最新糖心Vlog

Name: Professor Murray Gillin

Short Bio:
Professor Emeritus of Entrepreneurship & Innovation, Swinburne 最新糖心Vlog of Technology;
Adjunct Professor, 最新糖心Vlog of Adelaide
Chairman, Ausentrepreneurs Sans Frontieres Pty Ltd
DPed (Honoris Causa) (North Eastern), BMetE, MEd, MEngSc (Melb), PhD (Cantab), ASMB (Bll't), FTSE Academy, Hon FIE Aust, Hon FWACE, FAIM,

During a career spanning 50 years Murray has worked in the fields of defence science and technology as an Engineer, Research Scientist, and Head of Laboratory Programs and as Defence Research Attaché in the 最新糖心Vlogn Embassy Washington, USA. and in education as Dean of Engineering, Professor of Innovation and Entrepreneurship and Pro Vice-Chancellor (Industry/Academic Liaison) at Swinburne 最新糖心Vlog of Technology. He has special interests in wealth creation from engineering and innovation (is Past President of the Institution of Engineers, 最新糖心Vlog), work integrated learning (is Past-President of the World Association for Co-operative Education), and in church and social development (is Past Chairman of Evangelical Alliance, Vic) and currently founder of Ausentrepreneurs Without Borders.

Murray Gillin is Professor Emeritus of Entrepreneurship & Innovation and Past Director at the 最新糖心Vlogn Graduate School of Entrepreneurship, Swinburne 最新糖心Vlog of Technology. He is currently Adjunct Professor (Entrepreneurship & Innovation) at ECIC, 最新糖心Vlog of Adelaide. Murray was the winner of the Inaugural 2001 Best Entrepreneurial Educator of the Year and founder of 最新糖心Vlog’s and the World's first Master’s Degree in Entrepreneurship and Innovation. In 1994 he initiated the development of the Institute for Innovation and Entrepreneurship into a viable commercial enterprise and joint venture between Swinburne 最新糖心Vlog of Technology and Ernst & Young. He is currently teaching with Pitcher Partners Institute for Entrepreneurship and Innovation.

Murray is particularly interested in practical research in corporate entrepreneurship, intuition and aged care. He has authored and co-authored books, chapters and professional papers. In 1994 Murray was elected a Fellow of the Academy of Technological Sciences and Engineering. On 最新糖心Vlog Day 1997, he was awarded with an AM (Member of the Order of 最新糖心Vlog) for his work in engineering, innovation and ongoing professional education.

Directorships
Brotherhood of St Lawrence Social Action Group (Not-for-profit businesses); Nurses Memorial Foundation; Ausentrepreneurs sans Frontieres; 最新糖心Vlogn Institute for Archaeology; Tabor College; Sackville Grange Owners Corporation.

Recent Consultancies
Pitcher Partners Institute for Entrepreneurship and Innovation; National 最新糖心Vlog Bank; Florey Institute, Unit of Melbourne, Tun Abdul Razak 最新糖心Vlog, KL, Malaysia Joint Co-organiser, Ageing & Living Well Think Tank and Innovation Collaborative, Adelaide

Email: murray@ausentrepreneurs.com 

Mobile: 0402 0407 61


Name: David Anstee

Short Bio:
David holds a Bachelor of Commerce from the 最新糖心Vlog of Melbourne, Master of Business Administration from London Business School, and International Exchange Programme Scholar at Haas School of Business, UC Berkeley, USA.

David brings many years of creating growth venture start-ups, senior executive and management experience, high level education, Venture capital financing rounds knowledge and experience particularly in technology Commercialisation, is a CASA approved test pilot and a Master SCUBA Diver Trainer.

He currently is:
• The Director – Corporate Strategy, GreenSync, Melbourne, 最新糖心Vlog
茂聝聵 Demand management company providing services to national electricity market participants.
茂聝聵 Responsible for legals, finance, strategy and liaison with investors, govt. and technical partners.
茂聝聵 Currently raising first round finance and commercialising demand response platform.

• Subject Convenor & Sessional Lecturer 最新糖心Vlogn Graduate School of Entrepreneurship
茂聝聵 Teaching Opportunity Evaluation, Innovation and Finance subjects to Masters students.
茂聝聵 Member of Board of Advisors for number of student-started enterprises.

Has been:
• Innovation Manager - 7-Eleven Stores, Melbourne, 最新糖心Vlog
茂聝聵 Responsible for electronic services, innovation and patent commercialisation.

茂聝聵 Originated, negotiated and implemented BankWest ATM service.
茂聝聵 Initiated, negotiated and implemented Tattersalls & NSW Lotteries products & integrated payment.
茂聝聵 Launched 2 new communications products under the 7-Eleven brand.
茂聝聵 Represented company speaking at technology and payment conferences in Singapore, Sydney and Melbourne, averaging 4.8/5.0 in delegate feedback.
茂聝聵 Managed the 7-Eleven e-product portfolio, including ATMs, mobile recharge and public transport

• Arts Alliance Venture Capital, London, UK
• Assistant Cameraman, National Geographic, Arctic, Norway
• Manager, Corporate Finance, Merrill Lynch 最新糖心Vlog, 2 years Melbourne
• Founder and Director, ihavemoved.com Ltd., London, UK & Hamburg, Germany

Email: danstee@gmail.com 

Mobile: 0422 981 144


Name: Dr Stephen Spring
Executive Director LockTec Pacific Pty Ltd
BE (Monash), MBA (Harvard), PhD (SUT)

Short Bio: Stephen Spring is an entrepreneur, a researcher and an educator. As an entrepreneur, he has recently established LockTec Pacific Pty Ltd an importer and distributor of electronic parcel lockers. As an educator, he convenes and teaches undergraduate, postgraduate and executive education subjects that focus on opportunity evaluation, business planning and corporate entrepreneurship. As a researcher he has recently completed PhD studies that explored how large company boards influence corporate entrepreneurship.

Stephen is constantly seeking to drive change through the innovative reallocation of his own and other people’s resources.

Stephen has had what could best be described as an ‘eclectic’ career. He has built oil-rigs in 最新糖心Vlog, Asia and South America; he was part of McKinsey and Company’s 最新糖心Vlogn practice where he consulted to resource and finance companies; he managed and liquidated an aquaculture start-up; he developed corporate strategy and managed international mergers and acquisitions for Amcor Limited; and he established and managed eHardware.com.au, an online home and garden super-store.

Stephen has a Bachelor of Engineering from Monash 最新糖心Vlog, a Masters in Business Administration from Harvard 最新糖心Vlog and a PhD from the 最新糖心Vlogn Graduate School of Entrepreneurship at Swinburne 最新糖心Vlog of Technology.

Email: sfspring@mac.com 

Phone: 0416 368 199

Opening intensive:
Day 1 – Friday 4 November, 2016 1pm-8pm
Day 2 – Saturday 5 November, 2016 9am-4pm

Mid intensive:
Day 3 – Friday 18 November, 2016 1pm-8pm

Closing intensive:
Day 4 – Friday 2 December, 2016 1pm-8pm
Day 5 – Saturday 3 December, 2016 9am-4pm

At the end of this course a candidate will have learned:

1. Identify the difference between an idea and an innovative business opportunity
2. Articulate a new venture investment proposition and communicate ideas and concepts effectively
3. Build an assessment process for a new opportunity or venture to determine its viability and sustainability
4. Identify the areas of risk in research commercialisation and/or introducing new technologies or other innovationsinto a market
5. Produce a feasibility report for your own or another new venture opportunity
6. Draw conclusions and recommend actions based upon a comprehensive opportunity assessment of a newventure idea

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 最新糖心Vlog Pty Ltd, North Ryde, NSW.

The following Readings will be supplied:
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 最新糖心Vlogn 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 最新糖心Vlog: how to turn ideas into success, 10th ed., Allen & Unwin, Crows Nest, N.S.W., pp. 62-84.

Frederick, Howard H., O’Connor, Allan & Kuratko, Donald F. 2012 ‘Ch 5 – Innovation: The Creative Pursuit of Ideas', in Entrepreneurship Theory, Process, Practice, 3rd ed., Nelson Thornes Ltd, 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.

Reis, Eric (2011), ‘The Lean Startup: How Constant Innovation Creates Radically Successful Businesses’ (Viking) (Paperback)
Steve Blank (2013) ‘Why the Lean Start-up Changes Everything’, Harvard Business eview, May, pp1-14.

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.

Timmons, Jeffry A., Gillin, L. Murray, Buhrstein, Sam L. and Spinelli, Stephen Jr. (2011). 'Ch. 5 The opportunity: creating, shaping, recognizing, seizing' in Timmons, Jeffry A., Gillin, L. Murray, Buhrstein, Sam L. and Spinelli, Stephen Jr. (eds) New Venture Creation:
Entrepreneurship for the 21st Century, A Pacific Rim Perspective, 1st Edition. McGraw- Hill 最新糖心Vlog Pty Ltd, North Ryde, NSW.
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.


The following Case Studies will be supplied:
Case Study – Domenic Saporito and DC123 Laura Hougaz PPIEI July 2014

Case Study – Dr John’s Products Ltd , Harvard Business School 2011 Presented by S Spring

Case Study - Rent the Runway by Thomas Eisenmann Presented by S Spring

Case Study - Billy beans and the Oakland Athletics, Stamford Business School, 2014 Presented by S Spring

Case Study - Creating a Family Business: The Genesis of the Rogers Family Enterprises, Harvard Business School, 2011 Presented by S Spring

Case study on ‘Living Fundraisers’
Presented by David Anstee

This course is offered in blended learning mode with the face-to-face component offered as intensives.

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).

This course requires you to present mature and well reasoned work that addresses the assessment of ideas and technologies for feasibility in the 最新糖心Vlogn 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 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. Personal Opportunity Pitch Proposal	2 minute pitch	10%	Pitch – Day2	1 & 2
2. Individual Opportunity Presentation	Completion of Printed Exercises 4- 9	20%	Day 4	2, 3, 4
3. An Opportunity Assessment Framework -	Max 4000 words 5 min presentation	30%	Day 4	4, 5 & 6
4. Group Opportunity Presentation	Min 10 slide set min 10 min presentation	30%	Day 5	1, 3 & 4
5. Participation	As required	10%	Ongoing	2, 4, 5 & 6
	Total	100%

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 Turn-It-In as per 最新糖心Vlog policy (see below).

Assessment 1: “Personal Opportunity Pitch Concept” (Individual)
Weighting: 10%
Due Dates: Day 2 of class
Submission Details: In class

Task:
This assignment comprises a two minute Oral Presentation of an opportunity concept. You are required to propose a perceived opportunity to an interested audience with the primary aim to win support and resources to pursue exploration of the concept to full opportunity assessment. This is your chance to attract team members for assessment four (4) and showcase your skills and abilities. The opportunity is to be positioned as a real and possible business case and you will need to convince your audience of the perceived potential of the opportunity and your competence as a team leader or member. The opportunity could be from your workplace, be known to you through family or friends, or be a new venture perceived from environmental sources or influences.

As a minimum, your Oral Presentation should include the following:
• A description of the product or service
• Identification of the potential customers and/or end users
• A description of the opportunity in terms of innovation
• A description of the market in terms of life cycle analysis
• An estimate of the size of the market
• Any supporting evidence that the opportunity could be real and offering high potential

The oral presentation will allow up to an additional 3 minutes for question time.

Your Executive Summary should address at least all the points included in your presentation and further include an outline of the tasks to be undertaken to complete the opportunity assessment. Depth and detail is not the objective of this assignment rather it is concerned with your ability to structure and present a persuasive and compelling argument to justify commitment of resources (your time) to exploring this opportunity.

Scope:
This assignment will assess your understanding of the course objectives 1 and 2.

Length and Presentation:
Oral Presentation to go no longer than two minute with up to an additional 3 minutes for question time.

Criteria by which your assignment will be marked:
• Engagement with the reader/audience
• Extent of preparation
• A logical structure
• Professionalism of the presentation, and
• The persuasiveness of your argument

Learning objectives with this assessment (refer to section 2.1): 1, 2


Assessment 2: Opportunity Exercises
Weighting: 20%
Due Dates: Ex 4 - Day 4 of class
Ex 5 - Day 4 of class Ex 6 - Day 4 of class Ex 7 - Day 4 of class Ex 8 - Day 4 of class Ex 9 - Day 4 of class
Submission Details: Online through MyUni

Task:
Using your selection of a client for an opportunity assessment in Assessment 3 and at the indicated stage in the teaching cycle, each exercise be used to channel your thought and data collection efforts toward creating the foundation for development of the complete assessment. It is okay to be initially broad in your perspective and then become more focused in later iterations.

Criteria by which your exercise answers will be marked:
• Clarity of estimating relative atractiveness
• Clarity in understanding the uncertainties and risks as you make decisions
• Ability to apply the assessment principles presented in the course
• Ability to draw sound conclusions from your data based exercises

Learning objectives with this assessment (refer to section 2.1): 2, 3, 4.


Assessment 3: Opportunity Presentation and Assessment (Individual)
Weighting: 30% (15% presentation, 15% written)
Due Dates: Day 4
Submission Details: Online through MyUni

Task:
Prepare a full Opportunity Assessment report that outlines the possibilities of a technology or business concept of your own choice. Make your recommendations clear and base these on clearly articulated conclusions drawn from your opportunity assessment investigations and analysis.

This can be a go, no-go, or go-if decision as long as it is clearly motivated. There are three possible recommendations for the business concept being presented:

1. Yes, this appears to be a feasible and sustainable opportunity. The report should fully outline the reasons and rationale for this assessment to the reader of the report.
Your report should further show what actions are next required to capitalise on the opportunity.

2. No, this is neither a feasible nor sustainable opportunity. The report should fully outline the reasons and rationale for this assessment to the reader of the report. In this case the report should also suggest a course of action in response to the rejected opportunity. This should include a recommendation on what could be done to re-position the opportunity, an outline of other areas of potential opportunity discovered through the assessment process or actions that might be required in response to others who may detect or seek to exploit the opportunity.

3. Yes, this may be a potentially feasible and sustainable opportunity if certain conditions occurred or actions were achieved. The report should fully outline the reasons and rationale for this assessment to the reader of the report. In this instance the report should outline the conditions and/or actions that must change or occur in order for the opportunity to be both feasible and sustainable. Where appropriate, the report should also recommend who should undertake further action and by when.

Consider using the frameworks and tools presented in the course.

Scope:
This assignment will assess your understanding of the course objectives 4, 5 and 6.

Length and Presentation:
The body of the report should not exceed 4,000 words; however, appendices may be used for supporting documents or analysis to the extent that is appropriate. The report should be submitted as an electronic version.
The oral presentation should be no more than 5 mins with a minimum of slides if required.

Criteria by which your assignment will be marked:
• Ability to find, access and interpret available literature relating to the assessment
• Ability to apply the assessment principles presented in the course
• Originality and ability to present your findings in a clear succinct manner
• Ability to draw sound conclusions from your investigation
• Ability to make clear recommendations based on the analysis and conclusions
• The inclusion of external data and additional research
• The extent to which assumptions have been validated
• Succinctness and businesslike presentation

Learning objectives with this assessment (refer to section 2.1): 4, 5, 6


Assessment 4: Opportunity Assessment Presentation of Selected Client Project (Group)
Weighting: 30%
Due Dates: Day 5 of class
Submission Details: Online through MyUni

Task:
Based on desk research, client data and interviews, analyse and critique with your team of no more than four members an Opportunity Assessment using the validated assessment tool from the textbook to assess the chosen venture concept. From your assessment draw together, justify and demonstrate the value and use of the assessment tool depending upon its application to social ventures, corporate ventures, angel investors and venture capital investors.

On day 5 your team will be given an opportunity to present a slide presentation of your analysis, critique and conclusions on the opportunity potential and business success for the client project. Base this presentation on clearly articulated conclusions drawn from your research and analysis. Each team will have up to fifteen minutes to present and discuss the client venture addressing the merits and pitfalls of opportunity assessment when approaching different contexts.
Scope:
This assignment will assess your understanding of the course objectives 1, 3 and 4.

Length and Presentation:
The presentation will include at least 10 relevant slides that demonstrate the extent of your analysis in support of the conclusions presented on the attraction and potential flaws if the client proceeds with the venture.

Criteria by which your assignment will be marked:
• Ability to find, access and interpret relevant and available sources of information;
• Ability to recognise and interpret the basic principles of opportunity assessment for the client;
• Ability to assemble a professional oral presentation in a succinct and useable format
• Originality and ability in adapting the validated screening methodology to the clients venture and that reflects the essential principles of opportunity assessment.
• Completeness and coverage of the Opportunity Assessment Presentation to the client’s needs.

Learning objectives with this assessment (refer to section 2.1): 1, 3, 4


Assessment 5: Case Participation (Individual)
Weighting: 10%
Due Dates: Day 4 & 5
Submission Details: In class

Task:
Based on the pre-reading of the three cases presented on days 1, 4 & 5, you will be expected to orally contribute to class discussion in identifying the principles and practices relating to opportunity assessment and venture development. The industries considered are family business, sports technology ventures and social/NGO ventures’

You are expected to contribute, initiate and comment upon issues relevant to each case study discussed during course. You can score high marks for this participation through:
• Active participation,
• Taking the initiative and raising issues,
• Starting discussion topics in class,
• Sharing your thoughts, learning experiences and scholarly insights either in class,
• Sharing useful illustrative examples

Scope:
It is requisite that each individual participant fully contributes to the learning environment.

Length and Presentation:
See scope

Criteria by which your assignment will be marked:
• Respect for the opinions of others
• Quality of contributions and commitment to the group and team learning process
• Courteous, responsible, timely and succinct communication.

Learning objectives with this assessment (refer to section 2.1): 2, 4, 5, & 6

All text based assignments must be submitted via MyUni.
Please refer to step by step instructions:

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 最新糖心Vlog 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.