GENERIC ELECTIVE (GE-2)

Credit distribution, Eligibility and Pre-requisites of the Course

Credit distribution of the
course Eligibility Pre-requisite of the
Course title Credits
Practical/ criteria course
Lecture Tutorial
Practice
Entrepreneurship Class XII Entrepreneurship
4 2 2
Essentials - 2 pass Essentials - 1

Course Description:
Course Description:
This course provides a comprehensive understanding of key concepts and strategies in
entrepreneurship and innovation. It covers various aspects of starting and growing a business,
including business models, funding and financial management, marketing, and scaling the
venture. Through a combination of theoretical knowledge and practical applications, learners
will develop the necessary skills to identify opportunities, create value propositions, and
navigate the challenges of entrepreneurship.

Learning Objectives:
Students of this course should be able to:
• Understand the fundamentals of business models, lean startup methodology,
competitive analysis, and go-to-market strategies.
• Explore different funding sources for startups and evaluate financing options
available, including government and non-government schemes.
• Develop skills in financial planning, projection, and project evaluation to make
informed financial decisions.
• Gain insights into branding, positioning, sales techniques, customer acquisition
strategies, and the use of social media and digital marketing for entrepreneurial
success.
• Learn how to build strategic partnerships and alliances, manage operations, and
navigate legal and intellectual property considerations.
• Explore growth strategies, business expansion, and scaling techniques, while
understanding exit strategies and preparing for potential exits.

Learning Outcomes:
At the end of this course, students will be able to:
• Analyze and create business models using the Business Model Canvas framework,
incorporating lean startup principles and competitive analysis.
• Identify and evaluate different funding sources and financing options suitable for
startups, and develop financial plans and projections.
• Apply marketing techniques to effectively brand, position, and promote products or
services, utilizing social media and digital marketing channels.

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 • Employ sales techniques and customer acquisition strategies to drive business growth
and profitability.
• Understand the importance of networking and collaboration for business growth, and
build strategic partnerships and alliances.
• Demonstrate knowledge of operational management considerations, including
organizing, staffing, and legal and intellectual property rights.
• Evaluate growth strategies, expansion opportunities, and scaling techniques to sustain
and develop the venture.
• Identify exit strategies and effectively plan for an exit, considering various factors such
as valuation and succession planning.
• Following Bloom's Taxonomy, the learning outcomes cover various cognitive levels,
including understanding, applying, analyzing, evaluating, and creating.

SYLLABUS

Unit 1: Business Models & Go-to-Market (16 hours)

Classroom Sessions:
2.1.1 Introduction to Business Models and Business Model Canvas
2.1.2 Lean Business model and its key components
2.1.3 Competitive Analysis and Market Positioning
2.1.4 Go-to-Market and Pricing Strategies
Practical Sessions:
2.1.1 Business Model Canvas Workshop
2.1.2 Lean Business Model Simulation Game
2.1.3 Competitive Analysis and Positioning Exercise
2.1.4 Go-to-Market Strategy Simulation
Essential Readings:
2.1.1 Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for
visionaries, game changers, and challengers. Wiley.
2.1.2 Mullins, J.W., & Komisar, R. (2009). Getting to Plan B: Breaking Through to a Better
Business Model. Harvard Business Press.
2.1.3. Ries, E. (2011). The Lean Startup: How Today's Entrepreneurs Use Continuous
Innovation to Create Radically Successful Businesses. Crown Business.
Suggested Readings:
2.1.1. Amit, R., & Zott, C. (2012). Creating value through business model innovation. MIT
Sloan Management Review, 53(3), 41-49.
2.1.2 McGrath, R. G. (2010). Business models: A discovery driven approach. Long Range
Planning, 43(2-3), 247-261.
Suggested Case Studies (Indian Context):
2.1.1 Online e-commerce websites like Flipkart etc. (Focus on Business Models)
2.1.2 Focus on Indian FMCG companies like Patanjali Ayurved etc. (Focus on Disrupting
the FMCG Sector in India)
2.1.3 Online hotel room aggregators like OYO (Focs on Revolutionizing the Hospitality
Industry with a Lean Business Model)

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Unit 2: Funding and Financial Management (16 hours)
Classroom Sessions:
2.2.1 Funding Sources for startups (Bootstrapping, Venture Capital, Angel Investors,
Crowdfunding)
2.2.2 Funding Schemes and Financing Options for Startups (govt and non-govt)
2.2.3 Financial Planning and Projections
2.2.4 Project Evaluation and Break-even Analysis
Practical Sessions:
2.2.1 Developing investor pitch
2.2.2 Exploring Suitable Government and Non-Government Financing Programs for
specific Business Model.
2.2.3 Developing Financial Projections for Your idea
2.2.4 Analysing Cash Flow and Break-even Scenarios
Essential Readings:
2.2.1 Hisrich, R. D., & Ramadani, V. (2017). Financing Entrepreneurship and Innovation in
Emerging Markets. Springer.
2.2.2 Megginson, W. L., Byrd, J. W., & Megginson, L. C. (2015). Small Business
Management: An Entrepreneur's Guidebook. McGraw-Hill Education.
2.2.3 Gompers, P. A., & Lerner, J. (2004). The Money of Invention: How Venture Capital
Creates New Wealth. Harvard Business Press.
Suggested Readings:
2.2.1 John Wiley & Sons.Moyer, R.C., McGuigan, J.R., & Kretlow, W.J. (2018).
Contemporary Financial Management. Cengage Learning.
2.2.2 Blank, S., & Dorf, B. (2012). The Startup Owner's Manual: The Step-by-Step Guide
for Building a Great Company. K&S Ranch. .
Suggested Case Studies (Indian Context):
2.2.1 Online room aggregtaors like Treebo and OYO etc. (Focus on moving from
Bootstrapping to Unicorn)
2.2.2 Govt. schemes like Startup India (Focus on Boosting Entrepreneurship in India)
2.2.3 Govt intitiatives in Fintech sector like BHIM App (Focus on Government Initiative
for Digital Payments and Startup Funding)

Unit 3: Marketing Aspects of Entrepreneurship (12 hours)

Classroom Sessions:
2.3.1 Branding and Positioning
2.3.2 Sales techniques and customer acquisition strategies
2.3.3 Social Media and Digital Marketing for Entrepreneurs
2.3.4 Networking and Collaborating for Business Growth
Practical Sessions:
2.3.1 Discuss a case study on brand building
2.3.2 Sales Role-Play Exercise
2.3.3 Social Media Campaign Development
2.3.4 Networking and Negotiations exercise

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Essential Readings:
2.3.1 Keller, K. L. (2013). Strategic brand management: Building, measuring, and
managing brand equity. Pearson.
2.3.2 Chaffey, D., & Ellis-Chadwick, F. (2019). Digital marketing: Strategy,
implementation, and practice. Pearson.
Suggested Readings:
2.3.1 Qualman, E. (2019). Socialnomics: How social media transforms the way we live
and do business. Wiley.
2.3.2 Zig Ziglar. (1984). Secrets of Closing the Sale. Revell.
Suggested Case Studies (Indian Context):
2.3.1 Dairy co-operatives like Amul etc. (Focus on Branding and Positioning)
2.3.2 Online e-commerce providers like Amazon India etc. (Focus on Revolutionizing E-
commerce Sales in India)
2.3.3 Online food delivery aggregators like Zomato etc. (Focus on Leveraging Social
Media for Growth)

Unit 4: Scaling the Venture and Growth Strategies (16 hours)

Classroom Sessions:
2.4.1 Growth Strategies and Business Expansion
2.4.2 Building Strategic Partnerships and Alliances
2.4.3 Operational Management Considerations (Organizing, Staffing, Legal, IPR)
2.4.4 Exit Strategies and Preparing for an Exit
Practical Sessions:
2.4.1 Analysing Growth Strategies and Business Expansion Options
2.4.2 Designing the Operational Framework for a Startup
2.4.3 Identifying and Evaluating Potential Strategic Partnerships and Alliances
2.4.4 Exit Planning and Valuation Simulation
Essential Readings:
2.4.1 Christensen, C.M., & Raynor, M.E. (2013). The Innovator's Solution: Creating and
Sustaining Successful Growth. Harvard Business Review Press.
2.4.2 Collis, D. J., & Montgomery, C. A. (2008). Competing on resources: Strategy in the
1990s. Harvard Business Review, 73(4), 118-128.
Suggested Readings:
2.4.1 Das, T. K., & Teng, B. (2001). Trust, control, and risk in strategic alliances: An
integrated framework. Organization Studies, 22(2), 251-283.
2.4.2 Huse, M., & Ovesen, G. H. (2016). Preparing for exit: A qualitative study of business
exit in SMEs. Journal of Small Business and Enterprise Development, 23(3), 706-724.
Suggested Case Studies (Indian Context):
2.4.1 Dairy co-operatives like Amul etc. (Focus on taking Indian dairy brand products
Global)
2.4.2 Coffee chains like Tata Starbucks (Focus on Strategic Alliances for Market
Penetration)
2.4.3 Online fintech service providers like Paytm etc. (Focus on Managing Operations)

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