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21943 Venture Planning and Pitching

Warning: The information on this page is indicative. The subject outline for a particular session, location and mode of offering is the authoritative source of all information about the subject for that offering. Required texts, recommended texts and references in particular are likely to change. Students will be provided with a subject outline once they enrol in the subject.

Subject handbook information prior to 2018 is available in the Archives.

UTS: Business
Credit points: 12 cp

Subject level:

Postgraduate

Result type: Grade and marks

There are course requisites for this subject. See access conditions.

Description

This is the capstone subject for the Graduate Certificate in Venture Acceleration in the Master of Business Administration in Entrepreneurship (C04304). The subject is about creating or re-thinking an entrepreneurial proposal around a clear customer need. Students develop the building blocks of their venture by aligning resources, processes and revenue streams with a new value proposition. The aim of this subject is to provide students with the knowledge and skills required for designing, testing, improving, and re-designing business models. While applying skills of strategic analysis, planning and decision-making, students work creatively towards a proposal pitch.

Subject learning objectives (SLOs)

Upon successful completion of this subject students should be able to:
1. Apply methods and tools of value proposition design and business model generation
2. Use creative and analytical techniques to make and justify strategic decisions
3. Appraise characteristics and preferences of investment communities
4. Pitch for funding for an early stage enterprise

Course intended learning outcomes (CILOs)

This subject also contributes specifically to the following program learning objectives:

  • Demonstrate proficient application of creative thinking and strategic planning (2.1)
  • Create business ideas using multifacted analytical and creative skills (2.2)

Contribution to the development of graduate attributes

This subject focusses on helping students combine a deep understadning of an industry or customer context with critical and analytical thinking and creative problem solving skills. The subject contributes to developing responsiveness, resilience and improvisation capabilities that are required for developing and operating businesses in dynamic and complex market environments.

This subject contributes to the development of the following graduate attributes:

  • Critical thinking, creativity and analytical skills

Teaching and learning strategies

The subject is offered in intensive block mode over six full days using a blended and experiential teaching and learning approach. Delivery of materials, lectures, webinars and discussions are supported by online learning and communication tools and the UTS learning management system. The face to face classes engage students in group work, discussions and exercises to reflect upon and revise the content.

Content (topics)

  • Business model design
  • Busines model patterns
  • Customer/user-centric value creation
  • Technology driven value creation
  • Value proposition design
  • Minimum viable product
  • Prototyping and testing
  • Resource allocation
  • Activities, costs and capital
  • Revenue models
  • Partners and collaboration
  • Pitching for funding

Assessment

Assessment task 1: Report (individual)

Objective(s):

This addresses subject learning objective(s):

1, 2 and 3

This addresses program learning objectives(s):

2.1 and 2.2

Weight: 70%

Assessment task 2: Presentation (individual)

Objective(s):

This addresses subject learning objective(s):

3 and 4

Weight: 30%

Minimum requirements

Students must achieve at least 50% of the subject’s total marks.

Required texts

It is recommended that students engage with a broad range of material, including relevant chapters in the recomended textbook, videos, slides, practitioner literature, news articles, academic journal articles as well as online material. Each module will have a list of readings and background material provided in advance via UTSOnline or other file sharing platforms. It is expected that students engage with this material before attending the relevant class.

  • Osterwalder, A., Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. John Wiley & Sons
  • Osterwalder, A., Pigneur, Y., Bernarda, G., & Smith, A. (2015). Value Proposition Design: How to Create Products and Services Customers Want. John Wiley & Sons.

Note: Both texts are available as e-readings via the UTS Library Subject Reading List.

Recommended texts

Guide to Writing Assignments, UTS Business School, University of Technology, Sydney.

References

  • Brown, T., Katz, B. 2009. Change By Design: How Design Thinking Transforms Organisations And Inspires Innovation. New York: Harpercollins.
  • Chesbrough, H. 2010. Business Model Innovation: Opportunities And Barriers. Long Range Planning, 43(2): 354-363.
  • Christensen, C. M., Baumann, H., Ruggles, R., & Sadtler, T. M. 2006. Disruptive Innovation For Social Change. Harvard Business Review, 84(12): 94.
  • Clegg, S., Carter, C., Kornberger, M., Schweitzer, J. 2011. Strategy: Theory & Practice, Sage Publications, London
  • D. School. 2011. The Bootcamp Bootleg: http://dschool.stanford.edu/use-our-methods/the-bootcamp-bootleg/
  • Dorst, K. 2015. Frame innovation: Create new thinking by design. Cambridge, MA: MIT Press.
  • Gruber, M., de Leon, N., George, G. & Thompson, P. 2015, Managing by design, Academy of Management Journal, vol. 58, no. 1, pp. 1-7.
  • Jakovich, J., Schweitzer, J., Edwards, M. 2012. Practicing - U. lab Handbook Of Design-led Innovation, Freerange Press, Sydney, Isbn: 978-0-9808689-2-0
  • Martin, R. 2009. The design of business. Harvard Business School Publishing, Massachusetts.
  • Nelson, H. G., & Stolterman, E. 2012. The design way: Intentional change in an unpredictable world.
  • Teece, D. 2010. Business Models, Business Strategy and Innovation. Elsevier Long Range Planning 43 172-194.
  • Verganti, R. 2006, 'Innovating through design', Harvard Business Review, vol. 84, no. 12, p. 11