- SGM 3001. Build/Lead/Manage Businesses
- SGM 3002. Plan to Launch a Business
- SGM 3501. Entrepreneurial Thinking
- SGM 3503. Innovative Business Models
- SGM 3511. Social Entrepreneurship
- SGM 3521. Finance Your Ideas
- SGM 3685. New Venture Internship
- SGM 4596. Strategic Business Planning
SGM 3001. Becoming a Manager: Building, leading and managing new and small businesses
This course is designed to introduce students with limited or no business background to the critical business management skills and tools needed to run a small enterprise or to launch a new venture and become a successful entrepreneur. Whether you want to become a manager, build a consulting or freelance business, start a new for-profit or non-profit venture, or simply want to be a more successful in any organization, understanding the fundamentals of management will help you be more successful. Traditional as well as cutting edge management principles will be discussed and students will learn to develop marketing plans, staffing and operational plans, and to analyze the financial viability of various business ideas. Business students are not eligible to register for this course and should consider SGM 3503 instead.
SGM 3002. Be Your Own Boss: Planning to launch your own business
It’s a fact: Entrepreneurs report greater satisfaction with their work. Chief among the reasons for this is the freedom to determine their own destiny and the appreciation of having a direct impact with their work. In the current economic climate, more and more students are finding entrepreneurial career paths offer them better or complementary options to traditional employment. This course provides students with an understanding of how to research, write, and present effective business plans. The business plan is a critical strategic document used to plan the launch, pivot, or growth of an enterprise. Students will learn about the interrelationship among the various aspects of the plan including the industry, target market, competition, marketing strategy, human resources, financial resources, and management team among others. Students will also learn about presenting the business plan as they engage in mock presentations to local entrepreneurs and venture capital investors.
SGM 3501. Entrepreneurial Thinking
Thinking like an entrepreneur is about seeing opportunities and passionately pursuing them. Anyone can be entrepreneurial — whether you start the next Facebook, take control of your work-life balance with a lifestyle business, have an impact on the world with a social venture, or drive change and innovation in an existing company. The goal of this course is not to teach students to start a venture nor to manage a business (this is covered in later courses) but to help you understand the hidden value of your ideas. By highlighting the impact of various types of innovation in driving the development of industries and technological fields, we demonstrate the importance of strategy, competitive advantage, core competencies, and value chains to organizations and industries. By training students to identify opportunities and creatively solve problems, we help develop invaluable skills and perspectives that will make anyone more successful in their professional life. Finally, by showing students all the options that entrepreneurship offers as a potential career path, we begin the process of training you to become a successful entrepreneur.
SGM 3503. Innovative Business Models: Building & assessing innovative business models
The modern competitive landscape requires agile, learning organizations that can constantly innovate and reinvent themselves. Many of the management principles and business models that have served executives well for the past 100 years are no longer appropriate or optimal. Unfortunately, innovative ideas and business models can be difficult to assess leaving many companies to stagnate and eventually fail. By integrating topics from students’ core business courses with leading-edge management practices and creative problem solving, students will come to understand the implications of organizational innovation through a business model lens. This is accomplished through a number of hands-on exercises and mini-projects in which students talk with actual entrepreneurs in order to understand their challenges and generate innovative solutions. This process helps you evaluate novel business model ideas—What if you gave your product away for free? Can an organization function with no employees (or can you find employees to work for free)? Can you build a multi-million dollar business with no startup capital? These are just some of the alternatives that this course will help you appreciate as you learn to be a more innovative, analytical, high-impact employee or entrepreneur.
SGM 3511. Doing Well by Doing Good: Where innovation & entrepreneurship meets social impact
These days the boundary between for-profit and social entrepreneurial ventures is increasingly becoming blurred. Every company, large and small, is making the multi bottom line of people-planet-profit an all-important goal. If you work in any organization or want to start a new venture of your own it is critical that you prioritize “purpose” or create “meaning”. Organizations that ignore their impact on society and the world, miss out on opportunities for innovation as well as the immense competitive advantage to having a positive social impact (i.e., doing good) while you do well. If you make meaning you will make people want to write stories about you, want to work for you, and want to buy from you. This course will explore the various ways the emerging U.S. social enterprise sector is evolving. More broadly, this class examines the ways in which entrepreneurship and business in general is embedded in—and affects—larger social, cultural, ecological, and economic relationships
SGM 3521. Finance Your Ideas: Crowdfunding, grants, banks, venture funds, corporate & private investment
In this course you will get out of the classroom and pitch a source (or sources) in order to find funding for your (or your team’s) business idea. Ultimately, every pitch requires a feasible business idea but whether you head to Kickstarter to produce a crowdfunding video pitch, present your business plan to a bank, apply for a government grant, present to the powers-that-be inside an existing organization, or pitch to the angels and VC investors that will be invited as guests to the class, will depend on the type of business idea you have. This course discusses a range of equity and non-equity financing options available to organizations today. One of the biggest problems for Temple entrepreneurs is financing their ideas—although securing funding is always difficult, this course helps you appreciate several options you have and the implications for each. A special focus will be paid to the investment decision (i.e., what does it take to persuade an investor to part with their hard earned money) and students will gain insights into factors that influence the viability and financial health of a business as well as the steps that can be taken to increase venture valuation
SGM 3585. Incubator Internship: Contribute, connect , & learn as a part of the entrepreneurial ecosystem.
Accelerators and incubators have proven to be quite successful at launching and enabling successful new ventures. These programs help organizations move through multiple milestones and stages, constantly evaluating the success and prospects for the venture, and recommend pivots or changes in the core concept as necessary. This process requires support personnel with a huge range of experience—from business students to work on marketing plans and business models, to engineers and computer programmers to help build prototypes, to law / legal studies students to help assess IP and other legal issues related to incorporation, to media and communication students to generate press or help create videos and webpages for crowdfunding campaigns. In this internship students will be placed in one of these accelerators/incubators so that they can leverage their expertise, gain experience (and a portfolio) working with various new ventures, enhance their networks, and learn what makes these ventures succeed vs. fail. Accelerator/incubator options include those that help Temple students, those that assist with technology commercialization, those that focus on small businesses in North Philly, those focused on app-based companies, and many more both within Temple and elsewhere in the region or around the country/world.
SGM 3685. New Venture Internship: Learning to be a high-value employee, manager, or founder
Being innovative or starting an entrepreneurial venture requires the knowledge and networks often best assembled by working in the industry or technical field you are interested in. During this semester long course students will work in an entrepreneurial new venture on a specific high-value project (internships are 100 hours). In parallel to the internship, students will be working with the course faculty (typically experienced mentors, executive coaches, or consultants) in one-on-one, team, and group sessions as they learn how to manage a project-based internship. Emphasis is placed on helping students understand how they create value for the organization they are working with while making sure they learn the most from the experience themselves. The IEI typically has a number of internships available or students are welcome to come to the course with an internship opportunity in mind.
SGM 4596. Strategic Planning: The business plan as a strategic tool for existing businesses & entrepreneurs
The business plan (BP) is frequently misunderstood and assumed to be most relevant when entrepreneurs seek external funding. In actuality, the BP simply encourages entrepreneurs and managers alike to invest some thought, some time, and some ink before they risk a great deal more time, resources, and money launching an ill-conceived new venture. In addition, the BP is frequently underappreciated as a vital instrument for existing businesses. Senior managers often evaluate a potential departure from existing business models by engaging multiple internal stakeholders, hiring consultants, benchmarking and establishing milestones— as momentum builds the process takes on a life of its own. Ultimately, a great deal could have been saved if a BP had been created from the start. This course teaches students a very practical skill—the know-how to fully develop and flesh-out an innovative new business model via a business plan. In addition, all students will present their ideas to experienced entrepreneurs for feedback and have the opportunity to submit their BP to the Be Your Own Boss Bowl (BYOBB) competition for a chance to win $125k+.