TECHCOMM 5018 - Opportunity Assessment
North Terrace Campus - Semester 2 - 2015
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General Course Information
Course Details
Course Code TECHCOMM 5018 Course Opportunity Assessment Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre Term Semester 2 Level Postgraduate Coursework Location/s North Terrace Campus Units 3 Available for Study Abroad and Exchange Y Incompatible TECHCOMM 5027 Assessment Assignments including class presentations Course Staff
Course Coordinator: Dr Allan O'Connor
Program Director Contact Details:
Innovation and Entrepreneurship (PG)
Name: Dr Allan O’Connor
Email: allan.oconnor@adelaide.edu.au
Phone: +61 8 8313 0188
Teaching Staff
Semester 1
Name: Dr Anton Jordaan
Short Bio:
Anton Jordaan was originally trained as an accountant and tax specialist. Five years after founding an accounting and tax consultancy, he sold his shares to his partners and set out to establish, grow and harvest a number of business ventures in the education and training space. In subsequent years, one of his businesses was acquired by a stock exchange listed company; and a few years later his business was involved in an IPO. Following the IPO he served as a director of this newly listed company for 2 years.
In addition to the strategic leadership and financial roles over the years, Anton has maintained an interest in education and training, and has 20 years teaching experience in tertiary, vocational and corporate education environments. He has delivered entrepreneurship and project management programs in Singapore, Malaysia, Brunei, Hong Kong, USA, UK, Netherlands, South Africa, Oman, Qatar, Russia, Canada and Australia.
After attaining a Bachelor of Commerce degree in Accounting, he completed an Honours degree in Accounting, a Master of Commerce degree in Business Management, a MBA degree with an Entrepreneurship focus, and a Master of Advanced Business Practice degree. He completed a PhD in Entrepreneurship at The University of Adelaide and is a member of CPA Australia.
Email: anton.jordaan@adelaide.edu.au
Semester 2
Name: Dr Wendy Lindsay
Short Bio:
Wendy holds an MBA from Bond University, and a Master of Advanced Business Practice from the University of South Australia. Her PhD, obtained from The University of Adelaide, adopted a repeated measures longitudinal research design to examine the effects of personal values, entrepreneurial attitude, and entrepreneurial intentions on business start-up behaviour of nascent entrepreneurs. Her research interests include opportunity recognition, entrepreneurial attitude, values, business start-up behaviour, social entrepreneurship, gender issues, family business, well-being/quality of life and cultural influences on business.Wendy’s academic experience comprises lecturing (face-to-face and online) in the entrepreneurship and innovation discipline at both undergraduate and postgraduate levels at the University of Adelaide, the University of South Australia, and Bond University.Wendy’s business experience includes general management in the professional practice environment, and thereafter through provision of consultancy services to a diverse range of clients. She has founded/co-founded businesses in the areas of financial management, administration, tourism accommodation, e-learning streaming media, offshore entrepreneurship training, Indigenous entrepreneurial training, and most recently, a registered training organisation. Wendy also enjoys community outreach through the means of her Rotary membership and volunteers with Little Athletics.
Email: wendy.lindsay@adelaide.edu.au
Course Timetable
The full timetable of all activities for this course can be accessed from Course Planner.
Opening intensive:
Thursday 20th and Friday 21st August 2015
9am to 6pm
Nexus10 UB34 Seminar room 3G
Closing intensive:
Thursday 17th and Friday 18th September 2015
9am to 6pm
Nexus10 UB34 Seminar room 3G
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Learning Outcomes
Course Learning Outcomes
At the end of this course a candidate will have learned:
- The difference between an idea and an innovative business opportunity
- How to articulate a new venture investment proposition and communicate ideas and concepts effectively
- How to build an assessment process for a new opportunity or venture to determine its viability and sustainability
- To identify the areas of risk in research commercialisation and/or introducing new technologies or other innovations into a market
- To produce a feasibility report for your own or another new venture opportunity
- To make conclusions and recommendations on an opportunity for new venture development based upon a comprehensive assessment
University Graduate Attributes
This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:
University Graduate Attribute Course Learning Outcome(s) Knowledge and understanding of the content and techniques of a chosen discipline at advanced levels that are internationally recognised. 1, 4, 6 The ability to locate, analyse, evaluate and synthesise information from a wide variety of sources in a planned and timely manner. 3-5 An ability to apply effective, creative and innovative solutions, both independently and cooperatively, to current and future problems. 6 Skills of a high order in interpersonal understanding, teamwork and communication. 2 A proficiency in the appropriate use of contemporary technologies. 3, 4 An awareness of ethical, social and cultural issues within a global context and their importance in the exercise of professional skills and responsibilities. 4 -
Learning Resources
Required Resources
Text book:
Fredrick, Howard, O'Connor, Allan and Kuratko, Donald F. (2013). Entrepreneurship: Theory, Process and Practice, 3rd Edition. Cengage Learning.
ISBN-13: 9780170214988
Supplemental readings available on MyUni:
Aaker, David A. c2001, 'Competitor analysis', in Aaker, David A., Strategic market management, 6th ed., Wiley, Hoboken, NJ, pp. 56-75.
Carpenter, Mason A., Sanders, W.M. Gerard, Rice, John L. & Martin, Nigel J., c2010, 'Exploring the external environment : macro and industry dynamics', in Rice, John L., Rice, John Lewis & Carpenter, Mason Andrew, Strategic management : a dynamic perspective : concepts and cases, [1st Australian ed.], Pearson, Frenchs Forest, N.S.W., pp. 58-95.
English, John W. 2006, 'IDEAS evaluation', in English, John W., How to organise & operate a small business in Australia : how to turn ideas into success, 10th ed., Allen & Unwin, Crows Nest, N.S.W., pp. 62-84.
Frederick, Howard H. & Kuratko, Donald F. 2010 ‘Ch 5 – Innovation: The Creative Pursuit of Ideas', in Entrepreneurship Theory, Process, Practice, 2nd ed., Cengage Learning , South Melbourne, VIC, pp 154 – 182.
Harper, David A. 2008, 'Towards a theory of entrepreneurial teams', Journal of Business Venturing, vol. 23, no. 6, pp. 613-626.
Kaplan, Jack M. & Warren, Anthony C. 2009, 'Analyzing the market, customers, and competition', in Kaplan, Jack M., Patterns of entrepreneurship management, 3rd ed. /, Wiley, Hoboken, N.J., pp. 65-89.
Kuemmerle, Walter 2002, 'A test for the fainthearted', Harvard Business Review, vol. 80, no. 5, pp. 122-127.
Lehmann, Donald R. & Winer, Russell S. c2005, 'Customer analysis', in Lehmann, Donald R. & Winer, Russell S., Analysis for marketing planning, 6th ed., McGraw-Hill/Irvin, Boston, pp. 120-166.
Morris, Michael, Schindehutte, Minet & Allen, Jeffrey 2005, 'The entrepreneur's business model: toward a unified perspective ', Journal of Business Research, vol. 58, no. 6, pp. 726-735.
Porter, Michael E. c1980, 'The structural analysis of industries', in Porter, Michael E., Competitive strategy : techniques for analyzing industries and competitors, Free Press, New York, pp. 3-33.
Solomon, Michael R. c2004, 'Motivation and values', in Solomon, Michael R., Consumer behavior : buying, having, and being, 6th ed., Pearson Prentice Hall, Upper Saddle River, N.J., pp. 112-147.
Sull, Donald N. 2004, 'Disciplined entrepreneurship', MIT Sloan Management Review, vol. 46, no. 1, pp. 71-77.
Gillin, L. Murray 2011, 'The opportunity : creating, shaping, recognizing, seizing', in Timmons, Jeffry A. (ed.), New venture creation : entrepreneurship for the 21st century : a Pacific Rim perspective, 1st Aust. ed., McGraw-Hill Education, Sydney, pp. 149-199.
Wickham, Philip A. 2006, 'Ch. 13 The entrepreneurial venture and the entrepreneurial organisation -- Ch. 18 The strategy for the venture', in Wickham, Philip A., Strategic entrepreneurship, 4th ed., Financial Times Prentice Hall, New York, pp. 349-373.
Recommended Resources
There is a broad range of materials that cover and complement many of the topic areas covered in this course. A reading list will be available on MyUni to assist you with sourcing and locating additional materials.
Candidates may also benefit by consulting the following text:
Timmons, Jeffry A., Gillin, L. Murray, Buhrstein, Sam L. and Spinelli, Stephen Jr. (2011). New Venture Creation: Entrepreneurship for the 21st Century, A Pacific Rim Perspective, 1st Edition. McGraw-Hill Australia Pty Ltd, North Ryde, NSW.
Library Resources
The University of Adelaide’s Barr Smith Library provides a range of learning resources including texts, journals, periodicals, magazines, and access to online databases and information services. It also offers a virtual library which is accessible via the University’s website. The University Library web page is: http://www.adelaide.edu.au/library/
From this link, you are able to access the Library's electronic resources.Online Learning
MyUni is the University of Adelaide's online learning environment. It is used to support traditional face-to-face lectures, tutorials and workshops at the University. MyUni provides access to various features including announcements, course materials, discussion boards and assessments for each online course of study (see: https://myuni.adelaide.edu.au) -
Learning & Teaching Activities
Learning & Teaching Modes
This course is offered in blended learning mode with the face-to-face component offered as intensives.Workload
The information below is provided as a guide to assist students in engaging appropriately with the course requirements.
As a guide, a 3 unit course comprises a total of 156 hours work (this includes face-to-face contact, any online components, and self directed study).Learning Activities Summary
Day 1: Introduction and assessing opportunity Topic Topic & Content Preparation 1
Introduction – What’s this course about?
- Overview of course and outline of syllabus, assignments and assessment
- Confidentiality
- Personal backgrounds
- Opportunity: the core of entrepreneurial activity
- Overview of the elements of an opportunity screen
Frederick, O’Connor and Kuratko 2014, Ch 52
Proposing a feasibility study – Might this be a good idea?
- Group activity to generate an opportunity proposal
- Guidelines for individual presentation in session 2
- Knowing your audience
- Recording and assessing assumptions
Frederick, O’Connor and Kuratko 2014, Ch 6
Supplemental
Timmons & Spinelli 2009, Ch 53
Is there a compelling need?
- Problem definition
- Needs and wants
- Customer motivations
Frederick, O’Connor and Kuratko 2014, Ch 10
Supplemental
Solomon 2002, Ch44
Are there enough customers?
- Customer identification and segmentation
- Market Analysis: size, growth & profitability
- Customer Reach
Lehman & Winer 2005, Ch5
Kaplan & Warren, 2010 Ch4Day 2: Assessing sustainability Topic Topic & Content Preparation 5
Is this the right time and right place?
- Environment analysis: The importance and impact of environmental factors
- Life cycle analysis
- The role of innovation
Carpenter et al 2010, Ch3
6
Is the industry favourable?
- Who is the customer?
- Industry value chain analysis
- Channel power and five forces analysis
Frederick, O’Connor and Kuratko 2014, Ch 9
Supplemental
Porter, 19797 Idea/concept presentations
- Individual presentations
- Presentation review & discussion
Assignment 1 (Part A)8
How strong is the competition?
- Who are your competitors?
- Category mapping
- Competitive position
Frederick, O’Connor and Kuratko 2014, Ch 9
Supplemental
Aaker 2001,Ch 4
D’Aveni 2007Day 3: Assessing Capability Topic Topic & Content Preparation 9 Review and Sustainable Business Concepts
- Industry analysis: Trends, power and dynamics, competitive forces
- Barriers to entry
- Thinking about exit
Frederick, O’Connor and Kuratko 2014, Ch 11
Supplemental
Carpenter et al 2010 Ch3
10
How can the start-up be funded?
- Funding options
- Start-up resources
- Set-up costs
- Fixed and variable ongoing costs
- Break-even analysis
Frederick, O’Connor and Kuratko 2014, Ch 15
Supplemental
Refer course notes11 Group assignment presentation Assignment 2 Group presentation and discussion (ungraded) 12
The entrepreneur and the team
- Capabilities and constraints
- Personal objectives
- Management team
- Identifying gaps and building teams
Frederick, O’Connor and Kuratko 2014, Ch 2
Supplemental
Kuemmerle 2002.
Harper 2008Day 4: Assessing the risks Topic Topic & Content Preparation 13 Internal Analysis
- Vision
- Mission
- Acquiring resources
- Resource based view
Frederick, O’Connor and Kuratko 2014, Ch 11
Supplemental
Wickham 2006, Ch1814
Assessing Strategy
- The business model
- Internal value chain and other logics
- Entry strategy and failing fast
Frederick, O’Connor and Kuratko 2014, Ch 11
Supplemental
Sull 2004
Morris, Schindehutte and Allen 200515 Resilience (Can the risks be managed?)
- Risk Management principles
- SWOT analysis
- Fatal flaws
Frederick, O’Connor and Kuratko 2014, Ch 11
English 2006, Ch 516 Wrap up and review
- Review main points
- Relationship to the business plan
- Strategy and due diligence
- Structuring the Opportunity Assessment assignmentSpecific Course Requirements
This course requires you to present mature and well reasoned work that addresses the assessment of ideas and technologies for feasibility in the Australian business context. You will specifically refer to those factors that promote or work against successful opportunity assessment. Of prime importance is to show insight into limitations and risks of any approach you suggest or take – you therefore need to always take a critical stance.
You will need to read more widely on the topic then the list of references provided and beyond hits found on Google; remember this is postgraduate study.
Your work will need to be succinct and you should avoid overly verbose presentations. Do not labour the point, regurgitate theory or address irrelevant issues. Examples or cases may be used, if appropriate, to illustrate your point as they will serve to strengthen your arguments.
You are also required to structure your work so as it flows logically and your reasoning needs to be logical, sound and clear. The proper use of headings, sub-headings, bullet points and paragraphing will assist this purpose. Further, an executive summary or abstract at the beginning of your work will provide a clear overview of what follows in the body of your report.
Keep to the word limits and do not ramble. In every instance present your work as if it is a submission to a Board of Directors – succinct, clear, structured and reasoned. -
Assessment
The University's policy on Assessment for Coursework Programs is based on the following four principles:
- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
Assessment Summary
Assessment Summary Table Assessment No. Form of Assessment/ Collaborative Task Length (in word count) Weighting Due Date Learning objective covered (see 2.1 for detail) 1 New Venture Pitch Assessment Individual Assignment Summative Max 1000 words + six (6) assessment forms 25% see MyUni 1,2 2 Feasibility Study Group Assignment Formative Max 3000 words 30% see MyUni 1,3,4 3 An Opportunity Assessment Framework - Individual Assignment Summative Max 3000 words 45% see MyUni 4-6 Total 100% Assessment Related Requirements
Students must complete all course assessment requirements and must attend lectures to be eligible to pass the course.
Course results are subject to moderation by the ECIC Board of Examiners
It is expected that assignments will be typed, using word processing software such as Microsoft Word. The preference is for you to hand in a printed and bound assignment, and also email the file as per the instructions in the following section.
Don’t cram too many words onto a page: use a line spacing of 1.5 lines, and a right-hand margin of 4cm (to enable feedback and comments). If software other than Microsoft Word is used, the file format must be one that can be read using Word, such as .doc or .rtf (rich text format). PDF (Acrobat) format is not acceptable unless accompanied by an editable Microsoft Word document or similar. All assignments may be scrutinised using Turnitin as per University policy (see below).Assessment Detail
See MyUni for details
Submission
All text based assignments must be submitted via MyUni.
Please refer to step by step instructions: http://www.adelaide.edu.au/myuni/tutorials/files/AssignmentStudentSubmission.pdf
There are a few points to note about the submission of assignments:
- Assignment Submission: Assignments should not be emailed to the instructor; they must be lodged via the MyUni Course site (unless specified to do both). Note that assignments may be processed via TURNITIN, which is an online plagiarism prevention tool.
- Cover Sheet: Please submit, separate to your assignment, the completed University of Adelaide Assessment Cover Sheet providing details of yourself and your team members (if applicable), your assignment, the course, date submitted, etc. as well as the declaration signed by you that this is your (your team’s) work. Note that the declaration on any electronically submitted assignment will be deemed to have the same authority as a signed declaration.
- Backup Copy of Assignments: You are advised to keep a copy of your assignments in case the submitted copy goes missing. Please ensure that all assignment pages are numbered. If your assignment contains confidential information, you should discuss any concerns with the Course Lecturer prior to submission.
- Extensions of Time: Any request for an extension of time for the submission of an assignment should be made well before the due date of the assignment to the Course Lecturer. Normally, extensions will only be granted for a maximum of two weeks from the original assignment submission date. Extensions will only be granted in cases of genuine extenuating circumstances and proof, such as a doctor’s certificate, may be required.
- Failure to submit: Failure to submit an assignment on time or by the agreed extension deadline may result in penalties and may incur a fail grade. Note that a late penalty of 5% of the total available marks for that assessment item will be incurred each day an assignment is handed in late (Unless otherwise stated in section 5.2 or 5.3). Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work.
Course Grading
Grades for your performance in this course will be awarded in accordance with the following scheme:
M10 (Coursework Mark Scheme) Grade Mark Description FNS Fail No Submission F 1-49 Fail P 50-64 Pass C 65-74 Credit D 75-84 Distinction HD 85-100 High Distinction CN Continuing NFE No Formal Examination RP Result Pending Further details of the grades/results can be obtained from Examinations.
Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.
Final results for this course will be made available through Access Adelaide.
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Student Feedback
The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.
SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.
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Student Support
- Academic Integrity for Students
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- Students with a Disability - Alternative academic arrangements
- YouX Student Care - Advocacy, confidential counselling, welfare support and advice
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Policies & Guidelines
This section contains links to relevant assessment-related policies and guidelines - all university policies.
- Academic Credit Arrangements Policy
- Academic Integrity Policy
- Academic Progress by Coursework Students Policy
- Assessment for Coursework Programs Policy
- Copyright Compliance Policy
- Coursework Academic Programs Policy
- Elder Conservatorium of Music Noise Management Plan
- Intellectual Property Policy
- IT Acceptable Use and Security Policy
- Modified Arrangements for Coursework Assessment Policy
- Reasonable Adjustments to Learning, Teaching & Assessment for Students with a Disability Policy
- Student Experience of Learning and Teaching Policy
- Student Grievance Resolution Process
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