Entrepreneurship (ENTR)
Opus College of Business
Department of Entrepreneurship
Ebben (chair), Deeds, Dunham, Frid, Johnson, McVea, Noh, Thomas
The study of entrepreneurship prepares students for a variety of career and life experiences. Being an entrepreneur may mean starting your own business, or it may mean working in an existing business. The key is you learn to think like an entrepreneur. You will learn to identify and analyze new opportunities, to think creatively, and to be action oriented in order to seize opportunities that create real value. These skills are important in all types of organizations, from small start-ups to large corporate settings.
Students completing a concentration in entrepreneurship will have the skills to start a business venture, to contribute to an existing company, and to be business leaders in their local communities.
Entrepreneurship
Business Core Courses:
-
BUSN 100: Business for the Common Good (2 credits)
- ENTR 100: Introduction to Entrepreneurship & Innovation (2 credits)
- ACCT 100: Principles of Accounting I (4 credits)
- BUSN 200: Business Learning Through Service (0 credit)
- ACCT 200: Principles of Accounting II (2 credits)
- OPMT 200 : Operations & Supply Chain Management (2 credits)
- FINC 310: Core Financial Management (2 credits)
- MKTG 200: Introduction to Marketing (2 credits)
- MGMT 200: Working Skillfully in Organizations (2 credits)
- BLAW 300: Law for Business Leaders I (2 credits)
- BETH 300: Ethical Principles in Business (2 credits)
Note: The required core business courses (BUSN 100, ENTR 100, ACCT 100, ACCT 200, BUSN 200, FINC 310, OPMT 200, MKTG 200, MGMT 200, BETH 300, BLAW 300) must be completed by the end of the sophomore year. Transfer students who have not had an equivalent course must complete these courses by the end of their first semester, junior year.
Elective Courses in Business Core:
- Eight credits from undergraduate courses with designations ACCT / BETH / BLAW / BUAN / BUID / ENTR / FINC / IBUS / MGMT / MKTG / OPMT / REAL. These credits may not fulfill any required concentration credits unless you have more than one business concentration. These credits may be taken in courses within the department of the student’s business concentration. Transfer credits with these designations must be at the 300 level or above.
Concentration Courses:
- ENTR 250 Fundamentals of Innovation (4 credits)
- ENTR 355 Entrepreneurial Strategy (2 credits)
- ENTR 370 Entrepreneurial Financial Resource Management (4 credits)
- ENTR 450 Entrepreneurship: Management and Strategy (4 credits)
- BUSN 202 MS Excel Business Applications (0 credits)
or CISC 200 Intro to Computer Technology & Business Applications (4 credits)
Plus eight credits from the following:
- ENTR 320 Technology Prototyping
- ENTR 330 Environmental Sustainability (4 credits)
- ENTR 340 Social Entrepreneurship (4 credits)
- ENTR 348 Franchising Management (4 credits)
- ENTR 349 Family Business Management (4 credits)
- ENTR 360 Creativity and Change (4 credits)
- ENTR 371 Silicon Valley and Entrepreneurial Thinking (4 credits)
- ENTR 380 Entrepreneurship in Practice (4 credits)
- ENTR 490 Topics (4 credits)
The following may be substituted for ONE of the courses listed above:
-
THEO 422 Christian Faith and the Management Profession (only when team-taught by an ENTR faculty member) (4 credits)
Allied requirements:
- ECON 251 Principles of Macroeconomics (4 credits)
- ECON 252 Principles of Microeconomics (4 credits)
- STAT 220 Statistics I (4 credits)
Note: STAT 220 should be completed by the end of the sophomore year. Transfer students who have not had an equivalent course must complete this course by the end of their first semester, junior year.
Plus four credits from the following:
- MATH 101 Finite Mathematics (4 credits)
- MATH 109 Calculus with Review II (4 credits)
- MATH 111 Calculus for Business and Social Science (4 credits)
- MATH 113 Calculus I (4 credits)
Note: The math requirement must be completed by the end of the sophomore year.
Plus four credits from the following:
- COMM 100 Public Speaking (4 credits)
- COMM 105 Communication in Workplace (4 credits)
- COMM 370 Intercultural Communication (4 credits)
- ENGL 211 or above (4 credits)
Minor in Entrepreneurship
Students with a major in business administration may not earn a minor in entrepreneurship.
Required courses:
- ENTR 100 Entrepreneurship & Innovation (2 cr)
- ENTR 250 Fundamentals of Innovation (4 cr)
- ENTR 355 Entrepreneurial Strategy (2 cr)
Plus three electives (12 credits) chosen from the following:
- ENTR 225 Innovation in Healthcare
- ENTR 320 Technology Prototyping
- ENTR 330 Environmental Sustainability
- ENTR 325 Digital Transformation In Healthcare
- ENTR 340 Social Entrepreneurship
- ENTR 345 Social Entrepreneurship in India
- ENTR 349 Family Business Ownership
- ENTR 360 Creativity and Change
- ENTR 370 Entrepreneurial Financial Resource Management
- ENTR 380 Entrepreneurship in Practice
- ENTR 490 Topics
OR Two from the electives list above, plus one (4 credit) course from the approved courses below
(note: students are responsible for completion of all prerequisite courses)
- SOWK 430 Development and Fundraising for Social Service Agencies
- MUSC 363 Emerging Models in Music Industry
- MUSC 480 Music Business Seminar
- Any 300-level College of Business course, with approval from Entrepreneurship Department Chair.
Entrepreneurship Undergraduate Courses
| Course Number | Title | Credits | |
|---|---|---|---|
| ENTR 100 | Entrepreneurship & Innovation | 2 | |
| Description of course Entrepreneurship & Innovation : | Entrepreneurship is a way of thinking and acting in the world that creates positive impact through the development of new and better solutions to customer and societal problems. Entrepreneurs see the world differently, noticing problems that others have overlooked and using passion, creativity and business skills to craft new and better solutions that address those problems effectively and sustainably. In doing so, entrepreneurs create value for others and advance the common good, whether in a startup enterprise, or an established company, or in a social-impact enterprise. In this course, business students of all disciplines will get an introduction to the entrepreneurial process, gaining knowledge and experience in core practices of entrepreneurial discovery and creation. The course is experiential – students will learn by doing, whether through in-class exercises, an exploratory field study, or case study analysis and discussion. Students will learn how this process advances the common good and will identify how it can be deployed within multiple fields of study. Note: Students who receive credit for ENTR 100 may not receive credit for ENTR 200 or ENTR 260. | ||
| ENTR 200 | Foundations of Entrepreneur | 4 | |
| Description of course Foundations of Entrepreneur : | ENTR200 is a national award-winning course and is the first course in the Entrepreneurship Concentration sequence. Known across campus as the “Lemonade Stand” class, this course requires students to start a new business and reach revenue, and in this process begin the journey to becoming world-class problem solvers. This course is a combination of applied and theoretical dimensions of Entrepreneurship. In addition to starting a new business, students are exposed to theoretical concepts, including Opportunity Identification, Business Modeling, Industry Analysis, and New Venture Growth. This is a very dynamic course, mixing lecture, discussion, case study, guest speakers and introduction to the Hotwash Process. The course culminates in a competition with UST alumni judging the students’ quality of work and accomplishments. Prerequisite: sophomore standing, not open to seniors. Note: Students who receive credit for ENTR 200 may not receive credit for ENTR 100. | ||
| ENTR 220 | Entrepreneurial Thinking | 4 | |
| Description of course Entrepreneurial Thinking : | This course is designed as an introduction to the entrepreneurial mindset, and to the creative problem solving tools and critical thinking skills necessary to successfully pursue innovation and entrepreneurial success. The course is designed for non-business majors and, as such, will cover a broad range of topics. Students will explore the issues that surround opportunity recognition, opportunity evaluation, creative problem solving, cash flow, and growth management of an entrepreneurial venture. The course will be primarily case-based. This means that nearly all learning will take place through active participation in case analysis and class discussions. This style of learning has a number of advantages; it involves the study of dozens of real entrepreneurial ventures and problems, it emphasizes practical learning as well as theoretical concepts, it allows the student to develop their personal approach to the subject, and it builds skills as well as knowledge. Note: Students who receive credit for ENTR 220 may not receive credit for ENTR 100 or ENTR 200. | ||
| ENTR 225 | Innovation in Healthcare | 2 | |
| Description of course Innovation in Healthcare : | Innovation is central to the unique challenges facing the US healthcare industry. Entrepreneurial thinking and action have become increasingly important to healthcare organizations as they seek to build sustainable competitive advantage in rapidly changing and increasingly competitive global markets. This course is designed to help students understand what it takes to work in emerging healthcare environments, to identify and evaluate new opportunities, and to transform innovations into profitable businesses. Students will develop the skills and knowledge necessary for applying the innovation process within the unique regulatory, financial and business model context of healthcare. | ||
| ENTR 243 | Individual Study | 2 OR 4 | |
| Description of course Individual Study : | No description is available. | ||
| ENTR 250 | Fundamentals of Innovation | 4 | |
| Description of course Fundamentals of Innovation : | This course builds on the learning begun in ENTR 100, 200 or ENTR 260, by providing additional tools and skills necessary for entrepreneurs and innovators to bring new business concepts successfully to market. Drawing upon a range of applied methodologies, including Design Thinking and Lean Startup, the course provides students with the tools to uncover new market needs, develop novel solutions, craft innovative and effective business models, and determine viable go-to-market strategies. The course is experiential, emphasizing case study analysis and discussion, in- class exercises and an exploratory field study. (Students who have completed ENTR 350 cannot take this this course for credit.) Prerequisite: ENTR 100, 200 or 260, and Sophomore standing. | ||
| ENTR 269 | Research | 2 OR 4 | |
| Description of course Research : | No description is available. | ||
| ENTR 295 | Topics | 2 | |
| Description of course Topics : | The subject matter of these courses will vary from year to year, but will not duplicate existing courses. Descriptions of these courses are available in the Searchable Class Schedule on Murphy Online, View Searchable Class Schedule | ||
| ENTR 296 | Topics | 2 | |
| Description of course Topics : | The subject matter of these courses will vary from year to year, but will not duplicate existing courses. Descriptions of these courses are available in the Searchable Class Schedule on Murphy Online, View Searchable Class Schedule | ||
| ENTR 298 | Topics | 4 | |
| Description of course Topics : | The subject matter of these courses will vary from year to year, but will not duplicate existing courses. Descriptions of these courses are available in the Searchable Class Schedule on Murphy Online, View Searchable Class Schedule | ||
| ENTR 320 | Technology Prototyping | 4 | |
| Description of course Technology Prototyping : | This hands-on class will provide a fast-paced introduction to a variety of technologies. Students will be introduced to computer programming, 3D design, and electrical circuits. Through a variety of projects, lectures, and assignments, students will learn the basics of creating working prototypes of their ideas in both hardware and software. No prerequisites. Course counts as an elective in the Entrepreneurship minor and major. | ||
| ENTR 325 | Digital Transform Healthcare | 2 | |
| Description of course Digital Transform Healthcare : | This course examines the challenges and opportunities created by the digital transformation currently underway in the US Health Care Market. The course will focus on the innovation, entrepreneurship and the new business models in the emerging environment of digital health. Students will learn how to frame some of the fundamental strategic changes which are happening in the fast-changing structure of health care industry as a result of the forces of digitization. Students will also be exposed to some of the latest trends in Digital Health start-ups, new digital health business models, in understanding the latest proposals for merger and acquisition and changes to the structure of the health care market. | ||
| ENTR 330 | Environmental Sustainability | 4 | |
| Description of course Environmental Sustainability : | An elective course designed to introduce students to the role of environmental sustainability in product development. This course will look at ways that a wide variety of companies have adopted environmentally sustainable practices, and we will practice using methods such as life cycle analysis and whole system thinking. Students will learn and use an array of design thinking techniques. All students will be expected to complete a final project in which they work in a team to write a proposal for a business based on sustainable principles. Prerequisite: ENTR 100 or ENTR 200 or ENTR 260 or ENGR 150 or Instructor Permission. | ||
| ENTR 340 | Social Entrepreneurship | 4 | |
| Description of course Social Entrepreneurship : | This course introduces students to the field of social entrepreneurship, the practice of identifying, designing, starting and growing successful mission-driven ventures. These include both “non-profit” and for-profit enterprises designed to respond to a specific social need, as well as more traditional ventures working to incorporate ‘socially-responsible’ practices into their business models. The course provides an overview of the processes, challenges, and demands associated with creating ventures that seek to integrate financial and social/environmental benchmarks of success. The course is designed to appeal to business majors who want to learn more about the social sector, and non-business majors with interests in social causes, who want to learn more about business. Prerequisite: junior standing. | ||
| ENTR 348 | Franchising Management | 4 | |
| Description of course Franchising Management : | This course examines franchising from the perspective of both the franchisor and the franchisee. Buying a franchise is a path to business ownership, and the franchisee-focused topics include evaluation of franchising opportunities, legal issues for the franchisee, and an appreciation of what it takes to be a successful franchisee. Franchising is also a business growth model, and the course covers creation of a franchise contract, franchisee support strategies, and the ongoing management of a franchise system. | ||
| ENTR 349 | Family Business Ownership | 4 | |
| Description of course Family Business Ownership : | Students will learn how to identify, develop and organize family resources for business ownership and for other family initiatives such as philanthropy and community service. Family resources include family aptitudes, knowledge, experience, skills, identity and culture. Methods for organizing family initiatives include defining family mission, values, and goals; establishing guidelines/policies, and developing governance and decision-making structures, including boards of directors or advisors. Prerequisite: Junior standing | ||
| ENTR 350 | Entrepreneurial Research | 4 | |
| Description of course Entrepreneurial Research : | ENTR 350 builds on the learning begun in ENTR 200 or ENTR 260, by providing additional tools and skills necessary for entrepreneurs and innovators to bring new business concepts successfully to market. Drawing upon a range of applied methodologies, including Design Thinking and Lean Startup, the course provides students with the tools to uncover new market needs, develop novel solutions, craft innovative and effective business models, and determine viable go-to-market strategies. The course is highly experimental, emphasizing case study analysis and discussion, in-class exercises and an exploratory field study. Prerequisite: ENTR 200 or ENTR 260 | ||
| ENTR 355 | Entrepreneurial Strategy | 2 | |
| Description of course Entrepreneurial Strategy : | This course focuses on the concepts and tools entrepreneurs use to develop a winning strategy. Students will learn concrete analytical tools and techniques for building a strategy in an entrepreneurial environment. The emphasize is on the importance of taking into account the complex, uncertain, and idiosyncratic nature of entrepreneurial contexts in startups, small businesses, internal corporate initiatives, and social enterprises. The course uses a series of case studies to help students develop their entrepreneurial judgement as well as develop their knowledge of entrepreneurial strategy. Prerequisites: ENTR 100, 200 or ENTR 260, and Junior standing. | ||
| ENTR 360 | Creativity & Change | 4 | |
| Description of course Creativity & Change : | This course will acquaint students with theories and strategies for exercising the creative process. Leadership and change will also be examined to help the student understand how to effectively introduce and implement new and creative ideas. Prerequisites: ENTR 100 or ENTR 200 or ENTR 260; and Junior standing | ||
| ENTR 370 | Entr/Financial Resource Mgt | 4 | |
| Description of course Entr/Financial Resource Mgt : | This course is focused on financial analysis and strategy in new and growing firms. Course topics are introduced and reinforced through case study analysis, discussion, in-class activities, speakers, hot washes, and the development of a financial plan that students present to investors at the end of the semester. Students can expect to take away critical and highly-marketable skill sets around building and interpreting financial projections, valuing privately-held firms, structuring debt and equity deals, creating value through deal terms, and managing by the numbers. Prerequisites: ENTR 100 or ENTR 200; ACCT 100 or ACCT 210; and junior standing. | ||
| ENTR 371 | Silicon Valley & Entr Thinking | 4 | |
| Description of course Silicon Valley & Entr Thinking : | Students will travel to Silicon Valley, California to meet with entrepreneurs, venture capitalists and intrapraneurs in fast growing companies in order to better understand the technological developments, managerial approaches and market forces shaping technology entrepreneurship. Students will learn how to shape opportunities in the tech start up market space, build their skills in assessing the voice of the customer, gain greater understanding of the economics of tech start up business models, and directly experience how tech start ups raise funds. The course is designed to expand student thinking beyond local entrepreneurship and to address global perspectives by bringing students directly to the world wide hub of technology entrepreneurship. | ||
| ENTR 380 | Entrepreneurship in Pract | 4 | |
| Description of course Entrepreneurship in Pract : | Students will integrate experiences from placements in entrepreneurial companies with required readings, class discussion, and class assignments related to their placement experience. Students will complete 100 hours of work in the placement. They will perform appropriate, significant and relevant tasks directly under the supervision of either the lead entrepreneur or a key member of the entrepreneurial team. In addition, students will meet regularly during the semester in a classroom setting to share their experiences and learn from classmates in other placements. Finally, the instructor will also hold regular one-on-one sessions with students to provide overall supervision for the placement experience and to assure that the student is integrating classroom learning with the placement experience. Prerequisites: ENTR 100 or ENTR 200 or ENTR 260; and Junior standing | ||
| ENTR 385 | Venture Capital & Early-Stage | 4 | |
| Description of course Venture Capital & Early-Stage : | This limited-enrollment course provides students with in-depth experience analyzing venture capital opportunities in early stage, growth, and acquisition contexts. Coursework centers around a series of due diligence projects designed with start-up investors in the business community, and students present their investment recommendations to these investors at the culmination of each project. Intertwined with these projects will be topics such as product-market fit, customer discovery, financial modeling, deal structure, key metrics, raising search funds, and more. Students can expect to build a valuable skillset around identifying and pitching both critical success factors and potential risks in a deal, and they will exit the class with a portfolio of projects for resume building. As today's Entrepreneurship majors have access to a wide range of career choices, including opportunities in Innovation, Corporate Venturing, Venture Capital and Private Equity, this course will assist students in developing technical knowledge, critical thinking and experience with the key project areas they are likely to encounter. Prerequisites: ENTR 100; Instructor permission required. | ||
| ENTR 389 | Research | 2 OR 4 | |
| Description of course Research : | No description is available. | ||
| ENTR 393 | Individual Study | 2 OR 4 | |
| Description of course Individual Study : | No description is available. | ||
| ENTR 449 | Family Business Innov. & Entre | 4 | |
| Description of course Family Business Innov. & Entre : | Develop governance processes that establish innovation and entrepreneurship in the family business. Owners will participate in defining desired family outcomes that align with family mission and goals; identifying and assessing entrepreneurial opportunities to achieve those outcomes; reviewing entrepreneurial opportunities in light of business and family resources and capabilities, and desired social and economic impact; and developing decision processes to assess entrepreneurial opportunities. Family members involved in the business are expected to either audit this course or to actively participate in course projects. Prerequisites: ACCT 100 or ACCT 210; ENTR 349; FINC 300 or FINC 310 or FINC 321; BETH 300 or BETH 301; and senior standing. | ||
| ENTR 450 | Entr:Management/Strategy | 4 | |
| Description of course Entr:Management/Strategy : | This is the Entrepreneurship Concentration capstone course. This course builds upon previous coursework, drawing together critical concepts including opportunity identification, business modeling, financial modeling, and market/industry research skills. Through lecture, case discussion, and extensive use of the Hotwash Process, students polish their critical thinking and creative problem solving skills. The primary deliverable is a Fundable Business Plan. Prerequisites: ENTR 100 or 200 or 260; and ENTR 250 or 350; and ENTR 370; and BUSN 202 or CISC 200 and 80 completed credits. | ||
| ENTR 490 | Topics | 4 | |
| Description of course Topics : | The subject matter of these courses will vary from year to year, but will not duplicate existing courses. Descriptions of these courses are available in the Searchable Class Schedule on Murphy Online, View Searchable Class Schedule | ||
| ENTR 491 | Research | 2 OR 4 | |
| Description of course Research : | No description is available. | ||
| ENTR 495 | Individual Study | 2 OR 4 | |
| Description of course Individual Study : | No description is available. | ||