19 courses with the subject ENTP, 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.
ENTP 501Entrepreneurship Practice & Mindset3.0
Master's-level introductory course designed for all Drexel graduate students who are looking to begin to explore entrepreneurship. With the foundational belief in the individual as the cornerstone of enterprise, this course introduces those skills and characteristics central to an entrepreneurial “habit of mind” or entrepreneurial mindset to support pursuits as wide-ranging as going into business for yourself to landing a leadership role within a larger organization. Entrepreneurship begins with gaining insight into, and facility with, one’s own tools and skills to better recognize, frame and leverage them for personal and professional opportunity.
The entrepreneur’s pitch deck and presentation are critical to the funding process and it should not be underestimated how important they are to the success or failure of a startup. The investor-level presentation is unlike any other business presentation, as investors are typically a demanding and impatient audience. This course is designed for students who want to learn how to create and present effective, investor-level presentations for an entrepreneurial startup.
This course is designed to immerse graduate students in social entrepreneurship ventures through experiential learning. While introducing students to frameworks and methodologies that address societal problems through data-driven and market approaches, students will simultaneously work with a social entrepreneur in the development of their existing business or their business model.
This course examines approaches to entrepreneurship from a wide range of contexts including traditional profit-driven enterprises, social enterprises, and microenterprises in both mature and emerging economies. Students will be introduced to modern entrepreneurial concepts including lean start up methodology, B-corporations, and Bottom of the Pyramid (BoP) markets. Application and reinforcement of course concepts will be highlighted through class discussions and case analyses.
This course is intended for students interested in launching an innovative, international venture. It will examine the social and environmental challenges that can impede the entrepreneurial venture in world economies. Students will understand how culture and local customs affect entrepreneurial ventures in five specific regions of the world: Latin America, Eastern Europe, the Middle East, Africa, and Asia. Students will also compare global entrepreneurship to the U.S. model of entrepreneurship.
Family firms make up more than two-thirds of the global economy. This course examines this unique business culture, characteristics, and interpersonal dynamics involved in family enterprise. Emphasis is placed on the opportunities and challenges most commonly found family-operated endeavors. Topics include succession, balancing both family and business roles, family dynamics, managing non-family employees, and advising family enterprises.
Nearly half of all global retail businesses are managed through franchising networks. Furthermore, franchising continues to grow rapidly worldwide and as a result, there is an increasing need among franchising firms for employees with franchising knowledge and experience. This course deals with the various aspects of starting, developing, and managing both franchise networks and franchises within those networks.
This course focuses on the design of early-stage education ventures and on the programmatic, curricular and/or pedagogical innovations within established educational organizations or institutions. Students will design and develop their own education innovation, to include a theory of change or logic model, business/mission model canvas, assumption-testing, and culminate with a capstone/pitch.
This course seeks to tap students’ entrepreneurial mindsets to create social and sustainable market-based solutions to the global challenges identified in the United Nations Sustainable Development Goals (SDG) of 2030. Using their local communities as the context, themselves as a change agent, and relevant stakeholders as partners, students will pitch social and sustainable startups or innovations in existing firms that will help in achieving a particular SDG.
This course will define failure, analyze the causes of it, and present students with a framework they can use to help them be better prepared for learning from failure in order to drive the entrepreneur's level of entrepreneurial preparedness for further enterprising activities. Through a series of in-depth reflections of personal and professional "failures" and challenges, graduate students will develop a portfolio of resilience mechanisms to better prepare them for an entrepreneurial life.
This course provides students with tools, methods, and self-reflection techniques necessary to bring new ideas to reality while also providing them with ways to learn about how to test the viability of and response to their ideas in the market. Learning through iteration is a key component of this course as it is expected that the first version of any idea is not likely the last. Human-centered design methodologies will be front-and-center in this course from the perspective of how to innovate based not on the ideas of the innovator but based first on the needs of the customer. This course reviews the importance of innovation, not only in new products and services, but also in the underlying business models where unexpected sources of innovation can be found.
This course focuses on how early relationships, roles, and reward decisions cause tensions within the founding team. It also covers founders’ recurring tension between keeping control of their ventures and attracting the resources needed to build the venture, initially, using founder/CEO succession as a microcosm of that tension and then broadening to key decisions throughout the founding process. This course introduces the next key players in the venture: cofounders and non-founding hires.
This course develops skills that are important for students who are interested in pursuing careers in an entrepreneurial setting and corporate venture activities. This course should be of interest to anyone who wants to develop their entrepreneurial thinking on various innovation approaches.
Starting and leading a new venture creates unique challenges for the entrepreneur as typically, this will be the first time they are in a leadership position. Some of these challenges stem from the context of the new venture itself – a company with scarce resources, little or no history and in many cases an unproven business model. Other challenges are more personal as they involve finding the appropriate leadership style and decision making models to employ in such a context. This course is designed to illustrate the leadership opportunities and challenges that face entrepreneurs and to provide them with the skills and competencies to effectively lead new ventures.
This course provides students with an understanding of the process, opportunities, and challenges associated with early-stage venture funding. It exposes you to the concepts, practices, and tools related to the funding needs of early-stage ventures with a focus on bootstrapping, friends/family financing, and angel-stage investment. Of particular focus will be the understanding of how angel investors and angel investment groups operate and how they make investment decisions.
This course provides the groundwork to understanding new-venture development in clean-technology markets. A project-based course, students partner with a start-up clean-technology firm or research laboratory in the region and work together on a technology project. In class, students discuss challenges facing the entrepreneurial energy venture, examine technologies shaping the clean-tech industry, and hear from industry experts.
This course is a comprehensive examination of the knowledge and skills that younger startups need to operate and grow their small and/or growing ventures within today’s dynamic business environment. Included are practical concepts typically faced in small to medium- sized businesses, including: financing, marketing, strategic planning, inventory control, cash flow, and recruiting and retaining talent. Legal issues, forms of ownership and strategies for growth are also addressed.
ENTP 681The Startup Way: How to Drive Innovation in Entrepreneurial Companies3.0
In this course, students will learn tools to facilitate continuous transformation in their organizations i.e., the ability to employ entrepreneurship to ignite innovation in response to new and diverse challenges and to be prepared to do this repeatedly. Students will benefit by learning how to create an innovative culture and environment grounded in the establishment of an entrepreneurial mindset in high-growth organizations, industries, and contexts.
In this course students will work on launching their own business. Students will spend the term de-risking their business assumptions through various tasks, such as surveying their customer base, meeting with partners and competitors, building prototypes, and validating a market need. Students will learn the iterative process of how a start-up actually works by using the Lean Start-Up model of new-venture development. Finally, students will see how to rapidly iterate a product or service to build something customers will use and buy.
