47 courses with the subject ENTR, each shown exactly as we captured it from the college's catalog, with every element we hold. Where the wording looks broken, that is our reading of the catalog, not the college's text.
ENTR 1201The Entrepreneurial Universe4
Introduces students to the world of entrepreneurship. Covers the importance of entrepreneurship, the characteristics of entrepreneurs, and the entrepreneurship process. Describes entrepreneurship in its various forms, including startup growth ventures, entrepreneurship in small and medium enterprises, and microbusinesses.
Covers business, personal, and family issues found in family owned and managed companies, including management of the business, succession planning, entitlement, hiring, nonfamily employees, boards of advisors and directors, compensation, managing conflict, and communications. Designed for individuals who plan to enter into the management of a family business. Focuses on small and midsize firms with annual revenue of $5 million to $500 million.
ENTR 2225Examining Family Business Dynamics Through Film4
Examines various television shows and films to critically analyze and evaluate family relationships and family business dynamics. Discusses how these media reflect research and theories related to family businesses and how a "healthy family" helps to ensure a "healthy business." Observes examples of important family psychology concepts like sibling rivalry, entitlement, generational conflict, gender stereotypes, divorce, and spousal conflict. Also covers family business concepts like primogeniture, entitlement, succession, stagnation, wealth management, innovation, and gender discrimination. Emphasizes understanding family businesses as a source and consequence of diversity, using a global lens to showcase the similarities and differences among family firms around the world.
Designed to help aspiring and serious entrepreneurship students to generate and evaluate robust marketing opportunities that may serve as the foundation for a new venture. Once a new opportunity has been vetted, students then have an opportunity to work on developing an entrepreneurial marketing plan. Covers methods for recognizing, discovering, or creating opportunities and validating those opportunities. One of the biggest challenges entrepreneurs face is coming up with the right opportunity for a new venture. This is an applied and experiential course involving field research. Two key deliverables are the opportunity assessment project and the entrepreneurial marketing plan.
Offers students an opportunity to develop an understanding of the nuanced challenges facing entrepreneurial leaders in different cultural settings. While family businesses have been found to be both numerically and economically significant in most countries, these enterprises worldwide share many common issues. However, there are differences that emanate from specific institutional and cultural contexts. Understanding these differences and how they can affect leadership of a family business is increasingly important for stewards of family businesses in a global marketplace. Understanding the nature of international differences and appreciating the opportunities they offer for growth-oriented family business leaders is especially important as family businesses face unique barriers to international expansion. Required participation in spring break international field project.
ENTR 3220International Entrepreneurship and Innovation Consulting4
Offers students an opportunity to learn the principles and methods of consulting to growing companies and social enterprises abroad. This is done through a set of frameworks that focus on customer segmentation, product or service requirements, product-line and service strategy, business model design, and then internationalization strategy. Working in teams, students apply these frameworks to local companies in different business sectors and then prepare to apply them to client companies in their follow-on designated destination country. The final part of the course is preparation for the international field studies. This includes an introduction to effective methods for management consulting, including goal setting, team organization, and client management.
Surveys many of the legal issues associated with starting and operating a business. Includes choice of entity, selection of a company name and trademark, financing arrangements, protecting the intellectual property of the new company, and formulating business agreements while avoiding risk or exposure. Covers issues affecting social entrepreneurs; introduces the legal problems they are likely to encounter in an entrepreneurial setting as owners of an equity position in the enterprise.
Considers dynamic entrepreneurial startup strategy from three perspectives: positioning of the venture within a dynamic, evolving industrial ecosystem that includes major companies, startups, and universities at various parts of the value-chain; different sources of innovation, including open innovation and industry-wide technology platforms; and business model design and implementation. Explores startup strategy from these perspectives using case studies and web-based company research projects and then asks students to develop their own strategy for a startup using the frameworks studied in class.
Focuses on how small teams can develop new products and services in a startup environment by applying design thinking methodology. Applies the management concept of lean, agile development to concept creation, customer research, prototype development, and market validation. Offers students an opportunity to apply these skills to their own new product or service ideas and develop prototypes during the semester. Students are assessed not only for the quality of their ideas and project execution but also for their ability to work in small teams, with limited resources, as in a traditional startup experience.
ENTR 3401Consulting Operations and Growth in Small and Medium Enterprises4
Offers teams of students an opportunity to consult with owners of small- and medium-sized enterprises (SMEs) to develop project proposals and perform field casework specific to the needs of their SME clients. A highlight of this course is the SME consulting project. Through the project and course material, covers how to manage an SME from the day-to-day operations to strategic planning for growth. Exposes students to a variety of ways that an SME can achieve profitability and growth by generating lasting customer relationships, offering exemplary service, managing cash flow, implementing marketing strategies, and developing new and retooled products/services to reach new markets.
Explores the process of discovering, firsthand, how startups are built, finding a “white space," and developing solutions to address the unmet need. Students are paired with startups and complete a semester-long startup immersion internship project, with faculty in a mentorship capacity. Classroom sessions support the development of project value proposition, market opportunity, technology development level, financials, go-to-market strategy, and pitches.
Offers students a unique opportunity to serve as management and marketing consultants to early stage startups. Students work with entrepreneurs from diverse backgrounds (e.g., ethnic, social, religious, demographic) with experience operating a joint startup. Focuses on development of conflict resolution and leadership development skills that may be needed when cofounders of a startup come from diverse backgrounds. Students experience firsthand some of the challenges that entrepreneurs face, as well as support entrepreneurs’ efforts as problem solvers and collaborate to learn about entrepreneurship and marketing.
ENTR 4501Integrated Studies in Entrepreneurial Startups4
Designed as an advanced course for students who are studying entrepreneurship. Covers the issues raised when creating a technology venture that goes through multiple rounds of financing in order to become a successful large company. Topics include managing growth, writing business plans, raising money, and formulating exit strategies. Focuses on projects to obtain venture financing from venture capitalists, angels, and corporate investors.
Prerequisite(s): ENTR 2301 (may be taken concurrently) with a minimum grade of D- or ENTR 3220 (may be taken concurrently) with a minimum grade of D- Attribute(s): NUpath Creative Express/Innov, NUpath Integration Experience
Offers independent work under the direction of members of the department on a chosen topic. Course content depends on instructor. May be repeated without limit.
ENTR 6210Managing Operations in Early Stage Ventures3
Stresses the operating problems of managing small businesses. Case studies develop analytical approaches for appraising the risks and rewards of potential growth opportunities as well as operating problems. Problems range from locating, evaluating, marketing, and financing a small company to the survival and growth of more established businesses. Guest speakers and entrepreneurs provide pertinent business perspectives to in-class activities.
ENTR 6211Entrepreneurship: Services and Retail Business Creation3
Covers the issues surrounding the creation of a new business in the service and retail sectors. Emphasizes issues relating to the startup, growth, and operation of business ventures in these areas. Topics include developing a business plan for startup, market positioning, services design, operations management, sales forecasting, cash flow management, and venture financing with a heavy emphasis on debt financing. Students are asked to develop business plans for services and retail ventures of their own choosing as the class project. Requires prior completion of 9 SH of MBA core courses.
Program Credit/GPA Requirements 12 total semester hours required Minimum 3.000 GPA required D'Amore-McKim School of Business Website (https://damore-mckim.northeastern.edu/?utm_medium=website&utm_source=catalog) David De Cremer, PhD, Dunton Family Dean Kate E. Klepper, MBA, Associate Dean of Graduate Programs Northeastern University’s D’Amore-McKim School of Business has built and sustained a legacy of excellence for 100 years. Our graduate programs prepare leaders with a curriculum focused on technology, data analytics, and uniquely human skills like critical thinking, creativity, and an entrepreneurial mindset. D’Amore-McKim is part of a thriving global network, attracting some of the best and brightest faculty across the business world. Many are founders of tech startups and respected management leaders, and our students benefit daily from their research and expertise. Experience-fueled learning is at the heart of everything we do. Our students do more than master skills in their chosen business field. They put the knowledge gained from a demanding curriculum to work as they apply what they’ve learned to authentic business challenges. This educational model sets us apart. Graduate School of Business Administration 617.373.5992 Most graduate degrees: gradbusiness@northeastern.edu Most graduate certificates: gradcertificates@northeastern.edu Online MBA and online graduate certificates: onlinemba@northeastern.edu Graduate School of Professional Accounting 617.373.3244 gspa@northeastern.edu
Designed to provide students with an in-depth exposure to entrepreneurship in the social sector, a rapidly growing segment of the global economy. Uses the case method to expose students to leading entrepreneurs who have developed and implemented business models to solve social problems such as extreme poverty, disease, illiteracy, and economic and social dislocation. Focuses on uniquely creative and driven people who have dedicated their lives to making a difference in the lives of others through values-based entrepreneurship.
ENTR 6216Global Social Entrepreneurship and Innovation3
Explores using innovation to build and create value in the larger global context. Examines some of the latest innovation practices: (1) to build and create value within emerging economies, (2) to facilitate social entrepreneurship, (3) to promote sustainable development, and (4) to build and create value at the bottom of the pyramid. Exposes students to what successful entrepreneurs must learn to balance business demands with the larger need for innovative thinking. Stresses the application of successful practices to generate results. Topics include creating and sharing knowledge and intellectual property, exploiting systems and networks, redefining disruptive innovation, and the steps necessary to make innovation and entrepreneurship happen in a variety of global contexts. Uses real-life examples and case studies to illustrate successful practices.
Covers topics specific to managing a business or a strategic business unit within a firm. Considers the special issues related to technology-based firms. Topics include creating a culture, operations planning, staffing for technical excellence, dealing with technology vendors, dealing with advisers, supply chain management, and writing operations plans. Open to first-year graduate students.
Presents insight and knowledge related to operating, managing, and developing a technology-based startup. Explores issues related to the management of a technology-based business to develop an understanding of how tech-based businesses develop, evolve, and adapt within an ever-changing technological and market-driven environment.
Offers students an opportunity to build a complete business plan for new high-potential ventures. Covers all aspects of the planning process from the point of view of both the prospective entrepreneur and the potential investor.
Introduces major topics in the modern understanding of business models and their role in securing competitive advantage. Explores key components and design principles while examining business model innovation and change. Addresses technology commercialization, financial representation, and validation methods for business model development.
Covers the intersection of innovation, new technologies, entrepreneurship, and commercializing science. Topics include a review of innovation literature; the use of innovation as a competitive advantage; emerging technologies; research and development; the interplay of technological innovation, markets, and organizations; and commercializing new technologies through entrepreneurial ventures.
ENTR 6431Managing Ecosystems and Stakeholders for Startups2
Presents a comprehensive framework for understanding and managing the intricate relationships that entrepreneurs have with their external environments. Explores how startups can effectively shape ecosystems, create value through partnerships, and align the interests of various stakeholders. Examines key topics such as stakeholder theory, ecosystem mapping, and digital transformation. Employs case studies, readings, simulations, and exercises to offer students an opportunity to identify ecosystem dynamics, map stakeholder landscapes, and implement strategies for fostering collaboration, innovation, and resilience. Also addresses the challenges of managing stakeholder expectations in the face of rapid technological change and evolving consumer preferences.
Focuses on the critical early stages of entrepreneurship: finding product-market fit. Offers students an opportunity to learn how to identify customer needs, develop a viable product, validate assumptions through customer feedback, and iterate toward a product that meets market demands. Through case studies, real-world applications, and group projects, students explore frameworks and strategies for achieving PMF.
Presents entrepreneurship principles and practices, how they can drive positive social and environmental impact, and the impact finance landscape. Offers students an opportunity to analyze impact-focused entrepreneurial ventures; use these innovative principles and practices to develop new business models, systems, and processes that maximize impact and profit; and to develop a strategic funding pathway that leverages multiple impact finance instruments to build and grow impact-focused entrepreneurial ventures.
Explores how new ventures can build a brand and leverage digital marketing and word-of-mouth strategies when there are limited resources and tight schedules to be met, specifically in the area of entrepreneurial marketing and selling. Addresses how startups can build an effective direct and indirect sales team and processes.
Covers the intersection of product development and entrepreneurship. Focuses on how small technical teams can quickly investigate opportunity spaces, develop and select concepts, and translate these into prototypes. Other topics include industrial design, managing product teams, prototyping, and design commercialization. Explores the differences in product development between physical products, IT, biotechnology, and nanotechnology.
Offers independent work under the direction of members of the department on chosen topics. May be repeated without limit. Campus Locations Arlington VAOpens New Window Boston MAOpens New Window Burlington MAOpens New Window Charlotte NCOpens New Window London UKOpens New Window Miami FLOpens New Window Nahant MAOpens New Window New York City NYOpens New Window Oakland CAOpens New Window Portland MEOpens New Window Seattle WAOpens New Window Silicon Valley CAOpens New Window Toronto ONOpens New Window Vancouver BCOpens New Window Quick Links Registrar Opens New Window Directory Opens New Window Libraries Opens New Window Emergency Information Opens New Window Privacy Policy Opens New Window Accessibility Opens New Window Facebook. Opens New Window X. Opens New Window YouTube. Opens New Window Linkedin. Opens New Window Instagram. Opens New Window TikTok. Opens New Window Copyright 2026-2027 Northeastern University Back to top Close this window Print Options Send Page to Printer Print this page. Download Page (PDF)The PDF will include all information unique to this page. var consentListeners=[];window.addConsentListenerTA=function(b){consentListeners.push(b)};var onConsentChange=function(b,a){consentListeners.forEach(function(d){d(b,a)})},__dispatched__={},__i__=self.postMessage&&setInterval(function(){if(self.PrivacyManagerAPI&&__i__){var b={PrivacyManagerAPI:{action:"getConsentDecision",timestamp:(new Date).getTime(),self:self.location.host}};self.top.postMessage(JSON.stringify(b),"*");__i__=clearInterval(__i__)}},50); self.addEventListener("message",function(b,a){try{if(b.data&&(a=JSON.parse(b.data))&&(a=a.PrivacyManagerAPI)&&a.capabilities&&a.action=="getConsentDecision"){console.log("On consent changed!");var d=window.truste.util.readCookie("notice_behavior")||truste.eu.bindMap.behavior+","+truste.eu.bindMap.behaviorManager,f=window.truste.util.readCookie("cmapi_cookie_privacy")||"";onConsentChange(f,d);self.dataLayer&&self.dataLayer.push({event:"Consent Changed"});console.log("After On consent changed!")}if(b.data&& (a=JSON.parse(b.data))&&(a=a.PrivacyManagerAPI)&&a.capabilities&&a.action=="getConsentDecision"){var e=self.PrivacyManagerAPI.callApi("getGDPRConsentDecision",self.location.host).consentDecision;e&&e.forEach(function(c){__dispatched__[c]||(self.dataLayer&&self.dataLayer.push({event:"GDPR Pref Allows "+c}),__dispatched__[c]=1)})}}catch(c){}}); (function(a){"function"===typeof TTDUniversalPixelApi&&(a=new TTDUniversalPixelApi,a.init("gx2pmp9",["fig9091"],"https://insight.adsrvr.org/track/up","ttdUniversalPixelTag9ab70611d0784a53bffadad380ec3a95"))})(this); (function(a){"function"===typeof TTDUniversalPixelApi&&(a=new TTDUniversalPixelApi,a.init("gx2pmp9",["nddbe15"],"https://insight.adsrvr.org/track/up","ttdUniversalPixelTag6f27e0d83ee647de8696f2ef49bc29d2"))})(this); function createCookie(c,b){if(b){var a=new Date;a.setTime(a.getTime()+864E5);a="; expires\x3d"+a.toGMTString();var d="domain\x3d"+(document.domain.match(/[^\.]*\.[^.]*$/)||[""])[0]+";",e="SameSite\x3dNone; Secure";document.cookie=c+"\x3d"+b+a+"; path\x3d/;"+d+e}}createCookie("utm_source",google_tag_manager["rm"]["758267"](8));createCookie("utm_medium",google_tag_manager["rm"]["758267"](9));createCookie("utm_campaign",google_tag_manager["rm"]["758267"](10));createCookie("utm_content",google_tag_manager["rm"]["758267"](11));createCookie("utm_term",google_tag_manager["rm"]["758267"](12)); createCookie("utm_mktoid",google_tag_manager["rm"]["758267"](13));createCookie("nu_clientid",google_tag_manager["rm"]["758267"](14));createCookie("nu_gclid",google_tag_manager["rm"]["758267"](15));var _STATE={}; function runOnce(){!_STATE.hasRunOnce&&window.truste&&truste.eu&&truste.eu.prefclose&&(console.log("doing run once"),_STATE.oldValue=truste.eu.bindMap.prefCookie&&truste.eu.bindMap.prefCookie.split(":")[0].replace(/[^\d.]/g,"-"),_STATE.oldMethod=truste.eu.prefclose,truste.eu.prefclose=function(){_STATE.oldMethod();truste.eu.bindMap.prefCookie&&truste.eu.bindMap.prefCookie.split(":")[0].replace(/[^\d.]/g,"-")!==_STATE.oldValue&&setTimeout(function(){window.location.reload()},20)},_STATE.hasRunOnce=!0, _STATE.i&&clearInterval(_STATE.i))}_STATE.i=setInterval(runOnce,10);document.body.addEventListener("click",function(a){a&&a.target&&a.target.id==="truste-consent-button"&&setTimeout(function(){window.location.reload()},1E3)});(function(){function b(){(window.dataLayer=window.dataLayer||[]).push({event:"lead_form_view"})}if(window.MutationObserver){var c='[id^\x3d"form_"][id$\x3d"_container"]';try{if(document.querySelector(c))b();else{var a=new MutationObserver(function(){document.querySelector(c)&&(b(),a.disconnect())});a.observe(document.documentElement,{childList:!0,subtree:!0});setTimeout(function(){a.disconnect()},1E4)}}catch(d){}}})();
