4.       Value Proposition Design, Alexander Osterwalder, Yves Pigneur, Gregory Bernarda, Alan Smith

2.       Lean Impact, Ann Mei Cheng, Eric Ries

3.       Scaling Lean, Ash Maurya

4.       Lean Mastery Collection, Jeffrey Ries

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course is designed to offer a deep understanding of Family business, their role in business and commerce, influence and stature in the international business arena, past and future role Family business will play in the Entrepreneurial space.

Definition, Global examples of Successful Family Businesses, Characteristics, Types of Family Business, First- and second-generation entrepreneurs, Structure of Family Business, Global response from Family business to Convid-19 Pandemic

Advantages and Disadvantages of Family Business, Non-Family Entrepreneur, Entry of Family Members, Role of New Family members, Connection between family business and entrepreneurship, Debunking Family business myths, Shared values for startup success, Succession planning and its pitfalls, Role of Women in Family business

Top Indian Family-owned business, Entrepreneurship lessons from Family business, examples of successful takeover of Family business in India, Innovation & Diversification in Indian family business, Issues in Inter-generational transitions, Technology adaption in traditional family business, Role of Young entrepreneurs in India Families, Reliance and Godrej Story

2.       Entrepreneurs in every generation, Allan R Cohen and Pramodita Sharma

3.       Family business case studies across the world, Jeremy Cheng (Elgar, 2022)

4.       Harsh Realities: The Making of Marico, Harsh Mariwala (2021)

2.       Women Entrepreneurship in Family Business

3.       Managing the Family Business: Theory & Practice, Thomas Zellweger

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 50 Marks (2 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This Course is designed to provide an overview of how some of the most important problems at global level have found solutions through entrepreneurial intervention, radical out of the box thinking approaches by startups coming to the aid of governments being the new normal.

List of Global Problems in the last decade, Key solutions that emerged from Startups, Healthcare-Education-Environment-Climate Change as key sections, Innovation as the driver, Tech as an important factor, How Global solutions helped low the cost with better outcomes

Startup approach to solve world’s problems, Radical Innovative approach, Transfer problems from Governments to Entrepreneurs, investment transfer, BlueSky market commodity exchanges, create solutions to big problems, Broken stage to sustainable, safe and compelling future, Self-supporting cycle to address the cause, working example – Govt auctioning for solutions to Co2 emissions to the lowest entrepreneurial bidder

1.      Urban Waste Management

2.      Adult Education

3.      City Pollution

4.      Public Transportation

5.      Sanitation

6.      Women & Child Safety

7.      Water Management

8.      Disabled Friendly Infrastructure

9.      Energy Crisis

10.  Expensive Office Space

Current examples of startup solutions to these problems in India, under addressed areas and outstanding problem statements, develop innovative potential entrepreneurial solutions

2.       The Founder’s Dilemmas, Noam Wasserman

3.       The Maverick Effect, Harish Mehta

4.       The Pilani Pioneers, Gaurav Mandlecha and Durjai Sethi

2.       The Collaborate Path: 6 Steps for Better communication, problem solving and decision-making, Patrick Aylward

3.       Bullet Proof Problem solving, Charles Conn, Robert Mclean

4.       Do Better with Less: Frugal Innovation for sustainable growth. Nav Radjou and Jaideep Prabhu

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 50 Marks (2 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

The Course is designed to provide an overview of how Technology is emerging as a key driver, differentiator and the future of Innovation, its implications for entrepreneurship and challenges facing the leadership to make the right choices.

Deep Tech Innovations that dominated the recent past, Implications on Entrepreneurship, Tech for Public good, India Example – UPI and Aadhaar Platforms – How it benefitted new solutions and startups, Data Integrity and Privacy Issues, Regulations on Data Localization around the world, Examples of successful tech-based startups in India, Asset light models

5 Tech Directions of the future – Integrated Networks, Deep Learning algorithms, Blockchain based Technologies, Neuroscience and Human operating system, Gene editing, how these technologies are intersecting and interoperable, how are they impacting future of Climate change, Healthcare delivery and societal good

Impact of New Tech directions on Startups, how it will influence role of Customers, Leaders and Governments, what would be the choices for CEOs towards decision making, how will early-stage companies shape business model that could impact society for better outcomes, Challenges for leadership in the next decade

2.       Tech simplified for PMs and Entrepreneurs, Deepak Singh

3.       The Everything Store: Jeff Bezos and the age of Amazon, Brad Stone

4.       The Search: How Google and its rivals rewrote the rules of business and transformed our culture, John Battelle

2.       The Upstarts, Bradstone

3.       AI Superpowers: China, Silicon Valley and the New World Order, Kai-Fu Lee

4.       Prediction Machines: Simple Economics of Artificial Intelligence, Ajay Agrawal

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 50 Marks (2 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course is designed to incorporate and enhance an important trait in the entrepreneur – to be an effective and efficient communicator, stress the significance of communication as an important tool for business growth and act as a key differentiator.

Conversing, Body language, Writing, Presenting, Negotiating, Mediating, Debating, Leading, Cross Platforming, Listening

Importance of communication skills in entrepreneurship, why good communication matters for entrepreneurs, Assessment of communication skills, Communication and Delegation, what good communication looks like

Why is it Important to Communicate as business, how can poor communication stifle business growth-Unorganized teams, missed deadlines, Poor team spirit, no employee responsibility, Benefits of Team Communication-Brings team together, organize workload, Saves Business time, Positive company culture, No loss of information. How Communication can help business growth-Team collaboration, Control deadlines, Solve urgent issues, Easy access to vital information

Communication, Emotion control, Problem solving skills, Purpose behind all actions, Team work

Practical activity on Conversing, Body language, Writing, Presenting, Negotiating

Practical activity on Mediating, Debating, Leading, Cross Platforming, Listening

2.https://www.youtube.com/watch?v=5F0DkOlK-Q8 – 7 Must have skills for Entrepreneurs

3.https://www.youtube.com/watch?v=ScBncTOpogc – Communication skills for every Entrepreneur

4.How I built This by Guy Raz

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This aims to provide practical and hands-on exposure to start up organizations and gain deep insights on various aspects of the business.

Identify and shortlist a start-up, undertake field visits to the start-up after obtaining all permissions, study, observe, make secondary research, Primary interaction with different stakeholders including the leadership, obtain immersive knowledge of all aspects of the organization, product detail, pricing strategy, business model, customer segment, target market, funding strategy, distribution model, success and failures, marketing plan and various other aspects of the business.

Identify and shortlist a 2nd start-up, undertake field visits to the start-up after obtaining all permissions, study, observe, make secondary research, Primary interaction with different stakeholders including the leadership, obtain immersive knowledge of all aspects of the organization, product detail, pricing strategy, business model, customer segment, target market, funding strategy, distribution model, success and failures, marketing plan and various other aspects of the business.

Make a detailed formal presentation on the identified topic of the concept covered in different courses in Semester I.

Make a detailed formal presentation on the identified topic of the concept covered in different courses in Semester I.

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

This course enables the students to be fully conversant and updated with the latest information and happenings in the startup eco system, keep track of progress of Entrepreneurship activity in India and across the globe and apply some of them to the startup venture.

Students will refer Print, social media, News channels, press releases, Government Announcements, Global Information bureaus etc., and prepare Current affairs presentations covering the following areas in the Entrepreneurship/Start-up Eco system and India/Global level:

a) Policy Announcements related to Start-ups

b) Regulatory and compliance guidelines issued from time to time on Legal, Taxation and business laws

c)Fund raising by start-ups 

d)Investments by various Funding agencies including angel investors

e) Mergers and Acquisitions

f) New Product Launches

g) Innovations and solutions in different sectors

h) Pivots and change in business models

i)Start-up failures and closures

j) Grand Challenges announced for start-ups from time to time

k) News flow from Incubators, Accelerators, Innovation labs, Corporates

l)All other important information related to start-up/entrepreneurship world

Students will refer Print, social media, News channels, press releases, Government Announcements, Global Information bureaus etc., and prepare Current affairs presentations covering the following areas in the Entrepreneurship/Start-up Eco system and India/Global level:

a) Policy Announcements related to Start-ups

b) Regulatory and compliance guidelines issued from time to time on Legal, Taxation and business laws

c)Fund raising by start-ups 

d)Investments by various Funding agencies including angel investors

e) Mergers and Acquisitions

f) New Product Launches

g) Innovations and solutions in different sectors

h) Pivots and change in business models

i)Start-up failures and closures

j) Grand Challenges announced for start-ups from time to time

k) News flow from Incubators, Accelerators, Innovation labs, Corporates

l)All other important information related to start-up/entrepreneurship world

Students will refer Print, social media, News channels, press releases, Government Announcements, Global Information bureaus etc., and prepare Current affairs presentations covering the following areas in the Entrepreneurship/Start-up Eco system and India/Global level:

a) Policy Announcements related to Start-ups

b) Regulatory and compliance guidelines issued from time to time on Legal, Taxation and business laws

c)Fund raising by start-ups 

d)Investments by various Funding agencies including angel investors

e) Mergers and Acquisitions

f) New Product Launches

g) Innovations and solutions in different sectors

h) Pivots and change in business models

i)Start-up failures and closures

j) Grand Challenges announced for start-ups from time to time

k) News flow from Incubators, Accelerators, Innovation labs, Corporates

l)All other important information related to start-up/entrepreneurship world

Students will refer Print, social media, News channels, press releases, Government Announcements, Global Information bureaus etc., and prepare Current affairs presentations covering the following areas in the Entrepreneurship/Start-up Eco system and India/Global level:

a) Policy Announcements related to Start-ups

b) Regulatory and compliance guidelines issued from time to time on Legal, Taxation and business laws

c)Fund raising by start-ups 

d)Investments by various Funding agencies including angel investors

e) Mergers and Acquisitions

f) New Product Launches

g) Innovations and solutions in different sectors

h) Pivots and change in business models

i)Start-up failures and closures

j) Grand Challenges announced for start-ups from time to time

k) News flow from Incubators, Accelerators, Innovation labs, Corporates

l)All other important information related to start-up/entrepreneurship world

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course introduces the key concepts, tools, and principles of competitive analysis, strategy formulation and execution. 

Concept of strategy, Planned vs reactive strategy, Levels of strategic management, Dynamics of competitive strategy – competitive landscape, framework of strategic analysis – External and Internal analysis, Strategy identification and selection, Strategic Group Mapping – Identifying the strongest and weakest companies, likely strategic moves of competitors, Prospects and financial attractiveness of industry, core competence, competitive advantage, creating competitive advantage through value chain, Resources and capabilities, Levels of strategy, stages of business lifecycle. How best to formulate business strategy using Design Thinking?

Strategic Planning, Elements of Strategic Intent – Vision , Mission, Business Definition, Business Model, Goals and objectives. Strategic Management model, Stages in Strategic Management model/process.

Types of strategies - Guidelines for crafting successful business strategies,  Organizational Capability Profile - Strategic Advantage Profile – Corporate Portfolio Analysis - - Synergy and Dysergy - GAP Analysis - Porter's Five Forces Model of competition - Mc Kinsey's 7s Framework - GE 9 Cell Model - Distinctive competitiveness - Selection of matrix Tailoring strategy to fit specific industry, Strategic management in large multi-product, mid-size, small organizations, nonprofit organizations and large multi product and multiple market organizations.

Corporate Strategy alternatives – Stability, Growth/Expansion, Retrenchment and combination, Diversification/Intensification, Diversification – Vertical – backward/forward, Horizontal, concentric, Conglomerate. Intensification – Market Development, Market penetration and Production Development, The Motive for Diversification, Related and Unrelated Diversification, Business Portfolio Analysis – case study. Mergers and acquisitions, Strategic Alliance: The popularity of Merger and Acquisition Strategies. Difference between Merger, Acquisition and Takeover, Reasons for Acquisition. Problems in having a successful acquisition. Attributes of successful acquisition. Scenario mapping –managing new ventures: Strategic Mapping, Scenario Planning. Business portfolio balancing - Assessment of economic contribution of strategy - Strategic funds programming. Arthur D Little, GE Portfolio Matrix

Competitive strategies – Cost leadership, different ion, focus; collaboration strategies – JV, M&A, Strategic Alliance, Ansoff Matrix. Strategic Analysis and Choice, Competitive Strategy Five Forces that Shape Strategy, Generic Strategies, Generic Strategies and the Value Chain, Competitive Strategy - Strategy formulation Generic strategies - Grand strategies - Strategies of leading companies - The role of diversification -limit - means and forms. Strategy Implementation, Structure, Systems and People.

Strategy formulation and implementation matrix, Strategy formulation vs Strategy implementation, Forward linkages, backward linkages, Issues and challenges in strategy implementation -  Project implementation

Procedural implementation, Resource allocation, Structural implementation Functional implementation, Behavioural implementation.

7S model - Strategic control process - Du Pont’s control model and other Quantitative and Qualitative tools - Balanced score card – Strategic Change, Steps to initiate change, Change models, Strategic Control, Strategy Audit, Business process reengineering, Benchmarking process.

Three box solution, Value Innovation – Blue Ocean Strategy, Managing New Ventures successfully, New ventures for corporate growth

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This paper aims to develop conceptual knowledge on the overview of dynamic aspects of marketing namely Logistics & Supply Chain Management. The subject mainly focuses on fundamentals of Logistics & Supply Chain Management, Physical distribution,  Procurement and Recent trends in Business.

Supply Chain Management –Concept, Objectives, Significance , Drivers/components of supply chain – Facilities, Inventory,  Information, Trade-off between customer service and cost, Strategy formulation in SCM, Value in supply chain, Business of Logistic, Logistic value proposition, the work of logistic, Logistical operating arrange

Definition, Importance, participants in physical distribution process, Transport functionality, Transport service, Transport administration and documentation,Inventory management types-EOQ.

Channel Management – Channel Selection Process &criteria, Performance appraisal of Channel Members - Channel Conflicts & Techniques to resolve channel conflicts, Case study

“Marketing Channels Importance ,Unconventional channels,  Consumer goods, Industrial Goods & Services – Integrated Marketing Channels, Vertical, Multi-channel, Case study.

Supplier relationship Management, Supplier Selection, Tendering, E-Tendering, Negotiation; Warehouse and Dispatch Management - Types of Warehousing, Warehouse Layout Docking and Marshalling, Warehouse Safety Management, Case study

Green Supply Chain Management, Role and Future of IT in the Supply Chain, Customer Relationship Management, Supplier Relationship Management, E-Business and the Supply Chain; E-Business in Practice , Case study

Reverse Logistics, Sales return and settlements, digital trends in logistics, Supply Chain Analytics, analytics in network planning, design of logistics network using heuristics/optimization, concept of 3PL/4PL in supply chain, analytics of transportation problem, Lean Management and Just-in-time, Strategic requirement and supply chain components single warehouse – multi-product inventory model and multi-retailer models; stochastic inventory models – newsvendor models

5. S K Bhat, (2011) Edition, Logistics and Supply Chain Management, Himalaya Publication.

   2.     S K Bhat, (2011 Edition),Logistics and Supply Chain Management, Himalaya Publication

   3.     K Shridhar Bhat, (2016 Edition), Logistics and Supply Chain Management, Himalaya Publication

4.     Supply Chain Management Best Practices, David Blanchard, Latest Edition

5.     Harvard Business Review case studies, https://hbr.org/store/case-studies

6.     Case Centre, https://www.thecasecentre.org/main

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

The course will help students understand why financial markets exist, how financial institutions serve them and the services the institutions offer.

Focusing on management performance and regulation of financial institutions, the course explores Federal Reserve system and major debt and equity security markets. Updates on regulatory reform as well behavioral finance, high frequency trading and pension funds are also covered.

Role of Financial Markets and Institutions, Overview of Financial Markets, How Financial Markets facilitate corporate finance and Investment Management, Securities traded in Financial Markets, Valuation of Securities in Financial Markets,Determination of Interest Rates, Structure of Interest Rates, Overview of Financial Institutions

Loanable Funds Theory, Economic Forces that affect interest rates, Summary of forces that affect interest rates, Forecasting Interest Rates

Structure of Interest RatesCharacteristics of Debt Securities that cause their yields to vary, credit (default) risk, Yield differentials across securities (money market securities, capital markets securities). Theories regarding relationships between maturity and annualized yield of securities (Pure expectation theory, Liquidity Premium theory etc.) International structure of Interest rates

Functions of Fed, Fed controls of money supply, Global Monetary Policy (A single eurozone monetary policy, Global central bank coordination), Mechanics of monetary policy – correcting a weak economy, high inflation,  limitation of monetary policy, Tradeoff in Monetary Policy, Economic Indicators monitored by Fed, Monetary Policy’s affect on various sectors, Monetary Policy in a Global environment

Money Market Securities (Treasury Bills, Commercial Paper, Repurchase Agreements, Bankers Acceptance etc.), Institutional Use of Money Markets, Valuation of Money Markets Securities, Price movements, Future Indicators, Risk of Money Market securities, Globalization of money markets.

Stock Offerings and Investor Monitoring, Stock Valuation and Risk, Market Microstructure and Strategies

Concept of Venture Capital, Features of Venture Capital, Scope of Venture Capital, Importance of Venture Capital, Types of Funds/Classification of Funds, Importance of Mutual Funds, Risks, Organisation of the Fund, Operation of the Fund, Facilities Available to Investors, Net Asset Value, Performance Evaluation of Mutual Funds, What is Securitisation, Securitisation vs. Factoring, Modus Operandi, Structure for Securitisation/Types of Securities, Securitisable Assets,  Benefits of Securitisation, Securitisation and Banks, Conditions for Successful Securitisation.

2. Anthony Saunders, Marcia Millon Cornett, (2014), Financial Institutions Management, Mcgraw Hill Education, 

2. E Gordon , K Natarajan, (2016) Financial Markets and Services, Himalaya Publishing House

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course introduces the key concepts, tools, and principles of competitive analysis, strategy formulation and execution in Family owned Businesses. 

Cost of capital considerations for ventures, Alternate sources of financing for ventures: Angel investors/ Private equity finance/ venture capital. Professional venture capital, Determinants of Enterprise value, Preventing Venture sickness, Overview of tax regime.Venture stages and financing & their types at different stages. Prerequisites for Financing – strategy, idea, business model, business & financial plan based on a business idea, project report.

Long term, short term, working capital; equity, debt, quasi debt, preference, security; suitable source at different stages of venture; deal structure, documentation.

Valuation Concept, methods, purpose, process, case studies on valuation, mock valuation of an established company, Valuation – based on the financial plan on the business idea.

Private equity/ VC – under their requirements, process, valuation, exits, IPO, PE/ VC terminologies.

Meaning of Budgeting, Types of budgets.Master budget, sales& production budget, cash budget, forecasting & techniques.

Concept of Present Value, valuation of stocks-Single and multiple year holding periods and Valuation of bonds -YTM & YTC, Dividend Growth models- Constant and multiple growth.                                                                                 

The risk Management process, Identification of risk, Measuring risk and return-Expected return, Standard deviation, Estimating betas with regression analysis, Using daily, weekly, and monthly data, Testing market efficiency.                                    

4. Shapiro (2008) International Finance. 1^st edition, Wiley India Pvt. Ltd

2.     Philip J. Adelman, Alan M. Marks, Entrepreneurial Finance.

3.     Jeffrey R. Cornwall, David O. Vang, Jean M. Hartman, Entrepreneurial Financial Management: An Applied Approach

4. By Gina Vega, Miranda S. Lam, Entrepreneurial Finance: Concepts and Cases 

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

On completion of this subject students should have developed skills of analysis, evaluation and synthesis in cost and management accounting and, in the process, created an awareness of current developments and issue in the area. The subject covers the complex modern industrial organizations within which the various facets of decision-making and controlling operations take place; the subject includes discussion of costing systems and activity based costing, activity management, and implementation issues in modern costing systems.

Traditional Cost Management – Strategic Cost Management – Necessity of Strategic Cost Managements – Traditional Vs. Strategic Cost Management – Components of Strategic Cost Management.

Life Cycle Costing. Target Costing. Kaizen Costing. Value Analysis and Value Engineering. Throughput Costing. Business Process Re-engineering. Back-flush Accounting. Lean Accounting. Socio Economic Costing.

Cost Control and Cost Reduction – Basics – Process – Methods and Techniques of Cost Reduction Programme.

Marginal Costing – Decisions Involving  Alternative Choice – Pricing Decisions and Strategies – Costing of Service Sector – Relevant Cost Analysis – Profitability Analysis.

Transfer Pricing – Meaning – Objectives - Methods

Meaning and Principles of Standard Costing – Difference Between Standard Costing and Budgetary Control – Advantages – Limitations – Standard Costs and Estimated Costs.

Variance Analysis – Meaning and Types with Simple Problems.

Uniform Costing – Meaning – Scope – Requisite for Installation of Uniform Costing System – Fields Covered by Uniform Costing.

Interfirm Comparison – Meaning – Benefits and Limitations – Computation of Uniform Price.

Activity Based Costing – Meaning – Concepts – Stages – Difference Between Traditional and Activity Based Costing – Problems.

Just-In-Time – Meaning – Strategy –System- Advantages and Disadvantages – Cost Benefit analysis of JIT Policy.

PARETO Analysis – Meaning – Usefulness and Application in Business situations.

2. Jain, S. P., Narang, K. L., & Agrawal, S. (2018). Advanced Cost Accounting (Cost Management). Kalyani Publisher.

2. https://icmai.in/upload/Students/Syllabus2016/Final/Paper-15-Revised-Aug.pdf.

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

The course is designed to provide a understanding of how to start-up and, launch and develop new business ventures inside established corporations, and make them survive in an competitive environment 

Designing business model for competitive advantage, strategic partnerships, Resource building.

Value chain analysis to identify profitable startup opportunities, Should this product be built?" and "Can we build a sustainable business around this set of products and services? Product market fit, Stage 0 Initial concept, Getting to Stage 1: Concept to first initial customers (solving a meaningful problem in a differentiated way), Getting to Stage 2: Scaling from first customers to a repeatable selling motion (focus on initial target segment of customers), Getting to Stage 3: From repeatable selling motion to struggling to keep up with demand (Expanding strategically winning one segment at a time.

Sketching out Hypothesis: (Alexander Osterwalder)

Key Building Blocks - Key Partners - a list of associates, suppliers and resources that can be helpful to the growth of a startup

Key Activities - a list of activities that value propositions require

Key Resources - a list of resources that affect distribution, customer relations and revenue streams

BUILD-MEASURE-LEARN -  turn ideas into products, measure how customers respond, and pivot or persevere, Developing a minimum viable product (MVP), Validated Learning, Innovation Accounting, The , Pivot, Small Batches, The Andon Cord, Continuous Deployment, Kanban, The Five Whys, Lean startups don't try to scale up the business until they have product market fit.

Elevator Pitches for make-it-or-break-it meetings, Reviewing sample elevator pitches of successful startups, Practical exercise on How to write an effective elevator pitch?  Practical hands-on approach. Startup branding, preparing start-up collaterals - hands on approach. How startups can leverage the power of social media, How to build a social media plan, How to enhance the ability to connect with stakeholders,  

Designing Marketing Plan, Develop logical and concise recommendations to specific problems arising when developing a marketing plan for new venture.  Apply entrepreneurial thinking and develop marketing plan. Scaling: Growth Marketing.

Entrepreneurial approaches to Tech-enabled marketing strategies, Entrepreneurial thinking for market identification, segmentation and engagement decisions, Identification of suitable markets,  Identify critical customers, product differentiation, and product positioning for venture,  Develop strategy to bring product/service to customer base, Timing of market entry, Leading customers rather than following them. Product / services pricing model for startups, Revenue Analytics - what to charge, what to stock and what to promote when framing and delivering the value proposition: Product and Pricing. Business Analytical tools in pricing and revenue management

Identifying and addressing operational challenges and operational needs of the new venture, planning the launch of the venture, scaling a start-up, analytical frameworks for understanding competitive/market dynamics. Capacity Building, Review alternative operations strategies for various objectives, Tools to sensitivity analysis, cash conversion analysis, strategic partnerships,  identify/evaluate opportunities and acquire/manage resources, Tools to analyze business context and risks

Building New Venture Team, Growth Manager - Personality Traits, How do you negotiate equity splits and other team formation dilemmas,  Structuring the Venture, HR best practices for start-ups, How do you effectively hire and manage employees,  Organizational Chart, roadmaps and milestones, Conflict management in new ventures, assessing entrepreneurial traits of top management.

2.     Allen, K. R. (2011),“Launching New Ventures: An Entrepreneurial Approach”, 6th Edition. Mason, Ohio: South-Western Cengage Learning.

3.     Verstraete, T. and Jouioson-Laffitte, E. (2012), “A Business Model for Entrepreneurship”, Cheltenham: Edward Elgar Publishing Ltd.

4.  Poornima Charantimath, (2007)“Entrepreneurship Development-Small Business Enterprise”, Pearson Education.

2.     Entrepreneurial New Venture Skills By Robert N. Lussier, Joel Corman, David Kimball

3.     Start-Up: A Practice Based Guide For New Venture Creation By Inge Hill 

4.     Harvard Business Review case studies, https://hbr.org/store/case-studies

5.     Case Centre, https://www.thecasecentre.org/main

6. https://hbr.org/2016/02/every-company-needs-a-growth-manager

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course develops analytical and conceptual skills necessary to define a plan for the implementation of a new venture. This course is not limited to students who have an idea and wish to start a business immediately upon graduation. This course is for the rest of their life as an entrepreneur, when an opportunity arises, they have the toolset to recognize, define, test, and then exploit the idea. 

The course accomplishes its goal by equipping students how to develop their implementation plan. This course aims to help students create a successful venture or to become part of an entrepreneurial team managing an emerging business. The course focuses on developing a proactive and effectual way for students to determine and pursue their goals. Students are trained to act and iterate on thought through implementation of plans rather than optimization.

Student Code of Conduct:

Student will conduct yourself in a professional manner at all times. This includes, but is not limited to:

·       Maintaining required work schedule.

·       Follow all rules and policies as required by the department.

·       Follow all the rules and regulators as required by government / regulatory authorities. 

·       Maintaining strict confidentiality regarding information/data obtained on any startups, members, customers, patents, employees, and products or services associated with the department.

·       Using appropriate written and oral communication in all interactions with all supervisors, employees, clients and university staff.

·       Observing all established safety rules and avoiding unsafe work practices.

·       Demonstrating honesty, cooperation, integrity, courtesy, and a willingness to learn.

·       Engaging in positive, ethical, and legal behavior.

·       Accept responsibility and accountability for decisions and actions taken while at the experiential learning/ entrepreneurship projects site.

·       Treat all customers, clients, supervisors, and fellow employees with dignity and respect.

·       Students are expected to maintain professionalism at work place. We do notencourage interaction at a personal level. 

Students are required to maintain minimum of 85% attendance throughout the course. If attendance falls below 85%, such a student will not be eligible to appear for viva.

The purpose of this course is to acquaint the students with the direct tax and GST in India and understand the levy and collection methods of both the taxation. And also, to have an overview of customs duty in India.

Introduction to The Income Tax Act, 1961. Definitions: Person, Assessee, Assessment year, Previous year, Exceptions to previous year, Rates of Tax. Residential Status of Individuals,Exempted Incomes applicable to individuals - Agricultural Income: Definition, Concept of Aggregation, Rules on classification of Agricultural and non-agricultural income

Introduction, Meaning of Salary, Allowances,Valuation & Taxability of Perquisites, Death cum Retirement benefits,Deductions against Salary. Income from House Property (Theory Only).(Problems on salary Income).

Income under the head Profit and Gains of Business or Professions and itscomputation- basic method ofaccounting- scheme of business deductions/allowance- deemed profits- maintenance of books, Depreciation.(Problems on computation of income from business/ profession ofIndividual Assessee and Depreciation).

Income under capital gain, basis of charge, transfer of capital asset, inclusion& exclusion from capital asset, capital gain, computation of capital gain,deductions from capital gains. Income from Other Sources (Theory Only).(Problems on computation of Income from capital gain).Computation of taxable income of a company with special reference toMAT. (Problems on MAT).

Goods and Services TaxAct & Rules, Need for GST in India, Dual GST Model - Central Goods andServices Tax Act, 2017 (CGST) Integrated Goods and Services Tax Act, 2017 (IGST) Goods and ServicesTax Network (GSTN), GST Council Guiding principle and Functions ofthe GST Council. (Theory).

Levy and Collection, Composition Levy, Exemptions Person Liable to pay GST, Exemption from tax. (Simple problems on calculation of value of taxable supply and GST Levy). (Theory and Problems).

Time of Supply, Change in Rate of Tax in respect of Supply of Goods or Services, Place of Supply and Value of Supply. (Simple problems on Time of supply, place of supply and value of supply) (Theory and Problems).

Introduction and Eligibility to avail Input Tax Credit (ITC). Registration under GST: Persons not liable for Registration, Compulsory Registration in Certain Cases, Procedure forRegistration, Deemed Registration. Returns under GST: Furnishing of Returns, First Return, Revision of Returns and Penalty/Late Fee. (Theory).

Introduction to Customs Duty. Definitions, Circumstances of Levy of Customs Duties and Types of Duties and Exemption from Customs Duty. Valuation under customs: Valuation of Imported Goods and Valuation of Export Good. (Problems on Valuation of Imported Goods). Introduction to Baggage and General Free Allowance. Provisional Assessment of Duty, Due Dates for Payment of Duty, Penalties under Customs, Seizure of Goods,Confiscation of Goods. (Theory).

2.     T.N.Manoharan. (2014). Students Handbook on Income Tax Law. Snow White Publication.

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course is designed to look at existing Family businesses and how it can be taken to the next level. It looks at the traditions and dynamics of family businesses and how they compare to other enterprises. The protocols dynamics of a Family business will be explored in the context where professionals may be required. It will also look at the concept of expertise and competence creation within the Family business.

SME business dynamics, present scenario of SME & MSME in India and developed and other emerging markets – a case study approach. Five stages of small business growth management: Stage 1 – Existence; Stage 2 – Survival; Stage 3 – Success; Stage 4 – Take Off; Stage 5 – Resource Maturity; The characteristics of small business at each stage of development, strategies and tactical plans to navigate five stages of growth. Planning and execution across five growth stages. Entrepreneurial Venture and Managing Growth and other Challenges that Arise in and Entrepreneurial Venture.

Improving organizational processes through Balance Score Card, Driving performance, Aligning Functional strategies and a business strategy, Impact of Organizational Behaviour in small businesses, Managing Human Resources, Designing reward systems, Measuring Individual performance, Operations Management in Small Business; Manage short-time assets; Techniques to manage and improve the operations of your business; Total Quality Management in Small Businesses. Growth Through New Products and New Customers, Determine how to best manage the portfolio of new products.