Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

·       Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·       A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·       In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Question Bank:

Subject wise Question Bank is prepared every semester to test the Conceptual, Application, Analytical and Problem-solving skills of the students. These question banks are prepared by the faculty member teaching the subject and duly verified by the subject expert.

Question Paper Pattern for the End Semester Examination:

The question paper pattern for the End Semester Examination is as follows:

§  Section A

Conceptual / Descriptive Type questions 6 out of 8 questions of 2 mark each.

§  Section B

Analytical / Essay type questions with choice – 5 out of 7 questions of 5 marks each

§  Section C

Analytical/ Essay type questions with choice – 3 out of 5 questions of 15 marks each

§  Section D

One Compulsory Question – 18 marks

Continuous Internal Assessments (CIA):

CIA – 1 and 3 : Continuous Internal Assessment

Written (reports) – Group or Individual, Understanding of the subjects, Participative learning, Presentation and VIVA, Quiz, Multiple choice based test etc.

CIA – 2:  Continuous Internal Assessment - Mid Semester Exam (MSE)

Mid Semester Exam marks will be taken for Internal Assessment. MSE marks will be reduced to 25 for this purpose. The question paper pattern for the Mid Semester Examination is as follows:

Attendance:

The marks distribution for attendance is as follows:

95 – 100%       -           5 marks

90 – 94%         -           4 marks

85 – 89%         -           3 marks

80 – 84%         -           2 marks

76 – 79%         -           1 mark

Department of Professional Studies (DPS) offers some of the most unique and inter-disciplinary courses in the field of commerce and management. It was established in the year 2002 as Centre for Career Advancement (CCA), and later upgraded to Department of Professional Studies in 2007. The department aims at professional training for wider career opportunities. This is achieved through value enhancement programmes (Add-on courses and programmes) along with the academic degrees to equip the students to meet the challenges and prospects of contemporary academia and the corporate sector. All courses of the department are conducted by academicians and highly qualified practicing professionals. Soft Skills and Activity Sessions (SSA) are a compulsory component of every programme of the department and is assigned to make the students excel in soft skills, team work, communication, public speaking, debates, general knowledge etc. By the end of Second year of PG, each student is expected to conduct at least two training sessions as a professional trainer in the other departments of the university or in other institutions.

Vision: To develop into a Centre of Excellence in Education, Training and Research in the field of Commerce and Management Mission: To impart holistic education through state-of-the-art technology with the aim of producing professionals in the field of commerce and management, and also to launch new programmes to bridge the gap between academia and the corporate sector by meeting stakeholder requirements.

Master of Science (Innovation and Entrepreneurship) program is designed to provide the tools necessary for starting independent businesses. It also gives students practical experience in research, commercialisation and proactively work in projects in risky market environments. This Programme provides an opportunity for skill up gradation through higher education focussed on innovation and entrepreneurship and is imparts knowledge on the requirements of the creation of start ups and to organize the family business. With a focus on the Corporate Residency aspect that ensures to bring in insights on learning, focused entrepreneurship and networking opportunities. This program will facilitate the students with competencies and knowledge in key business functional areas, understand the changing business environment and apply the new business management solutions in terms of start-up ideas. The new start-ups ideas are well supported with the network of people and can incubate the start ups with right direction so that the idea flourishes into a sustainable business. With the start up ecosystem in India and especially in Bangalore helps in brining the new ideas to start-up. The initiatives is to bring about the economic growth a need is felt for the entrepreneurs and innovations to provide employment to the people and also generate a sustainable business model. The focus is on creation of incubation and management of existing family businesses.

Programme Outcome/Programme Learning Goals/Programme Learning Outcome:

PO2: Apply relevant knowledge of Accounting, Financial management, Law and Taxation to perform strategic decisions in the business space.

PO3: Demonstrate expertise as business specialists with deep knowledge of incubation, business feasibility and sustainability to accelerate the growth and success of new ventures.

PO4: Exhibit expertise in applying digital tools, disruptive business models, business design thinking, innovation strategy and management to create successful and sustainable businesses.

PO5: Evaluate and resolve real time business problems with specialized knowledge developed through experiential learning.

PO6: Demonstrate leadership traits, communication skills and innovative thinking for optimal performance in personal, professional, societal and environmental domains.

PO7: Exhibit ethical values, social sensitivity and sense of equality to embrace diversity and inclusion and promote peaceful co-existence

Programme Specific Outcome:

PS02: Identify global business trends in economy and enable students to create innovative solutions through incubations and for start-ups

PS03: Demonstrate and implement problem solving techniques, critical thinking, and to create sustainable business models.

PS04: Implement emerging business models in entrepreneurship

PS05: Become a business owner and support the economy and society by creating employment opportunities.

Programme Educational Objective:

PE02: To create the entrepreneurs of quality and competence

PE03: To nurture the skills of the start-up community with innovation

PE04: To develop the ideas of entrepreneurs into start-ups

This course offers a comprehensive understanding of entrepreneurship, guiding learners through venture inception, development, and growth. Emphasizing the entrepreneur's crucial role and essential skills, it highlights strategic thinking in a dynamic business environment. Addressing global challenges, students analyse innovative solutions in healthcare, education, and the environment, preparing for real-world entrepreneurial success.

Entrepreneurship Ecosystem of India , Contribution to economy ,Types of entrepreneurship ,  Small businesses, MSME’s , Startup , Evolution in India , Current Landscape , Traditional Industries , New age Industries , Products , Services, Solutions , Evolution of Current Startup Ecosystem , Government led Policies - Central & States , Enablers of Startup Growth , Schemes of Governments , Top players across State, Central & Global enablers operating in India 

Developing Vison of Future, Align Organization behind the Vision, Buy-in of the Founding Team, Design effective organization for superior performance, Group Culture

Financial Statements - Balance Sheet, Income Statements ,Cash flow ,  How transactions impact the financial statements, How to read the financial statements, Importance of financial statements, Company evaluation based on financial statements, Warning signals from the financial statements Funds flow, share capital , Assets , Types of Entities - Private limited , Partnership , Proprietorship , Public Limited Company , LLP.

Business Analytics Fundamentals, Role of Tech in Problem solving, Examples of Deep Tech startup solutions that solved key problem areas in India, Role and Importance of Data, Data Analytics using Excel and Python. Data is Decision Making and Reporting, Data for Impact

Sources of Idea, Problem statement universe, zeroing in on the Idea, Problem solving approach-Techniques, Opportunity recognition, Finalizing and Validation of Startup Idea

2.Poornima, M. Entrepreneurship Development and Small Business Enterprises | By Pearson. Pearson Education India.

3.Hatten, T. S. (2012). Small Business Management Entrepreneurship and Beyond, FIFTH EDITION. South-Western Cengage Learning.

4.Bohoney, Jason. (2011). The Entrepreneurship Toolkit: Successful Approaches to Fostering Entrepreneurship. Washington: Weidemann Associates Inc

5.Allen, K. R. (2011), “Launching New Ventures: An Entrepreneurial Approach”, 6th Edition. Mason, Ohio: South-Western Cengage Learning.

6.Kuratko, Donald F. Entrepreneurship: (2010) Theory, Process, Practice 9th Edition. Mason, Ohio: South-Western Cengage Learning.

2.      Verstraete, T. and Jouioson-Laffitte, E. (2012), “A Business Model for Entrepreneurship”, Cheltenham: Edward Elgar Publishing Ltd

3. Rober D Hisrich, Michael P Peters, Dean A Shepherd, (2007), Entrepreneurship, (6 ed.), The McGraw-Hill companies.

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course is designed to offer an overview of the environment for launch and management of new ventures and startups in India. It aims to cover details of the key factors and forces in the socioeconomic and demographic environment, and government policies and schemes, sources of funds, training and other facilities and infrastructure for startup enterprises.

State of Indian Digital Economy, Global Digital Economy, Indian Startup Economy, Top Performing states in India, Funds raised by Indian Startups, Top sectors in Indian startup space, Top startup Hubs, Startup sector landscape, Sectoral outlook - Fintech, E-Commerce, Health Tech, Consumer Services. Edtech, Deep Tech, Agritech, Mergers & Acquisitions in startups.

Karnataka Start up Policy, IT and BT support system, Why Bengaluru is considered startup capital, Funding schemes from Govt of Karnataka, Leading Incubators, Accelerators, Innovation Hubs in Karnataka, Unicorns in Bangalore, Top sectors of Startups in Karnataka, Women led startups

Top Funded Startups in India, List of funding schemes from Central and State Governments, Types of Funding for startups – Grants, Equity, Debt, Blended/Hybrid Finance schemes, Types of Funders – Angel/Seed, PE, VC, NBFC’s, Venture Debt, Govt, Corporates, HNIs, Family Office, Global Unilateral/Multilateral agencies, Investor landscape 

Idea to concept support from Incubators for early-stage ventures, Freelance Mentorship support, Entrepreneurship in Residence (EIR) scheme, Training Programs, Onboarding, Incubation and Exit, Accelerators for Mid and Late-stage startups, Go to Market Procurement support from GeM – Govt eMarket Place

Global Startup comparison-India, USA, China, India in Global Unicorn race, Startup ecosystem in key countries in Europe and Asia,State of Unicorns and Soonicorns in India, Impact created by Unicorns, Hub wise spread of Unicorns, Startups aspiring to reach Unicorn status, Sector level breakup

1.       Rama Iyer (2019), Innovation Ecosystem in India: How India is building a mature start-up ecosystem that will shape its economy and its future, Notion Press, Chennai

2.       Pankaj Goel (2017), Before You Start Up: How to Prepare to Make Your Start-up Dream a Reality, Fingerprint Publishing, New Delhi

3. Goldin, K. (2020). HINT: BECOMING A LEADER DOESN'T HAVE TO BE DAUNTING. Leader to Leader, 2020(98), 21-26.

2.       Nanda Kumar K (2018), Start-up Fundamentals: An Introductory Guide to Registering a Start-up in India, Fundraising, Taxation, Marketing, and Sales, Vasudha Publishers, Chennai.

3. Mitra, S., Kumar, H., Gupta, M. P., & Bhattacharya, J. (2023). Entrepreneurship in smart cities: Elements of Start-up Ecosystem. Journal of Science and Technology Policy Management, 14(3), 592-611.
4. Bansal, D. (2023). TRANSFORMATION OF INDIAN ECONOMY THROUGH STARTUPS. The Online Journal of Distance Education and e-Learning, 11(2).

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course synergistically integrates the principles of Effective and Sophistication Communication with essential Business Management and Organization Behavior concepts. It equips entrepreneurs with the requisite skills, tools, and theories to excel as articulate and influential communicators within the stakeholder ecosystem. Through a comprehensive exploration of contemporary business practices and management techniques, students will develop a deep understanding of strategic decision-making, organizational dynamics, and effective communication strategies. By mastering these integrated disciplines, aspiring entrepreneurs will be empowered to navigate complex business environments with confidence, fostering sustainable growth and success.

Introduction to Management, Traditional and Contemporary Perspectives of Management, Fundamentals of Planning and Decision making, Organizing, staffing in Organization, Leading, and Controlling.  Business Ethics and Value-based management,Sustainability and Social Responsibilities of Business.

Types of Groups and Teams, Characteristics of Teams, Group Development, Bruce Tuckman’s Stages of Group Development, Turning Groups into Effective Teams, Managing Work Teams, Types of Work Teams, Best practices for Organizing Tasks and Creating High Performance Teams. Interpersonal and Intergroup Conflict, Conflict Management in Organisation using Eric Berne’s – Transactional Analysis in Communication.

The Art of Conversation; Importance of Listening for Becoming a Better Communicator; Introduction to Business Writing and Speaking; Introduction to Key Communication Skills - Presenting, Negotiating, Mediating, Debating, Leading; Introduction to Cross Platforming, Importance of Effective Communication skills for Entrepreneurs; Characteristics of Effective Entrepreneurial Communication; Assessing Communication skills, Essential Tips to Become a Better and Successful Communicator

The Power of Communication - Make or Mar Team Spirit Business Growth; Impact of Lack of Communication within Teams; Impact of Effective Communication within Teams -Team collaboration, Control deadlines, Solve urgent issues, Easy access to vital information; Effective Delegation through Communication; How Team Communication Leads to Business Growth Perspective on Organisational Development, Phases and Interventions of OD, Causes of Frustration, Stress, Burnout, Consequences and Coping stress, frustration & burnout.

Nature of Organisation Culture and Climate, Types of Organizational Culture, Organisational Ethos, Functionality and Dysfunctionality of Culture, Power and Politics, Gender Sensitive culture in the workplace. Organisational Change- Areas of organization change, Process and Implementation of Change, Resistance to change, Managing Resistance to Change. Organization Change Management Models – Lewin’s, McKinsey 7s, Kotter’s, ADKAR, Nudge Theory, Bridges Transition, Kubler-Ross, Satir, Managing Interpersonal Communication in Organizations.

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Getting the problem statement right is an important starting step in the entrepreneurship journey. The Course enables the student to follow the steps to arrive at the finalised Start-up Idea. This course outlines the key factors behind Social and Rural Entrepreneurship’s emergence and details the various critical factors that drives their uniqueness.

Definition of Problem statement, funneling down the problem areas, when to write problem statement, Contextualize the problem, why it matters, Describe the exact issue the research will address, show the relevance of problem, Set the objectives of the research

Define purpose of problem statement, Best Practices – Clearly define the problem, assess who the problem impacts, provide possible solutions

Ways to enhance problem statement – Highlight pain points of the problem, add empathy to the story, explain the benefits of the proposed solution

Validate the problem statement

Problem statement Canvas – Context, Problem, alternatives, customers, emotional impact, quantifiable impact, alternative shortcomings

Set aims & objectives for the problem statement

Barriers to Ideation and how to overcome them, what is idea generation, why it is important

Tools & Techniques to generate ideas – Idea Challenge. SCAMPER technique, Opposite thinking, Brainstorm cards, Analogy Thinking

Managing Ideas

Succeeding with Idea Generation – Define the Problem or opportunity, Involve the right people, Set constraints

Share examples of Problem Statements and Idea of the Start-ups from Incubators and other sources of new ventures not more than 3 years old.

Follow the process learned from this course and Finalize the Problem statement Canvas and Idea Concept of your start-up

Top successful Social and Rural Entrepreneurships in India,

Models and Case studies of the following successful Social/Rural Entrepreneurship

Goonj, Selco, Man Deshi Bank, Frontier Markets

What is Social Entrepreneurship, Significance, Why Social Entrepreneurship, Difference from normal commercial approach, For Profit, Non-Profit and Hybrid models of Social Entrepreneurship, Social Innovation & Entrepreneurship, Contribution of Social Entrepreneurships in India, Top Sectors of Social Entrepreneurship, Impact Investments for Social causes/Innovations Rural Entrepreneurship Definition, Types, Importance of Rural Entrepreneurship in India, Problems faced by Rural Entrepreneurs, Potential Remedial measures, Schemes from Government to promote Rural Entrepreneurship.

2.Rukwaru, M. (2015). Social research methods: A complete guide. Eureka Publishers.

3. Fishbein, M.(2014). Where Startup Ideas Come From: A Playbook for Generating Business Ideas. Kindle

4. Masters, B., & Thiel, P. (2014). Zero to one: notes on start ups, or how to build the future. Random House.

5. Shukla, M. (2020). Social entrepreneurship in India: Quarter idealism and a pound of pragmatism. Sage Publications Pvt. Limited.

6. Yunus, M., Moingeon, B., & Lehmann-Ortega, L. (2010). Building social business models: Lessons from the Grameen experience. Long range planning, 43(2-3), 308-325.

7. Carlson, E., & Koch, J. (2018). Building a successful social venture: A guide for social entrepreneurs. Berrett-Koehler Publishers.

2.   Sedniev, A. (2016). The Business Idea Factory. Andrii Sedniev.

3. Samit, J. (2015). Disrupt You!: Master Personal Transformation, Seize Opportunity, and Thrive in the Era of Endless Innovation. Flatiron Books.

4. Martin, R. L., & Osberg, S. (2015). Getting beyond better: How social entrepreneurship works. Harvard Business Review Press.

5. Novogratz, J. (2010). The blue sweater: Bridging the gap between rich and poor in an interconnected world. Rodale.

6. Mycoskie, B. (2012). Start something that matters. Random House.

7. Case Centre, https://www.thecasecentre.org/main

8. DESIGN-How Organization Innovation before you can empower social entrepreneurship, Jacob Deneui

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Creativity and innovation are the key drivers of success for many of today’s leading companies. Some of the most gains in shareholder value over the last few years (e.g., Google, Facebook) are due to a culture of creative innovation. This course examines the process of developing new product or service innovations

Meaning of Design Thinking, the rise of Design Thinking Market Research, Practical insights into conducting marketing research, , Design thinking for competitive advantage. Power of Design Thinking in Entrepreneurship - The Need for Creative and Design, Thinking Mental Models of Creativity, Design Thinking in Entrepreneurship, Why design needs entrepreneurial mindset, combining entrepreneurial and design thinking, The seven steps of design thinking, Creative Thinking.  Open Innovation, creative solutions to issues facing organizations, Company culture and architecture, from design thinking to funding. 

Opportunity Assessment - “How do we source and identify opportunities?” and “Which opportunities should we invest time and money in?” Three dimensions of Opportunity Assessment - Product-Market fit, Product-Company fit, and Product-Business fit. “Jobs to Be Done” framework to define key unmet needs and hence the opportunities for a new product. How to organize the opportunity analysis into a recommendation and present the output in an Opportunity Brief. The Opportunity Brief serves as the “business case” for the product and should explicitly provide a “Go/No-Go” recommendation to invest resources and initiate the Discovery process for a specific product (or not). should explicitly provide a “Go/No-Go” recommendation to invest resources and initiate the Discovery process for a specific product (or not).

Strategies for creating value - Increment Value or True value creation,

Design Thinking as a paradigm for innovation strategy, Design Research for understanding the needs of our users and clients, Theories of Innovation, Technology Forecasting, Conducting analysis - Economic justification, First Mover and late mover Advantage, Organizations and Innovation Process, Diffusion of Innovation. Designing User Scenarios that integrates concepts and skills in a practical application to an existing organization or to a potential new enterprise.

Case studies - How Indra Nooyi Turned Design Thinking Into Strategy? P&G, Pfizer, IDEO – SHIMANO.

Vijay Govindrajan’s Three Box Model approach, Identify Technology transfer partners, Where and how do new product ideas originate Collaborative approaches – Industry, University, Transferring the project from R&D to operations,– Open innovation, crowd sourcing for Innovation, researching & monitoring markets, Five Cs of Opportunity Identification, Market Opportunity Identification in emerging technology companies, opportunity identification by fulfilling unmet customer needs.

Risk Management in Innovation, Managing Future Technologies, and minimizing risk of failure.  Case study approach Intellectual Property Rights.

Lean start-up techniques for the design and refinement of business models. Customer Experience Strategy. From the Design of Services to Business Design. Customer Discovery & Validation. Business Model Canvas. How to create a winning Business Model Design & Lean Startup. Canvas Value Proposition. Lean Startup Machine. Hambrick and Fredrickson Strategy and Prototyping. Design thinking process in new product development, Three Box Model solution:  strategy for innovation, Case study discussion - Vijay Govindrajan’s - Reverse Innovation. Concept Visualization & Prototyping Workshop, Practicum - Choose an existing product that you like to improve further.

Conducting market research for new a product offering, Levels of Product / Service, identifying stakeholder needs for Product/service innovation. obtaining Insights, personal techniques and Foresight of Future Scenarios.

Concept generation, identifying new business opportunities based on market needs – from product to service design, Designing and testing breakthrough concepts.

Assign Teams and Introduce Small projects with Design Thinking framework – empathize, define, ideate, prototype and test.

Design Thinking for the Greater Good - Conducting design thinking challenge for kids.

Market trend analysis, Business Design JAM, Digital/Internet Business Model, KPIs, Hypothesis and Experiments, Implementation

Design of Services and Customer Experience. Case study discussions – manufacturing and service sector. Service sector – IDEO, Lego, e-commerce market players design thinking strategies. Toward Sustainable Design Thinking.

2.       Govindarajan, V. (2016). The three-box solution: A strategy for leading innovation. Harvard Business Review Press.

3.       Luchs, M. G., Swan, S., & Griffin, A. (2015). Design thinking: New product development essentials from the PDMA. John Wiley & Sons.

4.       Harvard Business Review case studies, https://hbr.org/store/case-studies

5.       Case Centre, https://www.thecasecentre.org/main

6.       Kim, W. C., & Mauborgne, R. A. (2017). Blue Ocean Strategy with Harvard Business Review Classic Articles “Blue Ocean Leadership” and “Red Ocean Traps”(3 Books). Harvard Business Press.

7. Buxton, B. (2010). Sketching user experiences: getting the design right and the right design. Morgan kaufmann.

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course introduces students to Business Process Reengineering as a strategy that tears down and enforces change in a failing or a stagnating company.

Overview of the family business. Effective governance and the family business, Issue of ownership and conflict in family. Capital structure of closely held business and family business, cash, growth. Issues and challenges in family business and closely held family business.

Understanding the relationships between family and business, management and ownership. Governance issues in family owned business, behavioral issues in closely held and family owned business & managed business. Conflict management and transition in family business

Growth strategy for family owned business. Different models in family business. Developing sustainable family business organization structure, ownership, team of advisors, board of directors and corporate governance. 

SME business dynamics, present scenario of SME & MSME in India and developed and other emerging markets – a case study approach. Five stages of small business growth management: Stage 1 – Existence; Stage 2 – Survival; Stage 3 – Success; Stage 4 – Take Off; Stage 5 – Resource Maturity; The characteristics of small business at each stage of development, strategies and tactical plans to navigate five stages of growth. Planning and execution across five growth stages. Improving organizational processes through Balance Score Card. Case Studies 

German and Japanese SME case studies, Aurum Harilela Group, Graham Holdings – Kaplan, Synarge, Washington Post Co.

Succession Planning, Family succession, issues of succession in a family firm, preparing for succession planning. Legal norms of succession-succession acts, important provisions, Future Prospects, Involving non-family members, power struggles and issues of succession in a family firm, Valuation of the closely held firm, the changing role of family in the family business

2.       Cohen, A., & Sharma, P. (2016). Entrepreneurs in every generation: How successful family businesses develop their next leaders. Berrett-Koehler Publishers.

3.       Cheng, J., Díaz-Matajira, L., Bang, N. P., Basco, R., Calabrò, A., James, A. E., & Samara, G. (Eds.). (2022). Family Business Case Studies Across the World: Succession and Governance in a Disruptive Era. Edward Elgar Publishing.

4.      Zielinski, P. G. (2021). The Ultimate Family Business Survival Guide. Pan Macmillan.

2.       Bağış, M., Kryeziu, L., Kurutkan, M. N., & Ramadani, V. (2023). Women entrepreneurship in family business: dominant topics and future research trends. Journal of Family Business Management, 13(3), 687-713.

3. Zellweger, T. (2017). Managing the family business: Theory and practice. Edward Elgar Publishing

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Business and management research involves undertaking systematic research to find out decision outcomes. It is trans-disciplinary, and engages with both theory and practice. The course intends to provide comprehensive knowledge & skills about the research methods to an entrepreneur.

Benefits of Market Research, Need for Market Research, Outcomes from a good Market Research study, examples of Market Researches undertaken by Startups, find answers for Willing to Pay, Eagerness to buy from customers.

2 Types of Market Research, Data gathering tools, online vs offline, low-cost Market research methods for early-stage startups.

Form Hypotheses, select type of Research to Test Hypotheses, Identify Target Demographics, Recruit subjects, Conduct the Research, Gather Insights, Determine Actions.

Revisit of Hypotheses, form new Hypotheses from time to time, Market Research each new version of product or service, Fit to target consumer needs.

Create a Market Research Plan for your startup Idea or product, conduct pilot market research to the sample of identified potential target audience, analyze the findings and make a presentation.

2.       Stevens, R. E., Loudon, D. L., Ruddick, M. E., Wrenn, B., & Sherwood, P. K. (2012). The marketing research guide. Routledge.

3.       Gruber, M., & Tal, S. (2017). Where to play: 3 steps for discovering your most valuable market opportunities. Pearson UK.

2. Blank, S., & Dorf, B. (2020). The startup owner's manual: The step-by-step guide for building a great company. John Wiley & Sons.

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course to designed to make the students understand the key components, its importance in the startup value chain and their inter relationships. The students will also appreciate the importance and value of undertaking Proof of Concept exercise in the startup before proceeding to take more important decisions. 

Start Value Chain elements, Vision, Execution, Customers, Financing and Leadership, Multiplier effect and importance of each element.

Definition, Proof of Concept as an important of Learn Startup Process, how it is different from Prototype and MVP.

Validation of Product concept, Yes or No outcome, “Look in the Mirror’ for the entrepreneur, Early warning, Feasibility provision, Steps before and after Proof of Concept in the Product value chain.

Prove the need, Map pain points to solutions, get feedback on practical advantages, cover practical details, Learn and get ready for Prototype.

Examples of startup Proof of Concept, create a Proof-of-Concept plan for the Startup idea product or service, conduct a Pilot Proof of Concept exercise as per the 5 steps, share the findings in the form of a presentation.

2. Jones, G. (2017). Proof of Concept. Tordotcom.

2. Blokdyk, G. (2018). POC proof of concept Standard Requirements (Paperback – Import).

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course is designed to offer an overview of Learning startup methodology, Value proposition Canvas and Lean Canvas Business Plan to enable entrepreneurs to follow them in the quick launch of a new company or addition of a new product or service.

Definition, Methodology, launch a new company, levels of desire for a particular product, launch new products in environment of high certainty

4 Steps in Lean Startup Methodology, Business Model Canvas, Formulating the Hypotheses, Minimum Viable Product, Learning. 5 Key Principles of Lean startup, Entrepreneurs are everywhere, Entrepreneurship is management, validated learning, Innovation accounting, Build-Measure-Learn

Alexander Osterwalder Definition, Business Model Canvas, Value proposition, Customer profile, Achieving Fit, sketching out Hypotheses, Identify opportunities for differentiation 

12 Components, Problem, Solution, Unique Value proposition, Unfair advantage, Customer Segments, Existing alternatives, Key metrics, High level concept, Channels, Customer segments, Early adopters, Cost structure, Revenue streams

Idea generation, Conversion, Diffusion, Key Questions, Key Performance Indicators

Examples of Lean Canvas Business Plan from Successful startups, Create Lean startup Business plan for the startup Idea and share a presentation.

2.       The Lean Product Playbook, Dan Olsen

3.       The Four steps to Epiphany, Steve Blank

4.       Value Proposition Design, Alexander Osterwalder, Yves Pigneur, Gregory Bernarda, Alan Smith

2.       Lean Impact, Ann Mei Cheng, Eric Ries

3.       Scaling Lean, Ash Maurya

4.       Lean Mastery Collection, Jeffrey Ries

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course Introduces the various aspects of ESG and its emerging importance in the Corporate and Entrepreneurship world and its Regulatory Importance. 

Definition, Key components of ESG, changing attitudes of Investors towards ESG, 7 Sins of ESG management, what isn’t ESG, Why ESG, Link to UN Sustainable Development Goals (SDGs), Journey of COP1 to COP 26, World Economic Forum’s approach to ESG

ESG part of Company’s core strategy, Spectrum of Capital, Impact Economy, Global ESG, Best Examples/Practices, Consumer Engagement, Collaboration & Competition, Making Sustainability Visual, Investor Objectives and Preferences, ESG Sustainable Finance, ESG Funds, ESG Metrics and Reporting standards

ESG as an Edge, Start with Purpose, Integrate Purpose with ESG, Identify Material ESG risks, Set Target on Carbon/ Natural Resource footprint, Social contract with employees, solid data security

ESG mandatory reporting requirements from SEBI from 2022-23, Voluntary reporting by Indian Corporates, Stock exchange guidelines on ESG for listed companies

Blackrock Case study on ESG Indicators for Investments, ESG templates followed by top PE/VC firms viz Accel partners, Sequoia capital, Bain capital, ESG reports of select listed firms in India 

Elements of Writing the ESG strategy for your startup, Indicators and Metrics, Buy-in and training for employees and founding team, Case study of startup - Wake Fit sleeping solutions

2.Benchmarking ESG & CSR, Garima Dadhich & Ravi Raj Atrey (2022)

2.Grow the Pie, How great companies delivery both purpose and profit, Alex Edmans

3.The Trust about Green Business, Gil Friend

4.Harvard Business Review case studies, https://hbr.org/store/case-studies

5.Case Centre, https://www.thecasecentre.org/main

6.Net Positive, How courageous companies thrive by giving more than they can take, Paul Polman

7.Real Impact, The New Economics of Social Change, Morgan Simon

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

50%

Mid Semester Examination (CIA-2)

25%

Continuous Internal Assessment (CIA- 1 & 3)

20%

Attendance 

05%

Total

100%

·         Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Building a suitable Distribution strategy for the Products is inevitable, Distribution is king and is considered as an important ingredient for success of a start-up. The provides an overview on all the elements of Distribution, supply chain and logistics for the new venture.

What is Distribution, Parts of Distribution Channel, How to select a distribution Channel, Solution vs Marketing Complexity, Push vs Pull Marketing for Distribution Channel, Financial considerations for the distribution channel.

SCM & logistics major evolution in the last 5 years. Role of Digital in SCM, Integral part of E-Commerce Industry,SCM Segments – Warehousing & Fulfillment, Express Delivery, Overland Transportation, Ocean/Air logistics

Business Models – Broker/Aggregator, Analyst, Niche Operator, Technologist

Should startups build distribution channels or sell products directly?

International – Locafox, Roost, Cargobee, Swapbox, fetch robotics, Shuti, Shippo, Deliv, Starship

India – EcomExpress, Rivigo, Delhivery, Shiprocket, blowhorn, Fr8, StackBox, Qikpod, Porter, Dunzo.

Build a Distribution Strategy for your start-up Idea with channel, pricing/budget, logistics model and taking other aspects into consideration and share it in the form of a presentation.

2. Dent, J., & White, M. (2018). Sales and marketing channels: How to build and manage distribution strategy. Kogan Page Publishers.

3. Coughlan, A. T., & Jap, S. D. (2016). A field guide to channel strategy: Building routes to market. CreateSpace.

Bech, H. P. (2015). Building successful partner channels: Channel development & management in the software industry. TBK Publishing.

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Sales is the ultimate last mile activity for the success of any entrepreneurial venture. The Course is designed to help students understand the entrepreneurial sales process and simplify the ownership-based sales model.

What is Entrepreneurial Selling, Entrepreneurial sales mindset, Why Entrepreneurial sales matter, Steps to become effective Entrepreneurial seller, 5Ps of Entrepreneurial selling – Passion, Patience, Planning, Perseverance, Purpose.

How to sell yourself as an Entrepreneur, Entrepreneurial selling success – “Be an Owner”, Entrepreneurial sales model – Who is your target customer, How will you reach them, How will you delight them, Where do you excel in entrepreneurship sales process, How will you generate leads, How many filters you will apply to narrow down your target, Have you tailored your web/verbal messaging to talk directly to target customer.

Become Tenacious, Sales makes an entrepreneur a Networking Ace, makes them persuasive, set realistic goals and achieve them consistently, know what your market wants. Brochures, Identifying Customer targets, Opening a Sale, 3 Pillars of Sales- Sales Strategy, Sales Operations & Sales Analysis  , Customer Engagement, Relationship management , Closure of sales , Post-sale Support.

Prepare an effective sales pitch of your product/solution and do a mock sales presentation to a target group of batchmates in the class and handle queries, objections convincingly,Building a Brand - Story, Value , Promise ,LOGO, Tagline, Brand Colour , Language, Launch , PR tools. 

Marketing Strategy , Product , Features, Content , Channels of Distribution , Social Media handles , Communication calendar/Strategy , Customer Profiling , Customising of communication  -  Understanding of your brand and audience , Understand how customers find you (Example: referrals vs. searching online) , User-friendly functional website, Google analytics, social media listings , Digital ads, email campaigns , Competition trends, best ways to get attention (press, social posts, email blasts, advertising, loyalty program).

2. Dollinger, M. J. (2008). Entrepreneurship. United States of America.

3. Holmes, C. (2007). The ultimate sales machine: turbocharge your business with relentless focus on 12 key strategies. Penguin.

4. John, D., & Paisner, D. (2016). The Power of Broke: How Empty Pockets, a Tight Budget, and a Hunger for Success Can Become Your Greatest Competitive Advantage. Currency.

5. Davis, J. S., & Cohen, M. (2011). The 24-hour Turnaround: How Amazing Entrepreneurs Succeed in Tough Times. Happy About.

2. Miller, D. (2021). Business Made Simple: 60 Days to Master Leadership, Sales, Marketing, Execution, Management, Personal Productivity and More. HarperCollins Leadership.

3. McDonough, G. K. (2017). The Turnaround: What Surviving Bankruptcy Taught Me About Achieving Success in Business and in Life. October 8, 2017.

4. Gilson, S. C. (2001). Creating value through corporate restructuring: Case studies in bankruptcies, buyouts, and breakups (Vol. 95). John Wiley & Sons.

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

One of the most important first steps in the product development journey is having a successful minimum viable product (MVP). The course enables the students to understand the role, importance and how the MVP plays a pivotal role in the entrepreneurship journey.

MVP definition, MVP product development, why an MVP is necessary, MVP approach in product development, MVP guidelines, steps to use MVP approach, releasing iterations, when not to build an MVP.

Pre-order MVP, Audience Building MVP, Landing Page MVP, Explanatory video MVP, Flintstone MVP, One Function MVP, Advantages of MVP approach, Limitations of MVP approach.

MVP vs POC vs Prototype, Value Proposition and MVP, MVP Template, 5 steps for MVP Build – Define the Customer’s Problem – HBS framework and 4 Us framework, Find a gap in he market, Measure the gain/pain ratio, Build the Value Proposition, Find simplest way to solve the problem, Tips for successful MVP development, MVP development process costs, Typical mistakes in MVP development

Dropbox, Zappos, Buffer, Spotify, Airbnb, Indian Start-up MVP models, Minimum viable team, Beta Testing

Review of MVP approach, Existing alternatives to an MVP approach – Minimum Lovable product, Minimum Marketable Product, New Alternatives – Minimum Catchy offer, Black hole strategy, Lean Investor

Build the Minimum Viable Product of your start-up Idea using the steps as outlined in Unit 4 and share the template in the form of a presentation. Present the results of Beta Testing of the MVP.

2.Professional MVP Development: Things to Consider when developing an MVP by Jurgen Pott

3.Minimum Viable Product: 21 tips for getting an MVP, Early Learning and Return on Investment by Paul VII

2.Getting to Market with your MVP by J C Baker

3.How to create products customer love by Marty Cagan

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Product Market-Fit is an essential pre-requisite for any Product/Solution of a startup enterprise. The Couse makes the entrepreneur understand the importance of PMF and learn the various aspects and helps on how to achieve the same to make the product launch a successful one.

PMF Definition, The Start-up Curve, MVP as integral element of PMF, why does PMF matter, Product-Market fit Pyramid, Importance of PMF, Common Mistakes, FAQs of PMF

PMF Pyramid, Difference with Problem-Solution Fit, The 40% rule, LTV:CAC ratio, 5 steps of PMF framework – Business Modelling-Market Validation-Customer Interviews, Product development & Customer Acquisition-Product analytics, Myths around Product-Market Fit

Ways to Determine PMF – 1 on 1 customer interviews-Social Media Surveys-Ad Campaigns-Crowd Funding-Reach out to customer support teams-AARRR Framework-Pirates Metrics, why do Product fail after Product-Market Fit, what lies beyond PMF – What lies between Function & Feeling, Unit Economics, Marketing

Data Types – Quantitative – NPS score, Churn rate, Growth rate, Market Share,

Qualitative – Word of Mouth, Publications,

2 Methods of Measurement – Sean Ellis Method, Paying customers with above average retention,

Product Death Cycle, Steps to reach Product-Market Fit, who is responsible for PMF

Meesho, Paytm, Nykaa, Myntra, Netflix, Google

Create a Product Market Fit for the Product/Solution of your Start-Up Idea. Use the various determinants to achieve Product-Market Fit, Pilot the 40% rule and LTV: CAC ratio, Demonstrate the Product Market Fit using the Measurement tools.

2.Testing Business Ideas by Alexander Osterwalder and David J Bland

3.The Lean Product Playbook by Dan Olsen

2.Product Market Fit Analysis by Matt Brocchini

3.Lean B2B by Etienne Garbugli

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Non availability of timely funding and limited access to appropriate capital is one of the major reasons for failure of startups. The Course provides very specific inputs on the most updated facets of New Venture Financing and prepares the students well to overcome the funding obstacle.

Prototype Creation, Product Development, Team Hiring, Working Capital, Legal & Consulting Services, Raw material & equipment, Licenses & Certifications, Markets & Sales, Office space & Admin expenses

Types – Working Capital, Equity Financing, Debt Financing, Grants

Stages – Ideation, Validation, Early traction, Scaling, Exit options

Sources – Bootstrapping, Self-financing, Friends & Family, Business Plan pitching events, Incubators, Government Loan schemes, Angel Investors, Crowdfunding, VC Funds, Banks/NBFCs, Venture Debt Funds, PE Funds, M&A, IPO, Selling shares, Buybacks

Assessing need for funding, Assessing Investment readiness, Preparation of pitch deck, Investor targeting, Due Diligence of Interested Investors, Term Sheet

What – Objective & Problem Solving, Management & Team, Market landscape, Scalability & Sustainability, Customers & suppliers, Competitive analysis, Sales & Marketing, Financial Assessment, Exit Avenues

Why – Mergers & Acquisitions, IPO, selling shares, Distressed sale, Buy backs

SIDBI Fund of Funds scheme, Start-up India seed Fund scheme, State Govt Funding schemes

Work on a Investor pitch for the Start-up Idea using all the learning elements of stage, type, sources of funding and form of capital. Presentation to be done in the format of Elevator Pitch.

2.The Art of Start-up Fundraising by Alejandro Cremades

3.Funding your start-up by Dhruv Nath

2.Venture Capital for Dummies by Nicole Gravagna, Peter K Adams

3.Get Smart Funding for your Billion-dollar idea by Brian Cohen

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

The Course will enable to student to develop a deeper understanding of various aspects related to Product development, Market entry and the appropriate pricing strategy.

Concept of a Product, Product levels, Customer value hierarchy, Classification of products, Durability & Tangibility, Consumer goods, Industrial goods, New Product development, New Product Development process, Consumer adoption process

Product Life Cycle Marketing strategies, PLC characteristics, Objectives and Strategies, Product decisions, Product Mix, Organization goals and Product mix, Constituents of product mix, Products decisions, Product line, Factors influencing Product line decisions

BCG Matrix, Market share strategy, Relative market share, Market growth entry, Ansoff Matrix, Market penetration, Product development, Market Development, Diversification, Industry examples using BCG & Ansoff matrix

Pricing decisions, Factors governing price determination, Price discounts and allowances, Packaging, Labeling Warranties and Guarantees

Steps in setting up a pricing policy, pricing objectives, determining demand, Different Pricing methods, Pricing Policy, Selecting the final price, Pricing strategies adopted by leading startups in Indian market and their outcomes

Create a Product and pricing strategy for your start-up idea using the PLC objectives, strategies, select the Pricing method and market entry strategy using the BCG and Ansoff matrix elements

2.The BCG Growth Share Matrix by Carmela Milano

3.Ansoff Matrix in your pocket by Billy Francis

4.The Strategy and Tactics of Pricing by Thomas T Nagle, John Hogan, Joseph Zale

2.The Art of Ansoff Matrix by Maguel Scott

3.BCG Matrix and its support in management decision making by Martin Pruschkowski

4.The Price Advantage by Walter L Baker, Michael V Marn, Craig C Zawada

5.Power Pricing by Robert J Dolan and Hermann Simon

6.Lean Pricing: Pricing strategies for startups by Omar Mohout

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Sales is the ultimate last mile activity for the success of any entrepreneurial venture. The Course is designed to help students understand the entrepreneurial sales process and simplify the ownership-based sales model.

What is Entrepreneurial Selling, Entrepreneurial sales mindset, Why Entrepreneurial sales matter, Steps to become effective Entrepreneurial seller, 5Ps of Entrepreneurial selling – Passion, Patience, Planning, Perseverance, Purpose

How to sell yourself as an Entrepreneur, Entrepreneurial selling success – “Be an Owner”, Entrepreneurial sales model – Who is your target customer, How will you reach them, How will you delight them, Where do you excel in entrepreneurship sales process, How will you generate leads, How many filters you will apply to narrow down your target, Have you tailored your web/verbal messaging to talk directly to target customer

Become Tenacious, Sales makes an entrepreneur a Networking Ace, makes them persuasive, set realistic goals and achieve them consistently, know what your market wants 

Prepare an effective sales pitch of your product/solution and do a mock sales presentation to a target group of batchmates in the class and handle queries, objections convincingly.

2.The Entrepreneurial Sell: Tools and Techniques every Start-up need to succeed by Cheryl Mayberry McKissack

3.The Ultimate Sales Machine by Chet Holmes

2.Business Made Simple by Donald Miller

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 50 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 50 Marks   (2 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 25 Marks out of 50 must be secured to pass in that paper.

Knowledge of Business turnaround in tough times is an important skill for every entrepreneurial leader. This Course prepares them to face and successfully Pivot in challenging times.

4 stages of Turnaround Lifecycle – a) Assessment of the need for saving the business b)Crisis management-Arrest of negative cash accretion and saving morale and talent from attrition c)Stabilizing the situation – building a stable Management team that will lead to growth and future profitability d)Planning the future – Developing a strategy and structure suited to ensure the long-term viability

Strategy - defining a new direction for the organization, managing complexity and strategic dualities, addressing marketing myopia, examining core capabilities that have morphed into rigidities, and reining in disorganized innovation efforts

Finance - management of cash flow, the convenience of keeping or divesting assets, and the possibility of restructuring debt

Leadership - importance of personal and organizational resilience, the management of critical thinking (logos), emotions (pathos), and relationships (ethos), and the challenges involved in professionalizing a leadership team in a crisis.

Culture - situations where leaders must reassess organizational culture, values, and purpose.

Organization - structure, processes, and people. streamlining the organization, simplifying structure, and redesigning core processes while sustaining morale, retaining key talent, and energizing people

Zomato, Paytm, Flipkart, Air India, Ola

2.The 24-Hour Turnaround by Jeffrey S Davis and Mark Cohen

3. The Small Business Turnaround guide by Sandy Steinman

2. Creating Value through Corporate Restructuring by Stuart C Gilson

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 50 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 50 Marks   (2 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 25 Marks out of 50 must be secured to pass in that paper.

Creativity and innovation are the key drivers of success for many of today’s leading companies. Some of the most gains in shareholder value over the last few years (e.g., Google, Facebook) are due to a culture of creative innovation. This course examines the process of developing new product or service innovations

Meaning of Design Thinking, the rise of Design Thinking Market Research, Practical insights into conducting marketing research, , Design thinking for competitive advantage. Power of Design Thinking in Entrepreneurship - The Need for Creative and Design, Thinking Mental Models of Creativity, Design Thinking in Entrepreneurship, Why design needs entrepreneurial mindset, combining entrepreneurial and design thinking, The seven steps of design thinking, Creative Thinking.  Open Innovation, creative solutions to issues facing organizations, Company culture and architecture, from design thinking to funding. 

Opportunity Assessment - “How do we source and identify opportunities?” and “Which opportunities should we invest time and money in?” Three dimensions of Opportunity Assessment - Product-Market fit, Product-Company fit, and Product-Business fit. “Jobs to Be Done” framework to define key unmet needs and hence the opportunities for a new product. How to organize the opportunity analysis into a recommendation and present the output in an Opportunity Brief. The Opportunity Brief serves as the “business case” for the product and should explicitly provide a “Go/No-Go” recommendation to invest resources and initiate the Discovery process for a specific product (or not). should explicitly provide a “Go/No-Go” recommendation to invest resources and initiate the Discovery process for a specific product (or not).

Strategies for creating value - Increment Value or True value creation,

Design Thinking as a paradigm for innovation strategy, Design Research for understanding the needs of our users and clients, Theories of Innovation, Technology Forecasting, Conducting analysis - Economic justification, First Mover and late mover Advantage, Organizations and Innovation Process, Diffusion of Innovation. Case studies - How Indra Nooyi Turned Design Thinking Into Strategy? P&G, Pfizer, IDEO – SHIMANO.

Vijay Govindrajan’s Three Box Model approach, Identify Technology transfer partners, Where and how do new product ideas originate Collaborative approaches – Industry, University, Transferring the project from R&D to operations,– Open innovation, crowd sourcing for Innovation, researching & monitoring markets, Five Cs of Opportunity Identification, Market Opportunity Identification in emerging technology companies, opportunity identification by fulfilling unmet customer needs.

Risk Management in Innovation, Managing Future Technologies, and minimizing risk of failure.  Case study approach Intellectual Property Rights.

Lean start-up techniques for the design and refinement of business models. Customer Experience Strategy. From the Design of Services to Business Design. Customer Discovery & Validation. Business Model Canvas. How to create a winning Business Model Design & Lean Startup. Canvas Value Proposition. Lean Startup Machine. Hambrick and Fredrickson Strategy and Prototyping. Design thinking process in new product development, Three Box Model solution:  strategy for innovation, Case study discussion - Vijay Govindrajan’s - Reverse Innovation.

Conducting market research for new a product offering, Levels of Product / Service, identifying stakeholder needs for Product/service innovation. obtaining Insights, personal techniques and Foresight of Future Scenarios.

Concept generation, identifying new business opportunities based on market needs – from product to service design, Designing and testing breakthrough concepts.

Assign Teams and Introduce Small projects with Design Thinking framework – empathize, define, ideate, prototype and test.

Design Thinking for the Greater Good - Conducting design thinking challenge for kids.

Market trend analysis, Business Design JAM, Digital/Internet Business Model, KPIs, Hypothesis and Experiments, Implementation

Design of Services and Customer Experience. Case study discussions – manufacturing and service sector. Service sector – IDEO, Lego, e-commerce market players design thinking strategies. Toward Sustainable Design Thinking.

Concept Visualization & Prototyping Workshop, Practicum - Choose an existing product that you like to improve further. Designing User Scenarios that integrates concepts and skills in a practical application to an existing organization or to a potential new enterprise

1.      Jeanne Liedtka, Andre King, and Kevin Bennett (2013), Solving Problems with Design Thinking, Columbia Business School Publishing.

Shrutin N Shetty, (2018), Design the Future: Simplifying Design Thinking to Help You, Notion Press.

1.      Madhavan Ramanujam, Georg Tacke

2.      The Three-Box Solution: A Strategy for Leading Innovation By Vijay Govindarajan

3.       Design Thinking: New Product Development Essentials from the PDMA, By Abbie Griffin, Michael G. Luchs, and Scott Swan

4.       Harvard Business Review case studies, https://hbr.org/store/case-studies

5.       Case Centre, https://www.thecasecentre.org/main

6.      Blue Ocean Strategy

Sketching User Experiences: Getting the Design Right and the Right Design, Bill Buxton

Evaluation Pattern

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE) 50%

Mid Semester Examination (CIA-2) 25%

Continuous Internal Assessment (CIA- 1 & 3) 20%

Attendance 05%

Total 100%

Written Examinations consists of:

§  Mid Semester Exam – 50 Marks   (2 hours duration)

§  End Semester Exam – 100 Marks (3 hours duration)

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This course enables the students to be fully conversant and updated with the latest information and happenings in the startup eco system, keep track of progress of Entrepreneurship activity in India and across the globe and apply some of them to the startup venture.

Students will refer Print, social media, News channels, press releases, Government Announcements, Global Information bureaus etc., and prepare Current affairs presentations covering the following areas in the Entrepreneurship/Start-up Eco system and India/Global level:

a) Policy Announcements related to Start-ups

b) Regulatory and compliance guidelines issued from time to time on Legal, Taxation and business laws

c)Fund raising by start-ups 

d)Investments by various Funding agencies including angel investors

e) Mergers and Acquisitions

f) New Product Launches

g) Innovations and solutions in different sectors

h) Pivots and change in business models

i)Start-up failures and closures

j) Grand Challenges announced for start-ups from time to time

k) News flow from Incubators, Accelerators, Innovation labs, Corporates

l)All other important information related to start-up/entrepreneurship world

Students will refer Print, social media, News channels, press releases, Government Announcements, Global Information bureaus etc., and prepare Current affairs presentations covering the following areas in the Entrepreneurship/Start-up Eco system and India/Global level:

a) Policy Announcements related to Start-ups

b) Regulatory and compliance guidelines issued from time to time on Legal, Taxation and business laws

c)Fund raising by start-ups 

d)Investments by various Funding agencies including angel investors

e) Mergers and Acquisitions

f) New Product Launches

g) Innovations and solutions in different sectors

h) Pivots and change in business models

i)Start-up failures and closures

j) Grand Challenges announced for start-ups from time to time

k) News flow from Incubators, Accelerators, Innovation labs, Corporates

l)All other important information related to start-up/entrepreneurship world

Students will refer Print, social media, News channels, press releases, Government Announcements, Global Information bureaus etc., and prepare Current affairs presentations covering the following areas in the Entrepreneurship/Start-up Eco system and India/Global level:

a) Policy Announcements related to Start-ups

b) Regulatory and compliance guidelines issued from time to time on Legal, Taxation and business laws

c)Fund raising by start-ups 

d)Investments by various Funding agencies including angel investors

e) Mergers and Acquisitions

f) New Product Launches

g) Innovations and solutions in different sectors

h) Pivots and change in business models

i)Start-up failures and closures

j) Grand Challenges announced for start-ups from time to time

k) News flow from Incubators, Accelerators, Innovation labs, Corporates

l)All other important information related to start-up/entrepreneurship world

Students will refer Print, social media, News channels, press releases, Government Announcements, Global Information bureaus etc., and prepare Current affairs presentations covering the following areas in the Entrepreneurship/Start-up Eco system and India/Global level:

a) Policy Announcements related to Start-ups

b) Regulatory and compliance guidelines issued from time to time on Legal, Taxation and business laws

c)Fund raising by start-ups 

d)Investments by various Funding agencies including angel investors

e) Mergers and Acquisitions

f) New Product Launches

g) Innovations and solutions in different sectors

h) Pivots and change in business models

i)Start-up failures and closures

j) Grand Challenges announced for start-ups from time to time

k) News flow from Incubators, Accelerators, Innovation labs, Corporates

l)All other important information related to start-up/entrepreneurship world

Students are evaluated for each course on the basis of written/oral examinations(VIVA-VOCE) and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)

(VIVA-VOCE) & Presentations

50%

Mid Semester Examination (CIA-2)

(VIVA-VOCE) & Presentations

25%

Continuous Internal Assessment (CIA- 1 & 3)

(VIVA-VOCE) & Presentations

20%

Attendance 

05%

Total

100%

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

This aims to provide practical and hands-on exposure to start up organizations and gain deep insights on various aspects of the business.

Identify and shortlist a start-up, undertake field visits to the start-up after obtaining all permissions, study, observe, make secondary research, Primary interaction with different stakeholders including the leadership, obtain immersive knowledge of all aspects of the organization, product detail, pricing strategy, business model, customer segment, target market, funding strategy, distribution model, success and failures, marketing plan and various other aspects of the business.

Identify and shortlist a 2nd start-up, undertake field visits to the start-up after obtaining all permissions, study, observe, make secondary research, Primary interaction with different stakeholders including the leadership, obtain immersive knowledge of all aspects of the organization, product detail, pricing strategy, business model, customer segment, target market, funding strategy, distribution model, success and failures, marketing plan and various other aspects of the business.

Make a detailed formal presentation on the identified topic of the concept covered in different courses in Semester I.

Make a detailed formal presentation on the identified topic of the concept covered in different courses in Semester I.

 Students are evaluated for each course on the basis of written/oral examinations(VIVA-VOCE) and continuous internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:

 End Semester Examination (ESE)

(VIVA-VOCE) & Presentations

50%

Mid Semester Examination (CIA-2)

(VIVA-VOCE) & Presentations

25%

Continuous Internal Assessment (CIA- 1 & 3)

(VIVA-VOCE) & Presentations

20%

Attendance 

05%

Total

100%

·         A student should secure a minimum of 50% Marks in the ESE to pass in that paper.

·         In aggregate for each paper, for internal and end semester put together, at least 50 Marks out of 100 must be secured to pass in that paper.

Understanding what customer wants and creating a right go to market strategy basis the market need is key success factor for the entrepreneurship initiative. This Course provides a strong foundation and enablement for the student to build a strong GTM strategy for the start-up idea.

What is GTM, why do you need GTM, who is responsible for GTM, who needs a GTM, When do you need a GTM, What is a good GTM, Where is GTM applied

Types of GTM, Components of GTM-Problem are to solve, Product Market Fit, Target audience, Competition and Demand, Distribution, Price, Market size, Product complexity, B2B or B2C, Relationships.

 4 Components – What does the market look like – Market analysis, Whom do we go after and how – Market selection, Segment targeting, What, Where & How do we sell – Marketing Mix, How do we gain and retain customer – Customer acquisition

 Difference between GTM Strategy and Marketing Strategy

Buying Center & Personas, Research Demand, Craft Value Matrix, Identify & Test the messaging, understand customer journey, outline pricing strategy, Distribution Channel strategy, External marketing plan, Sales Funnel, Customer support service, Define Success metrics, How to measure success of GTM Strategy, GTM Template

Metaverse, Ola EV, Zepto, Blinkit, Garuda aerospace, examples from Shark Tank

Create a GTM strategy for your Startup Idea after assembling all the components, selecting the type of GTM and share it in the form of Presentation in the Template.

1.Go to Market Strategy by Lawrence Friedman

2.Go to Market by Joana Inch

3.The Go to Market: Guide to Drift by Drift Press

1.Anti-Sell by Steve Morgan

2.Obviously Awesome by April Dunford

3.Lean Customer Development by Cindy Alvarez

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessment. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)                                      :           50%

Mid Semester Examination (CIA-2)                                   :           25%

Continuous Internal Assessments (CIA- 1 & 3)                 :           20%

Attendance                                                                             :           05%

Total                                                   :          100%                          

·       Written Examinations consists of:

§  Mid Semester Exam – 50 marks (2 hours’ duration)

§  End Semester Exam – 100 marks (3 hours’ duration)

·       A student should have secured minimum 40% marks in the ESE to pass in that paper.

·       In aggregate for each paper, for internal and end semester put together, at least 40 marks out of 100 must be secured to pass in that paper.

After identification of the right target customers through market selection & segmentation, creating the right visibility strategy is key to the initial and continued success of the start-up. This Course aims to provide all the tools and inputs to develop to a successful overall marketing strategy built in with a robust digital marketing strategy

Need for a Marketing Plan, Elements of Marketing Plan, Start-up Marketing Channels, 4 Types of Marketing Plans – Marketing Penetration, Market Development, Product Development, Diversification

Use Paid ads to build a community, Try social media to connect with customers, Crowdfund marketing/generate press, Host a virtual meet up, Use user-generated content to tell the story, create SEO optimized content, Implement referral program, Offer free trial version

Use Smart goals to focus on business-critical goals upfront, create detailed documents to distinguish who the buyers are, have clear compelling messaging, create a content marketing strategy to generate leads, run ads for short term results, implement a digital PR strategy to create a buzz around the brand, measure and improve customer lifetime value, establish and cultivate your reputation, build a referral engine

What is a Digital Marketing strategy, Importance of DM strategy for startups, 10 Strategies – Social Media Marketing, email marketing, Search engine marketing, search engine optimization, Influencer Marketing, Content marketing, You tube marketing, Viral marketing, Referral marketing, Publish top tier publications

Start-up Marketing strategy and Digital Marketing strategy examples from Indian and Global entrepreneurs.

Create a Digital marketing strategy for your start-up Idea using the appropriate tools within an identified budget plan under the marketing strategy.

1.Marketing your start-up by Simona Covel

2.Zen of Social Media Marketing by Shama Hyder Kabani

3.Startup Marketing Plan: Digital Marketing strategy for Start-ups by Evon Shrom

4.From Starting Small to Winning Big: The definitive digital marketing guide for start-up entrepreneurs by Shishir Mishra

5.The Pizza guide to Digital marketing by Christian Farioli

1.The Ultimate Start-up Book by Christine Harvey

2.Epic Content Marketing by Joe Pulizzi

3.Stories that Stick by Kindra Hall

Possessing an all round knowledge of all aspects related to setting up of the new venture is as important as the product or innovation. This Course imparts a detailed know how on what they need to know in its entirety from Incorporation to Launch of the Start up business.

Identify challenges involved in starting the business, Protection of personal assets, come up with a greaten am, Legal entity vs Brand identity, Perfect the Elevator pitch, Make the equity portion clear with Co-founders, Set up a good accounting and book keeping system, Understand Financial statements and Budgets, Become a strong sales person

Create a Great Investor pitch deck, Drive traffic to website, focus on exceptional customer service, build qualities of good public speaker, Thoroughly research the competition, Draw up MVP, PMF, GTM, Lean start-up business Plan, Overall Marketing strategy

People, how to get a Great Co-Founder – Trust, Skill set, Personality, Honesty, Draw up ESOP plans to motivate employees, Use Consultants and freelancers to support the Team, Employee Hiring – Build the right organization structure (Flat, Open or Hierarchical structure) – Hiring & Recruitment – Offer letter and Consultant contracts, Building a Team – Self assessment, Identify main roles, build a start-up culture

Develop an Organization Chart, Write Job descriptions, adapting to growth

Capital Structure – Why is capital structure important for start-up, Factors determining capital structure, Types of Capital structure, Optimal capital structure for start-up, Capital structure vs financial structure, Capital distribution among founders, Impact capital recruitment on the capital structure, The seed funding round, Pre-money and post money valuation, Class of shares to be issued to investors, Volume of investment rounds, additional investment rounds after seed funding

Legalities – 4 Ownership Structure options – Sole Proprietorship, Partnership, LLP, Pvt Ltd Company – Hire an experienced Start-up Attorney, CFO services, Co-Founder legal considerations legal agreements, Business Contracts, share purchase agreements, Intellectual Property Rights

Building a Brand – Promise, story, values, visual

Designing logo for the organization

Building the Website – Domain name, Hosting, Designing and developing the site

Building the office space – Lease, co-ownership, incubator

Launching – Create hype, Freebies & entertainment, stay clear from big brand launches, Press release and PR

Prepare for unprecedented situations – Covid-19

1.Start, Run & Grow a successful small business by Toolkit Media Group

2.How to start a business in India by Simon Daniel

3.Before you start up: How to prepare to make your start dream a reality by Pankaj Goyal

4. Manual for Indian Startups by Vijaya Kumar Ivaturi

5. Start your own Enterprise by Prateek Jain

1.The Art of the Start by Guy Kawasaki

2.Entrepreneur 5PM to 9AM: Launching a Profitable Start-up by Kanth Miriyala & Reethika Sunder

3.Lets Build a Company by Harpreet Grover

4.48 Hour Start-up: From Idea to Launch in 1 Weekend by Fraser Doherty

Top of Form

Bottom of Form

The Course objective is to enable the student to identify all the aspects post the first phase of the start-up and build the entire knowledge eco-system on preparing for the next phase of the start-up for the successful scale up in a structured and scientific manner.

What is start-up growth, what is start-up Scale, Difference between growing & scaling a start-up, Checkpoints for Timing of scaling the start-up – God customer base, reaching previous goals, Positive cash flow, working concept & Reliable Infra, Minimized Risks, Risks when scaling the start-up, Danger of Premature scaling, Challenges when scaling the business

Automate what the start-up wants, Invest in Tech, Know customer expectations, Use marketing techniques, Hire the right team, Take care of PR & Social media, Arrange the process inside the company, make business workable without founder, secure funding and generate steady revenue stream. Set up right expectations, create a smooth transition from Start up to Scale up

Become an expert in the Niche, Learn the Market, Hire the right team and have an accomplished settled team, Strong financial position and control the finances, make sure all are in state of readiness, Outsource the non-essentials, Identify the best time to scale up, capable IT infrastructure, create sense of urgency, solving Customer’s expectations. Focus on operations, belief & leadership, create an irresistible company culture, Master traffic & sales, Build accountability, Find a way for everyone to win, Think Big, Prioritize results and customer satisfaction, Quick action on stakeholder feedback, fearless creativity and constant awareness of core values, Founder as role model of entrepreneurial attitude

Data Driven approach, Parameters to measure success - Average Revenue per user, Customer acquisition cost, Operational efficiency, Customer retention ratio.

Common mistakes that will keep start-up small forever.

Pinterest, Amazon, Airbnb, Indian start-up examples from Shark Tank

List down all the items for the preparation of scaleup of the start-up as per Unit 2, Develop a mock scale up plan for your start-up idea and sharing a presentation along with data on success parameters

1.Explosive Growth by Cliff Lerner

2.Traction by Gabriel Weinberg and Justin Mares

3.Simple Scaling: Ten proven principles to 10x your business by Claire Colvin and Brendan McGurgan

4. Start-up CEO: A Field guide to scale your business by Matt Blumberg

5. Scaling Up: How a few Companies make it and Why the rest don’t by Verne Harnish

1.Hacking Growth by Sean Ellis, Morgan Brown

2.Scale by Geoffrey West

3.The Start-up Growth book by Andrew Lee Miller

4.Masters of Scale by Reid Hoffman

Top of Form

Bottom of Form

Building a suitable Distribution strategy for the Products is inevitable, Distribution is king and is considered as an important ingredient for success of a start-up. The provides an overview on all the elements of Distribution, supply chain and logistics for the new venture.

What is Distribution, Parts of Distribution Channel, How to select a distribution Channel, Solution vs Marketing Complexity, Push vs Pull Marketing for Distribution Channel, Financial considerations for the distribution channel

SCM & logistics major evolution in the last 5 years. Role of Digital in SCM, Integral part of E-Commerce Industry

SCM Segments – Warehousing & Fulfillment, Express Delivery, Overland Transportation, Ocean/Air logistics

Business Models – Broker/Aggregator, Analyst, Niche Operator, Technologist

Should startups build distribution channels or sell products directly?

International – Locafox, Roost, Cargobee, Swapbox, fetch robotics, Shuti, Shippo, Deliv, Starship

India – EcomExpress, Rivigo, Delhivery, Shiprocket, blowhorn, Fr8, StackBox, Qikpod, Porter, Dunzo

Build a Distribution Strategy for your start-up Idea with channel, pricing/budget, logistics model and taking other aspects into consideration and share it in the form of a presentation

1.The Manager’s guide to Distribution Channels by Linda Gorchels

2.Sales and Marketing Channels: How to build and Manage Distribution Strategy by Julian Dent and Michael White

3.A Field Guide to Channel Strategy: Building routes to Market by Anne T.Coughlan and Sandy D. Jap

1Getting Multi-Channel Distribution Right by Kusum L Allawadi

2Building Successful Partner Channels by Hans Peter Bech

Department of Professional Studies follows a rigorous system of continuous evaluation, and the assessment events include quizzes, tests, assignments, mid-term and end-term exams, individual/group project work, presentations etc.  

Students are evaluated for each course on the basis of written examination and continuous internal assessment. Each paper carries maximum of 100 marks and is evaluated as follows:

End Semester Examination (ESE)                                      :           50%

Mid Semester Examination (CIA-2)                                   :           25%

Continuous Internal Assessments (CIA- 1 & 3)                 :           20%

Attendance                                                                             :           05%

Total                                                   :          100%                          

·       Written Examinations consists of:

§  Mid Semester Exam – 50 marks (2 hours’ duration)

§  End Semester Exam – 50 marks (2 hours’ duration)

·       A student should have secured minimum 40% marks in the ESE to pass in that paper.

·       In aggregate for each paper, for internal and end semester put together, at least 40 marks out of 100 must be secured to pass in that paper.

 This course enables the students to be fully conversant and updated with the latest information and happenings in the startup eco system, keep track of progress of Entrepreneurship activity in India and across the globe and apply some of them to the startup venture.

-

-

-

-

This is the culmination of the Course in the form of a final presentation of their start up Idea to gain the Buy in and feedback from a Panel of experts drawn from the Start up and Entrepreneurship Eco system

Problem Statement

Solution Overview

Market Research Process

Market Segmentation

Target Market selection

Target Audience

Lean Start-up Business Plan

Product Development Process

MVP

PMF

Pricing Plan

Sales/Marketing Plan

Digital Marketing Strategy

Distribution Strategy

GTM

Funding Plan and Capital Structure

Launching the Start-up

Estimation of Scale up Plan

Confidence

Depth of Research

Audience engagement

Passion to the Start up Idea

Coverage of all topics

Visual Aids

Facts, Analytics – Use of Tableau, PowerBI tools

Body Posture

Ease of Presentation

Quality of response to Questions

Completion on allocated time

This aims to provide practical and hands-on exposure to start up organizations and gain deep insights on various aspects of the business.

Identify and shortlist a start-up, undertake field visits to the start-up after obtaining all permissions, study, observe, make secondary research, Primary interaction with different stakeholders including the leadership, obtain immersive knowledge of all aspects of the organization, product detail, pricing strategy, business model, customer segment, target market, funding strategy, distribution model, success and failures, marketing plan and various other aspects of the business.

Identify and shortlist a 2^nd start-up, undertake field visits to the start-up after obtaining all permissions, study, observe, make secondary research, Primary interaction with different stakeholders including the leadership, obtain immersive knowledge of all aspects of the organization, product detail, pricing strategy, business model, customer segment, target market, funding strategy, distribution model, success and failures, marketing plan and various other aspects of the business.

Make a detailed formal presentation on the identified topic of the concept covered in different courses in Semester I.

Make a detailed formal presentation on the identified topic of the concept covered in different courses in Semester I.