MBA Innovation Entrepreneurship Venture Development 1 Syllabus Mumbai University

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Copy for information and necessary action : -

1. The Deputy Registrar, College Affiliations & Development Department
(CAD),
2. College Teachers Approval Unit (CTA),
3. The Deputy Registrar, (Admissions, Enrolment, Eligibility and
Migration Department (AEM),
4. The Deputy Registrar, Academic Appointments & Quality Assurance
(AAQA)
5. The Deputy Registrar, Research Administration & Promotion Cell
(RAPC),
6. The Deputy Registrar, Executive Authorities Section (EA)
He is requested to treat this as action taken report on the concerned
resolution adopted by the Academic Council referred to the above
circular.

7. The Deputy Registrar, PRO, Fort, (Publication Section),
8. The Deputy Registrar, Special Cell,
9. The Deputy Registrar, Fort Administration Department
(FAD) Record Section,
10. The Deputy Registrar, Vidyanagari Administration Department
(VAD),


Copy for information : -


1. The Director, Dept. of Information and Communication Technology
(DICT), Vidyanagari,
He is requested to upload the Circular University Website
2. The Director of Department of Student Development (DSD) ,
3. The Director, Institute of Distance and Open Learning (IDOL Admin),
Vidyanagari,
4. All Deputy Registrar, Examination House,
5. The Deputy Registrars, Finance & Accounts Section,
6. The Assistant Registrar, Administrative sub -Campus Thane,
7. The Assistant Registrar, School of Engg. & Applied Sciences, Kalyan,
8. The Assistant Registrar, Ratnagiri sub -centre, Ratnagiri,
9. P.A to Hon’ble Vice -Chancellor,
10. P.A to Pro -Vice-Chancellor,
11. P.A to Registrar,
12. P.A to All Deans of all Faculties,
13. P.A to Finance & Account Officers, (F & A.O),
14. P.A to Director, Board of Examinations and Evaluation,
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16. P.A to Director, Department of Li felong Learning and Extension (D LLE),
17. The Receptionist,
18. The Telephone Operator,

Copy with compliments for information to : -

19. The Secretary, MUASA
20. The Secretary, BUCTU.

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AC No. - 09/03/2023
Item No. – 7.13





University of Mumbai








Revised Syllabus for
MBA (Innovation Entrepreneurship and Venture
Development)

(Sem I to IV)
(Choice Based Credit System)




(With effect from the academic year 2022 -23)

















06/04/2023

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3 PREAMBLE
Employment generation and employability are two areas of national significance. Indian
academia has lot of scope to contribute in these areas by making Indian youth industry ready
as well as empowering some of them to become „job creators. Globalization has enhanced
business opport unities; however, business challenges too have grown multi fold. Companies
need employees with innovative approach and problem -solving skills to meet the challenges.
Similarly, management training needs to be aligned to need of the hour. MBA (Innovation
Entrepreneurship and Venture Development). This is two years full time course and will be
run under aegis of University of Mumbai.
The course is action orientated where 40% activities are class -room activities and 60% are out
of classroom activities. Syllabus of 2 years MBA (Innovation Entrepreneurship and Venture
Development) program comprises of core and elective courses, skill certification, capstone
projects and Action Learning Segments. According to AICTE guidelines 104 credits are
allocated for this programme. With an objective to connect theory of innovation and
entrepreneurship with actual application in controlled environm ent; and enabling students to
acquire skills related to the same, this outcome -oriented program is designed to be delivered in
structured yet flexible phases and modules. This will facilitate learning of management of
innovation, entrepreneurship, and vent ure development from foundation to advanced stages
and simultaneously enable students to apply their entrepreneurial skills in real life situations,
validate ideas, build innovations, test market, and build a successful venture out of it.
By the end of the programme, students will have a knowledge and understanding of
- Key concepts of entrepreneurship, innovation, and new venture development
- How to take an idea, build a prototype and launch to early customers in the market
- Knowledge of venture growth strateg ies
- Knowledge of Business Models and Fund Raising
- Knowledge of Hiring and Talent Management
- Knowledge of International Start -up Eco-system.
At the end of this programme students will either become „job-creators ‟ or job seekers with
skill sets to become product manager, project manager, manager of VC firm or CEO of an
incubation centre.
The present curriculum will be implemented for First Year of MBA (Innovation
Entrepreneurship and Venture Development) from the academic year 20 21-22. Subsequently
this system will be carried forward for Second Year of MBA (Innovation Entrepreneurship
and Venture Development) in the academic year 2022 -23.

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4 Four Tracks and Four Ways of Learning
Entire programme is based on four tracks where learning will happen in different forms
out of which –


a) ‘Classroom teaching’ is only 40% which is further divided in classroom core and
classroom electives.
b) Second way of learning is Capstone projects . Studen ts are expected to do three
capstone projects – Idea to Prototype, Prototype to Proof of Concept (PoC) and Basic
Business Plan. All three capstone projects will be revolving around the business idea
on which students will be working. All classroom core and electives of semesters one
and two will help students to complete the capstone projects.
c) Additional knowledge required for developing the business idea is expected to be
acquired through different Skill certifications which is the third way of learning. These
can be array of workshops, MOOCs, participation in competitions like Ideation
Competition, Business Plan Competition etc., all aligned to innovation,
entrepreneurship & venture development.
d) All theoretical concepts and basic projects can be sanctified through practical
application. Students will get a chance to do the same through the fourth way of learning
i.e., Action learning segments . There are two action learning segments. First segment
comes after second semester where students are sup posed to do internship with a start -
up or business which is in the domain in which student has a business idea. Second
action learning segment comes during fourth semester where student is expected to
establish his/her own venture & approach companies for funding.
These four forms of learning are expected to happen under FOUR TRACKS


I. The Foundation of Management and Entrepreneurship Track: Under this
track, students are expected to develop creative problem -solving skills, manage
innovative ideas, and validate business opportunity potential. First two semesters,
classroom courses, three capstone projects and skill certificates come under this
track.
II. Start -up Experiential Learning Track: Under this track, students are expected to
work with start -ups or b usinesses of the similar domain in which they are
developing business plan and learn practical aspects of running business. This track
consists of Action Learning Segment I, which will be delivered during second
semester of first year in the form of Start -up Residency Program.
III. The Entrepreneurship Intensity Track: Under this track, students are expected
to do „fine-tunin g‟ of their busin ess model after getting hands-on experience of
working with start -up. This track has maximum classroom courses which will take
the business plan at higher level & almost ready to deploy.
IV. Start -up Establishment Track: This track comprises of Action Learning Segment –
II, which will focus on use of all tools and techniques studied during last one and

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5 half year in venture formation, operation, and management. At the end of the course,
the student may –
• Establish the venture and work towards its growth.
• Decide to develop the business plan fully as a part of the course but go for
a placement, gain industry experience with a probable future plan of starting
the venture after few years of experience.
• Decide to manage business for somebody else‟s company by using the skills
acquired in this course.



Programme Educational Objectives (PEOs)
For
MBA (Innovation Entrepreneurship and Venture Development)
PEO -1: To do capacity building of students in critical thinking, design thinking, solution
driven approach and opportu nity mapping.
PEO -2: To train students to develop viable business model canvases.
PEO -3: To empower students to build an enterprise and/or value add to the entrepreneurial
eco-system.

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6 Structure for Student Induction Program
Entrepreneur ship is a popular concept today, however, it is still in very nascent stage in most
educational campuses. New students enter the institution with their own perceptions, ideas,
aspirations and notions about the new course, its utility, and outcomes. Many a times, having
only read success stories of start-ups; students have rose tinted versions of the amount of effort,
risks and required resilience that go into building a start -up. Induction programme of eight
days becomes essential to make students feel comfortable, get time to settle in the new
environment, help them in developing understanding between the batch mates and faculty
members and most importantly to unlearn notions and concepts that might hamper their
learning journey. The induction program will help students to understand the course in general,
its approach, expected outcomes and modus operandi. They will learn to introspect more,
understand the purpose of the course, self-assess & understand their strengths and weaknesses,
set goals, and bui ld a team.
Schedule of eight days induction is as follows:

Sr.
No
Track
Topics to be covered
Duration







1





Introduction to
entrepreneurship • What is entrepreneurship






Day 1 • Entrepreneurship as a career option
• Thinking like an entrepreneur and how it can benefit in
any career that you may choose
• Myths about entrepreneurship
• What does it take to be an entrepreneur
• Life as an entrepreneur
• Support from your family and friends and when is the
best time to take the plunge
• Impact of an entrepreneur and social entrepreneurship
• Wealth building and making an impact




2



Self-discovery Entrepreneurship as a Career Choice - Taking the big
leap, Why You, Why Now



Day 2 & 3 Defining your goals, understanding your strengths and
weaknesses (psychometric analysis of the student)
Strategies of utilizing strengths and overcoming
weaknesses
Preparing entrepreneurial mindset - identify your
entrepreneurial style

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7

3 Types
Entrepreneurship
&
Entrepreneurial
strategies Lean Start -ups, MSMEs, Family run businesses, Social
Entrepreneurships

Day 4

Blue & Red Ocean Strategies



4

Overview of
Start -up Eco -
system of India
and World Start -up eco-system enablers of India


Day 5 Comparative analysis of start -up eco -system of India &
world
Ease of doing business index - comparative picture and
India's status
Technological Environment & Tech -enabled start -ups





5



Problems/
Opportunities
identification Recent inventions, innovations, and problems of




Day 6 & 7 Education
Healthcare
Marketing & Smart Communication
Waste Management
Security & Surveillance
Environment & Agriculture


6
Know your
Course & Know
your institute Implementation of the course, exam structure of the
course

Day 8 About the institute, policies & rules of the institute
Know Human Resource of your institute

Along with academicians, Sessions will be taken by start - up founders, entrepreneurs of
different sector, angel investors & psychologists etc. Screening of video case studies, group
discussions & management games.

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8 Program Structure for
First Year MBA (Innovation Entrepreneurship and Venture
Development)

UNIVERSITY OF MUMBAI (With Effect from 2021 -2022)
Semester I



Courses, Credits & Contact hours

Semester 1 - Foundation of Management and Entrepreneurship Track
Codes I - Class Room Core Credits Contact hours
IEV C101 Entrepreneurship & Design Thinking & Socio -
cultural -environment of Business in India 4 40
IEV C102 Commercialization of Innovation 2 20
IEV C103 Entrepreneurial content creation (introduction) 2 20
Codes II - Class Room Electives (Any two) Credits Contact hours
IEV E101 Methods of Market Research OR 4 40
IEV E102 Digital Data Analytics 4
40
IEV E103 Legal -Ethical Environment & IPR
Management OR 4
40
IEV E104 Strategic Management OR 4 40
IEV E105 Technology Management 4 40
Sr. No III - Capstone Projects Credits Contact hours
I Development of a Innovative Business Idea into
a Proof -of-Concept
4
40
II Development of Business Idea into working
Prototype 4
40
IV - Skill building activities Credits Contact hours
Minimum 2 activities 2 + 2 40

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9 Teaching hours and Examination Structure - Semester I
Foundation of Management and Entrepreneurship Track
Code
s.


Subject Teachin
g hours Assessment Pattern (Modern Evaluation
Methodology)

No. of
Sessions
of 90
min No.
of
Sess
io
ns
of
90
min
per
wee
k
Continuo
us
Assessme
nt
Semester
End
Examinati
on
Total
Mark
s Duratio
n of
Theory
Paper
(in
hours)
No.
of
Credit
s
Classroom Core
IEV
C101 Entrepreneurshi
p & Design
Thinking &
Socio -cultural
Environment of
Business

27

2

40

60

100

3

4
IEV
C102 Commercializati
on of Innovation 14 1 20 30 50 1.5 2
IEV
C103 Entrepreneurial
Content
Creation
(introduction)
14
1
20
30
50
1.5
2
Classroom Electives
IEV
E101 Methods of
Market
Research
27
2
40
60
100
3
4
OR
IEV
E102 Digital Data
Analytics 27 2 40 60 100 3 4
IEV
E103 Legal -Ethical
Environment &
IPR
Management
27
2
40
60
100
3
4
OR
IEV
E104 Strategic
Management 27 2 40 60 100 3 4
OR
IEV
E105 Technology
Management 27 2 40 60 100 3 4

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10 Capstone Projects


I Development of a
Innovative Business Idea
into a Proof -of-Concept Mentoring
-10
Student
work - 17

2
40
(logbook) 60
(project
Report &
Viva -
voca

100

NA

4


II Development of Business
Idea into working
Prototype Mentoring
-10
Student
work - 17

2
40
(logbook) 60
(project
Report &
Viva -
voca

100

NA

4
Skill Building Activities (Outside Classroom)
Minimum two Self-paced (40
hours) Graded activity 4
Thought -chain Management Sessions - 60 min per week (Mandatory Activity)

Note: For 100 marks course, 40 marks are allotted for internal assessment under
continuous assessment pattern and 60 marks, for semester end examination. For 50
marks course, 20 marks are allotted for internal assessment under continuous
assessment pattern and 30 marks for semester end examination. Paper pattern for
theory paper of semester end examination, both of 60 and 30 marks will be as per
requirement of courses.

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11 Program Structure for
First Year MBA (Innovation Entrepreneurship and
Venture Development)
UNIVERSITY OF MUMBAI (With Effect from 2021 -2022)
Semester II


Courses, Credits & Contact hours
Semester 2 - Foundation of Management and Entrepreneurship Track & Start -up
Experiential Learning Track: (Co-Learning & Contribution)
Codes I - Class Room Core
Credits Contact
hours
IEV C201 Entrepreneurial Finance 2 20
IEV C202 Entrepreneurial Communication 2 20
Codes II - Class Room Electives
Credits Contact
hours
IEV E201 Managing Human Resources of Business (Labour,
Partners, Customers, Suppliers, Intermediaries) OR
4
40
IEV E202 Organizational Behaviour (observation skills) 4 40
Sr. No III - Capstone Projects
Credits Contact
hours
I Development of Minimum Viable Business Model
of Innovation
4
40
IV - Skill building activities
Credits Contact
hours
Minimum 1 activity 2 20
Action Learning Segment I - Internship with Start -ups or
Businesses 14 140

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12

Teaching hours and Examination Structure - Semester II
Foundation of Management and Entrepreneurship Track
Code
s.


Subject Teachin
g hours Assessment Pattern (Modern Evaluation
Methodology)


No. of
Session
s of 90
min
No. of
Session
s of 90
min per
week
Continuou
s
Assessme
nt

Semester
End
Examinati
o n
Total
Mark
s Duratio
n of
Theory
Paper
(in
hours)
No. of
Credit
s
Classroom Core
IEV
C201 Entrepreneuria
l Finance 14 1 20 30 50 1.5 2
IEV
C202 Entrepreneuria
l
Communicatio
n
14
1
20
30
50
1.5
2
Classroom Electives
IEV
E201 Managing
Human
Resources of
Business
(Labour,
Partners,
Customers,
Suppliers,
Intermediarie
s) OR



27



2



40



60



100



3



4
IEV
E202 Organization
al Behaviour
(observation
skills)
27
2
40
60
100
3
4

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13 Capstone Projects


III Development of
Minimum Viable
Business Model of
Innovation
Mentoring
-10
Student
work - 17

2

40
(logbook) 60
(project
Report
&
Viva -
voca

100

NA

4
Skill Building Activities (Outside Classroom)
Minimum one Self-paced (20
hours) Graded activity 2

Action Learning Programme I
(Internship with Start -ups or
Business)

Minimum 140
hours

40
(logbook) 100
(Project
Report)
+ 60
(Viva -
Voca)

200

NA

14
Thought -chain Management Sessions - 60 min per week (Mandatory Activity)

Note: For 100 marks course, 40 marks are allotted for internal assessment under
continuous assessment pattern and 60 marks , for semester end examination. For 50
marks course, 20 marks are allotted for internal assessment under continuous
assessment pattern and 30 marks for semester end examination. Paper pattern for
theory paper of semester end examination, both of 60 and 30 marks will be as per
requirement of courses.

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14
Program Structure for
First Year MBA (Innovation Entrepreneurship and Venture
Development)
UNIVERSITY OF MUMBAI (With Effect from 2022 -2023)
Semester III


Courses, Credits & Contact hours
Semester 3 - Entrepreneurship Intensity Track (Immersion into Incubation
Facility and Resource Access)
Codes I - Class Room Core Credits Contact hours
IEV
C301 Financial Management, Funding Opportunities, start -
up valuation & Regulatory compliances * U.E.
4
40
IEV
C302 Operation Management * U.E.
2
20
IEV
C303 Marketing Management * U.E. 2
20
Codes II - Class Room Electives Credits Contact hours
(Choose any 2 out of 3)
IEV
E301 Pricing, Costing & Budgeting
3
30
IEV
E302 IT Project Management & Cyber Security
3
30
IEV
E303 Family run businesses & Succession Planning 3
30
(Choose any 2 out of 3)
IEV
E304 Mergers & Acquisitions 3
30
IEV
E305 Digital Marketing 3
30
IEV
E306 Business Beyond Borders (International Business) 3
30
III - Skill building activities Credits Contact hours
Minimum 2 activities 2 + 2 40



* U.E.: University Examination

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15 Entrepreneurship Intensity Track (Immersion into Incubation Facility and Resource
Access)
Code
s.


Subject Teachi
ng
hours
Assessment Pattern (Modern Evaluation
Methodology)


No. of
Session
s of 90
min No. of
Sessio
ns of
90 min
per
week
Continuo
us
Assessme
nt

Semester
End
Examinati
on
Total
Mar
ks Durati
on of
Theory
Paper
(in
hours)
No.
of
Credi
ts
Classroom Core
IEV
C301 Financial
Management,
Funding
Opportunities,
start-up valuation
& Regulatory
compliances (U.E)

27

2

40

60 *

100

3

4
IEV
C302 Operation
Management
(U.E)
14
1
20
30 *
50
1.5
2
IEV
C303 Marketing
Management (U.E) 14 1 20 30 * 50 1.5 2
* U.E.: University Examination
Classroom Electives
Any two out of
three Any two - Each for 3 Credits (3+3=6 credits)
IEV
E301 Pricing, Costing
& Budgeting 20 2 30 45 75 2.15 3
IEV
E302 IT Project
Management &
Cyber Security
20
2
30
45
75
2.15
3
IEV
E303 Family run
businesses &
Succession
Planning
20
2
30
45
75
2.15
3
Any two out of
three Any two - Each for 3 Credits (3+3=6 credits)
IEV
E304 Mergers &
Acquisitions 20 2 30 45 75 2.15 3
IEV
E305 Digital
Marketing 20 2 30 45 75 2.15 3
IEV
E306 Business Beyond
Borders
(International
Business)
20
2
30
45
75
2.15
3

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16 Skill Building Activities (Outside Classroom)
Minimum two Self-paced
(40 hours) Graded activity 4
Thought -chain Management Sessions - 60 min per week (Mandatory Activity)

Note : For 100 marks course, 40 marks are allotted for internal assessment under
continuous assessment pattern and 60 marks, for semester end examination. For 75
marks course, 30 marks are allotted for internal assessment under continuous
assessment pattern and 4 5 marks for semester end examination. For 50 marks course,
20 marks are allotted for internal assessment under continuous assessment pattern
and 30 marks for semester end examination. Paper pattern for theory paper of
semester end examination, of 60, 45 an d 30 marks will be as per requirement of
courses.

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17 Program Structure for
First Year MBA (Innovation Entrepreneurship and Venture
Development)
UNIVERSITY OF MUMBAI (With Effect from 2022 -2023)
Semester IV

Courses, Credits & Contact hours
Semester 4 - Start -up Establishment Track
Sr.
No I
Credits Contact hours
1 Action Learning Segment II - Venture Establishment Phase 20 40
II - Skill building activities
Credits Contact hours
Minimum 4 activities 4 40


Teaching hours and Examination Structure - Semester IV
Start -up Establishment Track
Sr.
No.


Subject Teaching
hours
Assessment Pattern (Modern Evaluation Methodology)


No. of
Sessions
of 90 min

No. of
Sessions
of 90 min
per week

Continuous
Assessment

Semester
End
Examination

Total
Marks Duration
of
Theory
Paper
(in
hours)

No. of
Credits
Action Learning
Programme II -
Venture Establishment
Phase at
Incubators/Accelerators 27 one to
one
mentoring 2 sessions
of one -to-
one
mentoring 100 (weekly
logbook) +
100 (Weekly
Presentations) 100 (Final
Project
Report) +
100 (Pitch
deck
Presentation)
+ 100 (Viva -
voca) 500 NA 20
Minimum 160 hours of practical working
Skill Building Activities (Outside Classroom)
Minimum two Self-paced (40 hours) Graded activity 4
Thought -chain Management Sessions - 60 mins per week (Mandatory Activity)

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18 Semester -wise Learning formats, Total Marks & Credits

Semester -wise Learning formats, Total Marks & Credits

Semester
C.R. Core
C.R Electives
Capstones Action
Learning
Segment
Skill
Certification
Total
Marks Credits Marks Credits Marks Credits Marks Credits Credits Marks Credits
SEM I 200 8 200 8 200 8 NA NA 4 600 28
SEM II 100 4 100 4 100 4 200 14 2 500 28
SEM III 200 8 300 12 NA NA NA NA 4 500 24
SEM IV NA NA NA NA NA NA 500 20 4 500 24


Codes Classroom Core Codes Classroom Electives


IEV C101
Entrepreneurship & Design Thinking
& Socio -cultural -environment of
Business in India
IEV E101 Methods of Market
Research
OR
IEV E102 Digital Data Analytics

IEV C102
Commercialization of Innovation
IEV E103 Legal -Ethical
Environment & IPR
Management and/or
IEV C103 Entrepreneurial content creation
(introduction) IEV E104
Strategic Management OR
IEV E105 Technology Management



IEV C201

Entrepreneurial Finance

IEV E201 Managing Human
Resources of Business
(Labour, Partners,
Customers, Suppliers,
Intermediaries) OR
IEV C202 Entrepreneurial Communication IEV E202 Organizational Behaviour
(observation skills)



IEV C301
Financial Management, Funding
Opportunities, start -up valuation &
Regulatory compliances IEV E301 Pricing, Costing &
Budgeting
IEV E302 IT Project Management &
Cyber Security
IEV E303 Family run businesses &
Succession Planning
IEV C302 Operation Management IEV E304 Mergers & Acquisitions
IEV E305 Digital Marketing
IEV C303
Marketing Management IEV E306 Business Beyond Borders
(International Business)

Page 21

19 Semester I (Applicable for 2021 -22 Batch)



Foundation of Management and Entrepreneurship
Track

Codes
Classroom
Core
IEV C101 Entrepreneurship & Design Thinking & Socio -cultural
Environment of Business in India
IEV C102 Commercialization of Innovation
IEV C103 Entrepreneurial Content Creation (introduction)
Codes
Classroom Electives (Any two)
IEV E101 Methods of Market Research
OR
IEV E102 Digital Data Analytics
IEV E103 Legal -Ethical Environment & IPR Management
OR
IEV E104 Strategic Management
OR
IEV E105 Technology Management

Rationale behind the subject mix – SEM I
Considering the MBA -IEV guidelines, student is expected to do two capstone projects in the first semester – 1)
Idea to prototype 2) Prototype to PoC. Thus, it is necessary for student to consider different problem statements,
finalize one problem statement (preferably that problem which is the problem of many), locate probable solutions,
learn to check comm ercial feasibility of all the solutions located and select the best one. So „the‟ best solution is
„THE IDEA” which needs to explore further commercially.
In the process of developing the idea – they need to learn design thinking, understand socio -cultural environment
of India so that they come out with an idea that is fit for our country or a particular country, understand how to
create good content, calculate commercial feasibility. Since they are expected to make prototype, estab lish PoC,
they need to be aware of IPRs, data collection and data analysis.
There will be overlap in some of the topics. Since all subjects are not compulsory, the overlap is retained to ensure
that irrespective of any electives chosen, student develops understanding of all areas essential for developing a
basic business plan. Some additional knowledge requirements can be completed by students by doing short online -
offline courses to earn credits for doing out -of-classroom activities.

Page 22

20 Programme: MBA (Innovation Entrepreneurship and Venture
Development) Semester: I

Semester 1: Entrepreneurship & Design Thinking


Semester I
Title of the Course Entrepreneurship & Design Thinking
Type of Course Classroom Core
Credits 4 Duration 40hrs.



Learning Objectives
1 To identify the problem of “many” and locate better solution
2 To learn stakeholder analysis and check financial feasibility of all located solutions
3 To finalize „The idea‟ from the perspective of comm ercial feasibility

Pre-requisites if any Attending Orientation sessions
Connection with subjects in
the current or future
courses 1)Understanding of socio -cultural environment would help
students to locate solution/ idea that is most suitable to
Indians. 2) Once they learn design thinking approach, it will
be applied to proposed innovations and making basic
business plan in future



Sr.
No Content Activity Course Outcome (CO)

1 Problem Identification &
Exploring the problems Case Study approach of
discussion and market research
related assignment



1) Students are expected to
identify commercially feasible
idea most relevant to the
society.
2) Students are able to explore
the idea further and develop a
basic business plan

2 Identifying existing
solutions of the problems
and making your own
'Problem Statement
Canvas'.

Doing market research around
the idea

3 Identifying the 'better'
solution, developing basic
prototype and taking
customer feedback
Activity of developing
prototype - one to one
assignment and discussion
4 Identify the IPR Lecture on forms of IPR+
assignment
5 Stakeholder Analysis of
the Solution/ product one to one discussion+
assignment + case study

Page 23

21 6 Understanding
Financial Feasibility of
the solution/ product -
probable costs and
revenue streams
One to one discussion +
assignment
7 Finalizing 'The'
Solution/ idea/ product case study + one to one
discussion
Socio -cultural Environment of Business in India
1 Introduction: meaning
and scope of social and
cultural factors and
their impact on business
lecture method+ discussion+
videos
2 Facets of socio -cultural
environment of India
and the rapid change
brought in by
globalization
lecture method+ discussion+
case study
3 Macro and Micro social
segments and
classifying their general
lecture method+ discussion+
case study
psyche
4 How to gain socio -
cultural data of
consumers during
market survey discussion+ demo
questionnaires+ small survey
activity
5 Drawing insights of
impact of socio -
cultural factors on
buying behaviour
discussion+ analysis of survey
done
6 Using socio -cultural
factors to effectively
impact buying
behaviour
Discussion+ case study+
strategy building activity
7 Impact of globalization
and impact on socio -
cultural factors
Discussion+ case study




Reference Books & Articles
Title Author/s
It's Logical - Innovating Profitable Business
Models
Kaustubh Dhargalkar
Where Good Ideas Come From: The
Natural History of Innovation
Steven Johnson
Start -up & New Venture Management Dr. Jyoti Gogte
Socio -Cultural Stratification of India Iqtidar Karamat
Cheema
Socio -Cultural Perspectives: A New Intelligence Paradigm Report
on the conference at The MITRE Corporation McLean, Virginia,

Page 24

22 September 12, 2006
Narrative Analysis: The Socio -Cultural
Approach to Analyzing Short Participant
Stories
Carol Grbich
Socio -cultural Impact of Globalization in
India Rajiv Kumar
Upadhyay

Page 25

23 Semester 1: Commercialization of Innovation


Semester I
Title of the Course Commercialization of Innovation
Type of Course Classroom Core
Credits 2 Duration 20hrs.


Learning Objectives
1 To understand the importance of bringing innovations that are marketable
2 To finalize the product/ service/ solution along with its USP


Pre-requisites if any Completion of both classroom cores of module 1
Connection with
subjects in the current
or future courses It helps student to finalize the idea or USP and thus
knowledge gained from forth coming modules can be
applied for developing the idea/ product further


Sr.
No Content Activity Course Outcome (CO)



1 Basic Concepts of Innovation
& forms of innovations
(Process Innovation, product
innovation, innovative
pricing etc.) - Creating your
USP


Content+ Case studies
+ Assignment






Students are expected to locate their
innovation based USP and test
commercial feasibility of the
innovation 2 Innovation - IPR-Return on R
&D Content+ Case studies
+ Assignment


3 Diffusion of Innovation -
locating the consumers (early
adopters, early majority, and
laggards) and framing
marketing strategy

Content+ Case studies
+ Assignment

4 Studying commercial
feasibility of the innovation -
Revenue, cost & profitability
analysis
Content+ Case studies
+ Assignment



Reference Books & Articles
Title Author/s
The Innovator's guide to Growth: Putting
Disruptive Innovation to Work Scott D. Anthony, Joseph V. Sinfield, Mark
W. Johnson & Elizabeth J. Altman

Page 26

24 Semester 1: Entrepreneurial Content Creation


Semester I
Title of the Course Entrepreneurial Content Creation
Type of Course Classroom Core
Credits 2 Duration 20hrs.


Learning Objectives
1 To understand the scope & relevance of content creation
2 To learn to build content for various platforms & different objectives & outcomes


Pre-requisites if any Innovative project finalization and locating target
consumers
Connection with subjects in
the current or future courses Closely connected with commercialization of
Innovation course


Sr.
No. Content Activity Course Outcome (CO)

1 Introduction to
Entrepreneurial content
creation its need and
significance
Discussion and video
method









Students develop required
entrepreneurial content based
on their proposed business
idea.
2 Types of content that needs
to be developed by any
entrepreneur Lecture method+ examples
and case study


3 Visualization and
manifestation of company's
ideology from content

Lecture method+ examples,
case study+ activity


4 Content creation platforms
and early stages of content
development
Lecture method+ examples,
case study+ activity


5 Traditional platforms for
which content is to be
created and formats

discussion+ examples +
formats

Page 27

25
6 Modern content platforms,
their dynamism and effective
use
discussion+ case study +
formats
7 Trade letters and formats
Drafting trade letters
and emails




8 Content creation for social
media
Discussion+ case study
+ formats+ content
creation activity


9 Content creation for internal
and external consumption Discussion+ case study
+ formats+ content
creation activity


10 Integration of content for
cohesive messaging

Discussion+ case study



Reference Books & Articles
Title Author/s
Start with Why Simon Sinek
The Content Code: Six Essential Strategies
for Igniting Your Content
Mark Schaefer
Digital Content Creation Earnshaw and Vince
Professional Business Communication Aruna Koneru
Crushing It! Gary Vaynerchuk

Page 28

26 Semester 1: Methods of Market Research

Semester I
Title of the Course Methods of Market Research
Type of Course Classroom Electives
Credits 4 Duration 40 hrs.




Learning Objectives
1 To understand significance of market research, learn and apply methods of market
research for doing feasibility study of idea
2 To draw meaningful insights from the data collected for finalization of the idea/product


Pre-requisites if any Completion of orientation and problem statement
analysis
Connection with
subjects in the current
or future courses The course will help to finalize the business idea and
facilitate creation of basic business plan


Sr.
No. Content Activity Course Outcome (CO)


1 Introduction to Business
Research.
Need & Scope of Research. The
Process of Research
Research Applications in
Business
Decisions



Lecture







Students will be able to do
feasibility study of their idea.

2

Formulation of Research Problem
& Development of Hypotheses


Lecture and Class Activity


3

Quantitative and Qualitative
Analysis Observation, Focus
Groups, Depth
Interviews



Lecture and Class Activity

Page 29

27




4



Questionnaire Designing Pilot
Testing of Questionnaire
Administering the Questionnaire
Lecture and Class Activity
Data Processing & Editing

5 Classification & Tabulation of
Data Introduction to Data
Analysis using MS Excel &
SPSS Lecture and Class Activity


Univariate and Bivariate
6 Analysis of Data
Cross -tabulation Frequency
Distribution Tables

Lecture and Class Activity
Testing of Hypotheses Test of
7 Significance - Single Population,
Two Population using t-test and
Z-test.
Lecture and Class Activity

Analysis of Variance Techniques
8 One-way ANOVA
Two-way ANOVA
Lecture and Class Activity

Non-Parametric Tests Chi-Square
9 Tests
The Kruskal -Wallis Test
Lecture and Class Activity

10
Correlation & Regression
Analysis


Lecture and Class Activity

Page 30

28

11

Research Project


Field Work




Reference Books & Articles
Title Author/s
Research Methodology - Concepts and Cases
Deepak Chawla & Neena Sondhi
Marketing Research – An Applied Orientation Naresh K Malhotra – Pearson
Publications
Marketing Research (Macmillan) Rajendra Nargundkar

Page 31

29 Semester 1: Digital Data Analytics


Semester I
Title of the Course Digital Data Analytics
Type of Course Classroom Electives
Credits 4 Duration 40 hrs.


Learning Objectives
1 To understand significance of data analytics for successful business
2 To learn different tools of data analytics, draw insights and frame business strategies


Pre-requisites if any Orientation and ideation
Connection with
subjects in the current
or future courses Data analytics will help student to finalize the
business, make the feasible business plan and frame
HR, Marketing strategies for the business in future


Sr. No. Content Activity Course Outcome (CO)

1
Introduction Concepts: Data, Digital Data,
Database, Significance of Data; Age
old systems of Data Management








Students will be able
to draw insights from
data and form strategies
based on the same.

2

Data Hierarchy How data matures from Facts to
Data to Information to Knowledge to
Wisdom.
Practical examples of data hierarchy

3
Types of Data To study different types of data
e.g., Qualitative, Quantitative

4

Data Analytics: An
Overview
Concept, Applications, Benefits,
Limitations of Data analytics.
Types of Data Analytics:
Descriptive, Diagnostic, Predictive,
Prescriptive

5
Softwares for Data
Analytics
Introduction to different softwares
which are used for Data Analytics

Page 32

30


6

Case Studies of Data
Analytics 2 case studies of companies
which effectively used data
analytics for growth
A practical case study to be
done in class


7

AI & ML: An Overview Concept of Artificial
Intelligence;
Concept of Machine Learning;
How is it related to Data
Analytics

8
Upcoming Trends To study upcoming trends in
Data Analytics and its
Applications like Block Chain,
IoT




Reference Books & Articles
Title Author/s
A General Introduction to Data Analytics João Moreira, Andre Carvalho,
Tomás Horvath
Spreadsheet Modeling and Decision
Analysis
Ragsdale Cliff

Page 33

31 Semester 1: Legal -Ethical Environment & IPR Management


Semester I
Title of the Course Legal -Ethical Environment & IPR Management
Type of Course Classroom Electives
Credits 4 Duration 40 hrs.


Learning Objectives
1 To understand importance of understanding legal framework of the country from the
perspective of their own business
2 To locate various legal formalities students will need to complete in order to do their own
business
3 To locate IPs created & understand commercial significance of the
Ips


Pre-requisites if any Orientation and finalizing the idea, USP & sector in which
the business will belong
Connection with
subjects in the current
or future courses Commercialization of Innovation, useful while making
business plan and understanding future
compliance requirements


Sr.
No Content Activity Course Outcome (CO)

1 Understanding the Legal Scenario in
India and alternative dispute redressal
system

Moot Court Activities






1. Students will be able
to determine what
kind of company
registration is most
appropriate for their
idea
2. Students will identify
if there is any IP in
their idea and start
registration
procedure if any.

2 Understanding and comparing various
types of business organizations in India -
Sole Proprietorship, Partnership, LLP,
Company
Identifying the business
set up most suitable for
your prototype

3
Compliances required to set up each
type of business organization Identifying the legal
requirements for setting
up your organization

4

Employment Laws and Labour Codes in
India

5 Ethics in Business Environment - Code
of Conduct and Ethics in the Workplace
Discussions about ethics
in business

Page 34

32 6 Understanding, Overview, and
Identification of IPR -Patents,
Trademarks, Copyrights, Geographical
Indications, Industrial Designs, Trade
Secrets


Identification of IPR in
business prototypes /
startups
Determining the value
of IPR
Online IPR filing
Defending IPR (if need
arises)
7 Infringement of IPR
8 Future Aspects of IPR
All activities shall be
done in assistance with
IPR Curating Cell 9 Commercialization and Negotiation of
Payment Terms




Reference Books & Articles
Title Author/s
Business and Form of Organization Dr. Shradha Sharma
Legal Aspects of Business Ravinder Kumar
New Industrial and Labour Codes Kharbanda and Kharbanda
Values and Ethics for Organizations Chakraborty
Perspectives in Business Ethics Hartman, Chatterjee
Fundamentals of IP for Engineers K. Bansal and P. Bansal
Intellectual Property Rights - Unleashing the Knowledge Economy Prabuddha Ganguli
Intellectual Property Law P. Narayanan
Intellectual Property Law W. Cornish
Commercial Exploitation of Intellectual Property Hillary Pearson and Clifford Miller

Page 35

33 Semester 1: Strategic Management


Semester I
Title of the Course Strategic Management
Type of Course Classroom Electives
Credits 4 Duration 40 hrs.


Learning Objectives
1 To understand practical applicability of strategic management of the business
2 To develop capacity of self -assessment of business strategies


Pre-requisites if any Idea/product finalization
Connection with
subjects in the current
or future courses Helps in formulating marketing & HR strategies for
the business




Sr.
No
Content
Activity
Course Outcome
(CO)




1)
Goals, Objectives, Mission &
Vision Overview of Strategic
Management Process,
Types of Strategy at –
1. Corporate Level,
Business Level
Functional Level

Formulation of Goals & Objectives, Mission &
Vision statement
Discussing the application of Strategy at
different stages of a business
Pick latest business news and identify the type
of Strategy being used.






Students will form
and assess their
business strategy



2) Strategy Formulation:
Environmental Scanning
SWOC/SOAR & PESTLE
Analysis 3. Scenario Analysis
Strategy Planning for
Marketing Mix -4Ps
Strategy Planning for Market -
Offensive & Defensive
Strategies (Competitor
Strategies)


Lecture & Discussion
Case studies of Businesses
Conduct SWOT/SOAR & PESTLE Analysis of
two companies each from at least 10 different
sectors

Page 36

34



3) Strategy Implementation:
Application of Strategies -
VRIO Analysis, BCG Matrix,
GE 9 Cell, Porter 5 Forces
(adapted to 6/7/8 forces), 7S
Framework, Balanced
Scorecard
Strategy Implementation at
Project, Process, Structural,
Behavioral & Functional
Level.

1. Plot 5 companies from any 5 sectors on a
BCG Matrix 2. Prepare a Balanced Score card
for 4 companies based on industry data and
conduct a comparative analysis 3.
Management Games -
https://huntsman.usu.edu/learntwice/classroo
m-exercises for concept streng thening
activities.




4) Strategy Evaluation and
control 1. Strategy Evaluation
Techniques - Quantitative
techniques of measurement -
CLV, PERT, CPM, Ratios,
ROI, Market share analysis,
Competitor Analysis, etc.
2. Strategic Control
mechanisms - Feedforward,
Concurrent & Feedback

1. Select a real business scenario and conduct
Gap Analysis. You may refer to
https://creately.com/blog/examples/gap -
analysis -templates -create/ for Gap Analysis
templates. 2.
Preparation of PERT Chart using Excel
3. Using the same business scenario, prepare a
Corrective Action Plan.



5)
Strategic Business Plan
Elements: 1. Where is
your business now? 2.
Where do you want to take
it? 3. What you need to do
to get there?
Preparation of a Strategic Business Plan using
the inputs from modules 1 to 4.
Suggested reference :
https:/ /www .spmvv.ac.in/ecell/docs/business -
models/1.pdf (To be modified to suit the
current business of the learner)







6)

Strategic Contingency Plan:
Risk identification - Mind map
& Flowchart
Risk Impact Assessment
- Risk impact and probability
matrix
3. Contingency plan for each
event - Contingency Plan
Template 4.
Review and Revise
Contingency Plan -


1. Preparation of Mind map by visualizing all
the possible contingencies a business can
encounter. (Create a mind map of an existing
company in th e same sector as the learner's
business)
2. Based on
the inputs from the Mind Map prepare
Contingency Plan. (Suggested templates:
https://creately.com/blog/business/business -
contingency -plan-templates/)
3. Online business Simulation games to recreate
an actual business scenario and analyze
predicted results.

Page 37

35



7) Strategy for Startups: The
Four Decisions - The
Entrepreneurial Strategy
Compass
1. Intellectual Property
Strategy 2. Disruption
Strategy 3.
Value Chain Strategy
4. Architectural Strategy

Case studies and Business examples
Role Playing
Presentation of Strategic Business Plan prepared
with inclusion of all the aspects studied so far
(Evaluation of Strategic Business Plan by
external reviewers recommended)


Reference Books & Articles
Title Author/s
Competitive Strategy: Techniques for
Analyzing Industries and Competitors
Michael E Porter
Strategic Management -an Indian Perspective:
Best Strategic Planning & Implementation by
Indian Firms
Dr. Sudhanshu Joshi, Ms. Manu
Sharma, Dr. V.k. Singh
Business Strategy Formulation Anthony Ulwick
Business Policy and Strategic Management G.V. Satyasekhar
Business Strategy: Managing Uncertainty,
Opportunity, and Enterprise
J.C. Spender
The Strategy -Focused Organization: How
Balanced Scorecard Companies Thrive in the
New Business Environment

Robert Kaplan and David Norton
Kazmi Azhar, Business Policy & Strategic
Management
Tata McGraw Hill
Business Policy, Strategy, Planning and
Management
P.K. Ghosh
A Strategic Blended Model for Indian
Management Education
Mukhopadhyay, Debarshi
Business Strategy: A Guide to Effective
Decision -Making
Jeremy Kourdi
Strategic Risk Taking: A Framework for Risk
Management
Aswath Damodaran
Blue Ocean Strategy, Expanded Edition: How
to Create Uncontested Market Space
and Make the Competition Irrelevant

W. Chan Kim

Strategic Management N. Chandrasekaran &
Ananthanarayanan
Strategy for Start -ups, Harvard Business Review Case study -
https://hbr.org/2018/05/strategy -for-start-ups
Strategic Management - The Indian Context Srinivasan R.

Page 38

36 Semester 1: Technology Management


Semester I
Title of the Course Technology Management
Type of Course Classroom Electives
Credits 4 Duration 40 hrs.


Learning Objectives
1 To sensitize students to various technology types, their uses, and implementations.
2 To understand techno -dependent environment, its importance and relevance in current
times.


Pre-requisites if any Students should have identified problem are/ unmet
need they wish to tackle and/or have a business idea
in mind.
Connection with
subjects in the current
or future courses Commercialization of Innovation, Digital Data
analytics & IT Project Management & Cyber
Security & Digital Marketing

Sr
No Content Activity Course Outcome (CO)
1 Information technology
for business. Case study -based
learning to understand
technology used in
businesses.








Students will understand
techno -dependent
environment and its
relevance to their idea 2 Enterprise Applications. Think through
application used in
Organizations.
3 Software Engineering. Learning methods and
Software related
Parameters.
4 Business Intelligence and
Analysis. Using tools for Business
Intelligence – Power BI
5 Technology Forecasting. Case study -based
Learning.
6 Technology Competition
and Strategy. Learning to Setting up
strong Organization
System to Promote
Technology.
7 Strategic Management of
Technology. Learning the methods to
strengthen Management
Systems.
8 Technology – Creating
and Innovation. Formulating an
Innovation Technology
Solution.

Page 39

37 9 Real time Technological
approach for decision
making Case study based
understanding and live
development of real time
reporting and Dashboard
creation



Reference Books & Articles
Title Author/s
Technology – Creative and Innovation. Anabella Mesquista.
Information Technology in Business: Principles, Practices, and Opportunities. James A. Senn.
Raising Enterprise Applications: A Software Engineering Perspective. Anubhav Pradhan.
Business Intelligence and Analytics: System for Decision Support. Ramesh Sharda,
Dusun Delen.
Technological Forecasting. Joseph Martino.

Page 40

38 Semester II (Applicable for 2021 -22 Batch)



Foundation of Management and Entrepreneurship Track

Codes
Classroom Core
IEV C201 Entrepreneurial Finance
IEV C202 Entrepreneurial Communication
Codes
Classroom Electives

IEV E201 Managing Human Resources of Business (Labour,
Partners, Customers, Suppliers, Intermediaries)
OR
IEV E202 Organizational Behavior

Rationale behind the subject mix – SEM II

After establishing PoC, third capstone project is done by the student and that is preparation of „Basic Business
Plan‟.
Here student is expected to plan the entire business which includes team building, better analysis of consumer
behavior, calculation of projected revenue, cost, profitability. Entrepreneurial finance will provide them basic
finance knowledge and the advance level they will learn in the third semester. Entrepreneurial communicationis
going to be extension of entrepreneurial content creation and help them in building elevator pitch, vision, mission
statements of the company or venture. Through electives of OB or HR they will get guidance on how to manage
relationship between all stakeholders including labor. With well -prepared basic b usiness plan, student will do
internship with start -ups or businesses in the related field, which will give them real time experience of „how
things move in reality‟, which can be used further in fine-tuning the business plan in the third semester.





Post semester II, “ Start -up Experiential Learning Track ” begins where under Action
Learning Segment I student will do internship with start -ups or businesses.

Page 41

39 Semester 2: Entrepreneurial Finance


Semester II
Title of the Course Entrepreneurial Finance
Type of Course Classroom Core
Credits 2 Duration 20 hrs.


Learning Objectives
1 To understand basic concepts of costing and budgeting
2 To be able to make better feasibility report of their own idea


Pre-requisites if any Idea finalization
Connection with
subjects in the current
or future courses Serves as a base for financial management and
pricing, costing, and budgeting


Sr.
No Content Activity Course Outcome (CO)
Conceptual lecture on
1) Classification of Cost Classification of cost, Direct cost,
Indirect cost, Material, Labour,
Overheads, Relevant & Irrelevant
cost

2) Cost Sheet for
Manufacturing & Service
Industry Building a cost for a product &
service in the structured format.

3)
Live Costing assignment for
a product Preparation of actual cost sheet
for a product (Show the product
& ask the learner to compute its
estimated cost)


4)

Concept of Marginal Costing
Concept of Marginal costing,
Variable cost, Fixed cost,
Contribution Margin, Profit
Volume Ratio, Break Even Point Student will be able to make
feasibility report of their idea
& Margin of Safety.

5) Meaning of Budgeting &
Forecasting Understanding the concept of
budgeting & forecasting in
business


6) P&L, Balance Sheet, Cash
flow, Net Present Value,
Internal Rate of Return,
Payback period Understanding the concept of
P&L, Balance Sheet, Cash flow,
Net Present Value, Internal Rate
of Return, Payback period

Page 42

40 7) Pricing Methodology How to price the product or
service?

8)
Sources of Funding
Basics on how to raise
funds?




Reference Books & Articles
Title Author/s
Cost Accounting N.K. Prasad, Charles Hongreen
Saxsena & Vashisth, N.K. Prasad
Financial Management Khan & Jain
ICAI Publications
Start Up & Fund raising Prajakta Raut
Funding your start up Dhruv Nath

Page 43

41 Semester 2: Entrepreneurial Communication


Semester II
Title of the Course Entrepreneurial Communication
Type of Course Classroom Core
Credits 2 Duration 20hrs


Learning Objectives
1 To understand need for and importance of communication for an entrepreneur
2 To strengthen communication capabilities of entrepreneurs & make them effective


Pre-requisites if any Business idea finalization and creation of basic
business plan
Connection with
subjects in the current
or future courses Extension of Entrepreneurial Content creation; it will
facilitate better content creation and enhance
communication required to do business


Sr. No. Content Activity Course Outcome (CO)

1
Introduction - meaning -
scope and importance

Lecture method+ discussion










Students will learn verbal and
non-verbal communication
strategies important for their
business building.

2

Visualization and
manifestation of
company's ideology


Lecture method+ examples, case
study+ activity


3

Types and forms of
communication


Lecture method+ discussion+
case study


4
Verbal communication:
importance + types +
usage

Lecture method + case study+
activities


5
How to build effective
presentations

Lecture method + videos +
activities

Page 44

42
6
Narration and
storytelling as
communication
techniques

Lecture method + videos +
activities

7
Building elevator
pitches Lecture method + case study +
activities

8 Nonverbal
communication:
importance + types +
usage Lecture method + case study+
activities


9

Soft skills and grooming
for entrepreneurs

Lecture method + case study+
activities + videos

10 Body language and
business etiquettes
Lecture method + case study+
activities + videos


11
Crisis management
through effective
communication strategy

Lecture method + case study +
activities

Page 45

43 Reference Books & Articles
Title Author/s
The Secrets of Successful Communication:
A Simple Guide to Effective Encounters in
Business (Big Brain vs. Little Brain
Communication)

Kevin T. McCarney
Start with Why Simon Sinek
Professional Communication Skills Aruna Koneru
Conversational Intelligence: How Great
Leaders Build Trust and Get Extraordinary
Results
Judith E. Glaser
The Presentation Secrets of Steve Jobs: How
to Be Insanely Great in Front of Any
Audience

Carmine Gallo
Nonverbal Communication: Science and Applications
The Definitive Book of Body Language Barbara Pease
Applied Crisis Communication and Crisis
Management: Cases and Exercises
W. Coombs

Page 46

44 Semester 2: Managing Human Resources of Business


Semester II
Title of the Course Managing Human Resources of Business (Labour,
Partners, Customers, Suppliers, Intermediaries)
Type of Course Classroom Electives
Credits 4 Duration 40 hrs.


Learning Objectives
1 To understand significance of managing Human Resource
2 To learn allocation of work according to relative strengths of team members


Pre-requisites if any Idea finalization
Connection with
subjects in the current
or future courses • Closely connected to Organizational
Behaviour & communication.
• It makes formation & building of teams
easier.
• It facilitates effective internal & external
communication


Sr.
No Content Activity Course Outcome (CO)


1
Basic of HRM, HRM
Functions& HR Structure,
MIS
Evolution of HR
functions / structures








Students will be able to identify
human resource requirement with
reference to their business idea.




2



Process of Recruitment.
Techniques to use job
portals



Creation of list of job
portals with its subscription
rate

3
Competency mapping Competency and individual goal
setting


4
Training Analysis and
Evaluation
Difficulties in conduct of training
during economic/
social crisis


5

Salary processing

Components of salary and its
statutory implications

Page 47

45


6


Basics of HR statutory role



Creating an Employee Manual

7
Provident fund calculation,
Professional tax calculation

Practical training on Calculation
of PF
8 Employee State Insurance
Scheme, Gratuity Act
Income Tax Act

Method of calculation and
showcasing related software
9 Organization Culture

Case study analysis
10 Workplace behaviour

Case study analysis
11 Strategic HRM

Case study analysis

Page 48

46
Reference Books & Articles
Title Author/s
Human Resource Management Gary Dessler
Human Resource Management Ashwathappa

The handbook of competency mapping by Seema Sanghi
Compensation and Benefit design Biswas
How to develop essential HR policies &
procedures
John H. Mc Connell
Industrial Relations & Labour Laws Arun Monappa
Labour Laws A.M. Sarma
Achieving Excellence in Human Resource
Management
Boudreau, Lawler
Strategic HRM Tanuja Agarwala

Page 49

47 Semester 2: Organizational Behaviour


Semester II
Title of the Course Organizational Behaviour
Type of Course Classroom Electives
Credits 4 Duration 40 hrs.


Learning Objectives
1 To understand significance of Organizational Behaviour for an enterprise
2 To learn the effective methods of building teams


Pre-requisites if any Idea finalization
Connection with
subjects in the current
or future courses Closely linked to Strategic management
Team building is essential for progress of start -up/business
it helps determine success of any venture to a large extent


Sr.
No. Content Activity Course Outcome (CO)



1

Introduction to OB including Foundation of OB
and Relevance of OB for a successful
Entrepreneur


Management Games,
Discussions
involving industry
examples











Students will be able to build
a good team with reference to
their idea.

2
Assessment of Personality Traits for Increasing
Self Awareness.

FIRO -B
(Psychometric
TOOL)


3
Effect of Perception on Individual Decision -
Making, Attitude and Behavior.

Video, Role Play,
Quiz

4 Difference between a group and a team,
formation of team, types of teams, team roles
and team norms Survival at Sea Game
and Group
Discussion


5
Conflict Management and Conflict Resolution Management Game,
Discussions
involving industry
examples

Page 50

48


6

Transactional Analysis and its effective
utilization for teamwork


Exercise on TA


7

Leadership, effective leadership styles and
contemporary issues related to leadership

Video, Management
Exercise, case Study


8

Power and Politics

Movie

9

Organizational Culture Managing Change

Case Study

10

Defense Mechanism
Video, Group
Discussion

11
Case Studies on OB

Case Study


Reference Books & Articles
Title Author/s

Organizational Behaviour Steven L McShane, Mary Ann Von
Glinow & Radha Sharma
Organizational Behaviour K. Aswathappa
Organizational Behaviour Udai Pareek
Organizational Behaviour P. Subba Rao

Page 51

49 Semester III (Applicable for 2021 -22 Batch)



Entrepreneurship Intensity Track (Immersion into
Incubation Facility and Resource Access)

Codes
Classroom
Core

IEV C301 Financial Management, Funding Opportunities,
Start - up Valuation & Regulatory compliances
IEV C302 Operation Management
IEV C303 Marketing Management
Codes
Classroom Electives
MODULE 4 (Choose any 2 out of 3)
IEV E301 Pricing, Costing & Budgeting
IEV E302 IT Project Management & Cyber Security
IEV E303 Family run businesses & Succession Planning

MODULE 5 (Choose any 2 out of 3)
IEV E304 Merger and Acquisition
IEV E305 Digital Marketing
IEV E306 Business Beyond Borders (International Business)




Rationale behind the subject mix – SEM III
In this semester fine -tuning of business plan is expected. Student is expected to „learn‟ practical aspects of
business during the internship period. With the experience, student will revisit the business plan and take it to
advanced level. Student is expected to get better clarity about pricing, costing, budgeting, funding options
available, how to prepare financial document, brand management and marketing. Know more about expansion
or diversification of family run business, international business as per choice. I n a way student is expected to be
“ready” to launch the venture in semester IV.


Post semester III, “Start -up Establishment Track” begins with „Action Learning
Segment II‟, where student is expected to establish venture

Page 52

50 Semester 3: Financial Management, Funding
Opportunities, Start -up Valuation & Regulatory
Compliances

Semester III
Title of the Course Financial Management, Funding Opportunities, start -
up valuation & Regulatory compliances
Type of Course Classroom Core
Credits 4 Duration 40 hrs.


Learning Objectives
1. To make students aware of financial compliances required to start business and funding
opportunities for start -ups
2. To make students aware of financial models and project report


Pre-requisites if any Basic business plan should
be ready
Connection with subjects in the
current or future courses Closely linked to
Entrepreneurial Finance





Sr. No Content Activity Course Outcome (CO)

1 Introduction of Financial
Models, Project Report etc.
Its use
Case Study + Assignment
Business Plan: What is a
2 Business Plan. How to
prepare a Business Plan for
your Startup Content + Case Study
How to prepare a Financial Content + Case Study + Practical
Assignment
3 Model, Assignment to
prepare a Financial Model Students will be able to
make a project report or
pitch decks for funding
agencies
4 Introduction to Valuation, Content + Case Study
Various Types of Valuation
Methods / Techniques
5 How to Value your
organization

6
What are the Fund -raising
Opportunities? How to raise

Content + Case Study

Page 53

51 funds? How to evaluate the
various options?
7 Introduction to Various Law
India
Content + Case Study
8 LLP Act Content + Case Study
9 Companies Act Content + Case Study
10 Contract Act Content + Case Study
11 Income Tax Content + Case Study
12 GST Content + Case Study
13 How to manage the
compliances of your start -up Content + Case Study+ Practical
Assignment








Reference Books & Articles
Title Author/s
Financial Management Khan & Jain

Cost Accounting N.K. Prasad, Charles
Hongreen
Magic Box Paradigm: A Framework
for Startup Acquisitions
New Approaches to SME and
Entrepreneurship Financing:
Broadening the Range of Instruments
OECD

Page 54

52 Semester 3: Operation Management


Semester III
Title of the Course Operation Management
Type of Course Classroom Core
Credits 2 Duration 20 hrs.


Learning Objectives
1 To understand significance of effective operation management for successful business
venture
2 To create effective system of business operations


Pre-requisites if any Basic business plan should be ready
Connection with
subjects in the current
or future courses Costing & Revenue modelling
It will be helpful to venture, to learn & establish
The entire process of developing & post establishment
status of their startup.


Sr.
No Content Activity Course Outcome (CO)


1

Introduction to Operations
Management


Classroom session, Case studies









Students will be able to build a
business operation model relevant
to their idea.

2

Process Analysis


Classroom sessions, Role play

3
Facility Location
Classroom session, Case studies,
Field visit

4
Facility layout
Classroom session, Case studies,
Field visit

5
Inventory Management
Classroom session, Case studies,
Field visit

Page 55

53
6
Capacity planning & Job
Sequencing

Classroom session, Case studies


7
Work study

Classroom session, Case studies




Reference Books & Articles
Title Author/s
Production & Operations Management S. N. Chary
Operations Management and Control Dr. Biswajit Banerjee
Industrial Engineering and Production
Management Martand Telsang
Production & Operations Management S. N. Chary

Page 56

54 Semester 3: Marketing Management


Semester III
Title of the Course Marketing Management
Type of Course Classroom Core
Credits 2 Duration 20 hrs.


Learning Objectives
1. To sensitize students regarding aspects of marketing and its relevance for entrepreneurs
2. To sensitize students regarding consumer behaviour, types of marketing and its
management and how it can be influenced


Pre-requisites if any Basic business plan should be ready
Connection with
subjects in the current
or future courses Closely connected to consumer behaviour and
entrepreneurial content creation


Sr.
No
Content
Activity
Course Outcome (CO)

1 Overview - Core concepts, Reasons
for Marketing and Entrepreneurial
Venture


2 Understanding Consumer Behaviour:
Factors affecting Consumer
Behaviour, Buying Decision Process,
Perception, Learning, Emotion,
Memory, Post purchase Behaviour,
Behavioral Decision Theory
Students will be able to
develop marketing
strategies best suited to
their business idea.

3 Marketing Segmentation &
Consumer Targeting: Factors
affecting segmentation, defining
target audience
4 Consumer Positioning: Drafting
Positioning Statement Interactive Lectures, Group
Discussions, Case Study

Analysis, Audio -visuals,
Research Paper pre -reads,
Team Assignments
5 Marketing Mix - Product: Product
Life Cycle, Gap Analysis, Product
and Service Quality, its uniqueness
from the competitors
6 Marketing Mix - Price: Consumer
Psychology and Pricing Strategies

Page 57

55
7 Marketing Mix - Place: Distribution
channels with special focus on E-
Commerce
8 Marketing Mix -Promotion:
Promotion Tools, Omnichannel
Marketing, Promotion of
Entrepreneur in promotion of
Business Venture, CSR, Ethics and
Promotion
9 Marketing Mix - People, Process
and Physical Evidence: Role in
Services Marketing



Reference Books & Articles
Title Author/s
Marketing Management, Indian Cases, Global Perspective Ramaswami Ramakumary
Principles of Marketing - A South Asian Perspective. (14th ed.). Pearson
Marketing Management", Saxena Rajan

Principles of Marketing Kotler, Philip, and Armstrong,
Graw

Page 58

56 Semester 3: Pricing, Costing & Budgeting


Semester III
Title of the Course Pricing, Costing & Budgeting
Type of Course Classroom Electives
Credits 3 Duration 30 hrs.


Learning Objectives
1 To calculate commercial feasibility of the project, make budget and decide pricing
strategies
2 To make projected cost, revenue sheets


Pre-requisites if any Basic business plan should be ready
Connection with
subjects in the current
or future courses Closely linked to entrepreneurial finance. It helps build a
solid fundable and ready to pitch business proposal.


Sr
.
N
o. Content Activity Course Outcome (CO)


1

Classification of Cost Conceptual lecture on
Classification of cost, Direct
cost, Indirect cost, Material,
Labour, Overheads, Relevant &
Irrelevant cost




Students will be able to make
projected costs and revenue
sheets for their business.
2 Cost Sheet for Manufacturing &
Service Industry Building a cost for a product &
service in the structured format.

3
Live Costing assignment for a
product and service
Preparation of actual cost sheet
for a product and service

Page 59

57


4
Concept of Marginal Costing
and its application with specific
reference to convert loss
making business into profit
making


Concept of Marginal costing,
Meaning, relevance &
application of Variable cost,
Fixed cost, Contribution Margin,
Profit Volume Ratio, Break Even
Point & Margin of Safety.

5
Cost Reduction techniques
Detailed case study discussion on
How to reduce cost? Importance
of cost reduction with respect to
earning profit



6
Budgeting & Forecasting
including Rolling
Forecast - Sales Projection,
Production Planning,
Procurement planning, Human
resource planning
Concept of Budgeting &
Forecasting, preparation of
Revenue & Capital Budget for
the specific business idea,
Concept of Rolling forecast and
its preparation based on actual
mark et scenario.


7
Cash flow Model with concepts
like NPV, IRR, PayBack period
Preparation of Cash flow model
using Net Present Value, Internal
Rate of Return, PayBack period
& discounting for the business
idea


8
Various Pricing approach: Cost
Plus, Market Driven, MRP based,
competitor analysis

Conceptual discussion on various
pricing models, How to Price
your product/service

9
Income tax impact on Profit
Basic information about income
tax and GST laws applicable to
various businesses with specific
reference to start ups

Page 60

58


10

Transfer pricing concept in case
of international transactions

Introduction to Transfer pricing,
Meaning of Arm‟s Length Price
(ALP), Various methods of
Transfer pricing like cost plus,
Comparable Uncontrolled Price
(CUP) method, Profit Split
method




Reference Books & Articles
Title Author/s
Cost Accounting N.K. Prasad, Charles Hongreen
Saxsena & Vashisth, N.K. Prasad
Financial Management Khan & Jain
ICAI Publications

Page 61

59 Semester 3: IT Project Management & Cyber Security


Semester III
Title of the Course IT Project Management & Cyber Security
Type of Course Classroom Electives
Credits 3 Duration 30 hrs.


Learning Objectives
1 To understand significance of project management
2 To understand probable cyber threats and develop defense mechanism


Pre-requisites if any Business plan should be ready
Connection with
subjects in the current
or future courses Closely linked to Operations Management. It‟s
essential for framing business strategies


Sr.
No
Content
Activity
Course Outcome (CO)










1. Students will learn
methods of Project
Management
2. Students understand
types of cyber threats and
effective cyber security
solutions.






1






Introduction to IT Project
Management What is a Project?
Understanding the phases in
the life cycle of projects and
their significance
Understanding the
differentiating
characteristics of projects
from conventional
organizations
Understanding the objectives
of the project and
interdependence of cost on
schedules
Evaluating the need for the
use of project management
tools


2

Project Planning Disintegrating the project
into smaller tasks and work
packages and creating the
WBS.
Developing responsibility
matrix based on WBS

3
Project Work Developing a network
schedule for a project and
estimating time for
completion

Page 62

60 Analyzing Project Network
and determining project
completion time using CPM
Estimating the probability of
project completion in a
specific time
Determining the extent by
which non -critical activities
can be delayed
Developing Gantt Charts to
graphically depict the
sequence of activities for
Scheduling, Resource
Allocation and Controlling
phases of a project


4

Project (Budgeting, Controlling, and
Monitoring) Planning and allocating
resources basis forecast of
resources
Monitoring both the cost and
schedule of a project in
financial terms


5

Project Risk Management Identifying potential risks in
a project, categorizing of
project risks, and defining
the strategies for managing
the project risks


6
Introduction to Cyber Security Meaning of Cyber Security,
its significance


7

Types of Cyber Threats Types of attacks e.g.,
Hacking, Phishing, IP
Masking, Malware, MITM,
DoS, DDoS, Zero -day
exploit, Business Email
Compromise (BEC) and
more

8 Toolbox: Techniques for Cyber
Security Authentication
Access Control
Cryptography


9

Management and Incidents Security Planning
Business Continuity
Planning
Handling Incidents
Risk Analysis
Dealing with Disaster

Page 63

61
Reference Books & Articles
Title Author/s
Project Management: The Managerial Process
Gray and Larson and Desai

Textbook of Project Management V.E.Ramamoorth
P.Gopalakrishnan
Cybersecurity for Beginners Raef Meeuwisse
Fundamentals Of Cyber Security Bhushan/Rathore/Jamshed

Page 64

62 Semester 3: Family run businesses & Succession Planning


Semester III
Title of the Course Family run businesses & Succession Planning
Type of Course Classroom Electives
Credits 3 Duration 30 hrs.


Learning Objectives
1 To sensitize students to nature, types and core principles of family run businesses
2 To give them tools and knowledge required to enter established family business or help
them develop their own family business.


Pre-requisites if any Either the student should already have an established
family business which he/she wishes to expand,
diversify, add to, or run as per status quo OR the
student should have an idea which will be executed
in partnership with family members as stakeholders
in varied forms.
Connection with
subjects in the current
or future courses Closely connected to socio -cultural environment of
idea, human resource management.




Sr.
No
Content
Activity
Course Outcome (CO)


1
The Nature, Importance and
Uniqueness of Family Business and
Great Family Business. 1) Active participation of
students in case studies,
group research, lectures,
readings, videos,
and discussions





Students will get different
ideas of how to
expand/diversify family
business and develop
business plan around it

2
Ownership of an Enterprise: Built to
Last, Succession and Transfer of
Power, Creating the Family Business
Strategy, Financing the Family
Business, Planning the Estate.
2) Completion of
assignments given on the
basis of the family business
to which the students are
attached with


3 Key Non-Family Management,
Governance, Communication &
Conflict resolution, Gender and the
Family Business, The Family
Business and Real Estate, Entering
the Family Business,
The Future of Family Business

Page 65

63 Reference Books & Articles
Title Author/s
Family Business in India: A National Asset
that Needs to Professionalize
Raju Swamy
The 5 G's of Family Business Walter Vieira and Mita Dixit

Page 66

64 Semester 3: Mergers & Acquisitions


Semester III
Title of the Course Mergers & Acquisitions
Type of Course Classroom Electives
Credits 3 Duration 30 hrs.


Learning Objectives
1 To introduce students to the core concept of mergers and acquisitions, its need,
scope and relevance in current times.
2 To introduce students to landscape and various stakeholders in M & A process, assessing
its timeline correctly, valuation techniques, compliances, process and risks involved.


Pre-requisites if any Basic business model canvas should be ready
Connection with
subjects in the current
or future courses Market research, Project management, strategic
management, and entrepreneurial finance.


Sr.
No
Content
Activity
Course Outcome (CO)









Students will know various
stakeholders in M & A
process, assessing its
timeline correctly,
valuation techniques,
compliances, process and
risks involved. 1 The M&A Landscape:



Case Study,
Discussion &
Assignment a Introduction and Overview of M&A

b
Key Reasons for M&A


c

The Players
d The Process
e Forms of Acquisition
f Common Terms in M&A


2

The Players in M&A

Case Study,
Discussion &
Assignment
a The Buyers
b The Sellers

Page 67

65
c
The Advisors
3 M&A in SME, Startups Case Study,
Discussion &
Assignment a Stages of Financing
b Common M&A Strategies used
4
Valuation Techniques




Case Study,
Discussion &
Assignment a Valuation Overview


b

Early -Stage Valuation Methods
c Mid and growth stage valuation
d Exit Valuation

e
Types of Instruments
5 How to Be M&A ready





Case Study,
Discussion &
Assignment

a

Buyers Preparation for the Deal



b


Sellers Preparation for the Deal

c
Business Plans
6 The Deal Process Case Study,
Discussion &
Assignment a Stages in an M&A deal - Sell side
b Stages in an M&A deal - Buy side

Page 68

66 7 Key Risks Case Study,
Discussion &
Assignment
a Key risks in M&A
b Key Mitigants to the risks


Reference Books & Articles
Title Author/s
Mergers and Acquisitions Basics (Wiley) MICHAEL E. S. FRANKEL
LARRYH.FORMAN
How to Stick the Landing: The M&A
Handbook for Startups
Rowland Savage
Magic Box Paradigm: A Framework for
Startup Acquisitions

Mergers & Acquisitions A to Zndrew J. Shermanand
Milledge A. Hart American
Management Association
New Approaches to SME and
Entrepreneurship Financing: Broadening the
Range of Instruments

OECD

Page 69

67 Semester 3: Digital Marketing


Semester III
Title of the Course Digital Marketing
Type of Course Classroom Electives
Credits 3 Duration 30 hrs.


Learning Objectives
1 To sensitize students to need, importance and types of digital platforms and their
relevance in modern day marketing
2 To help students understand various digital marketing strategies and customized
requirements of varied types of business.


Pre-requisites if any Business plan should be ready
Connection with
subjects in the current
or future courses Closely connected to Marketing management &
entrepreneurial content creation.


Sr.No
Content
Activity Course Outcome
(CO)

1 Introduction to SEO & How do
Search Engines work? Check Online Demo example of
Website SERP results and Ranking
Factors

2 Organic Search vs. Paid Search
Results Demonstrate Website example with
Organic and Paid Search Result

3
Keyword Research Prepare Keyword document, find
keywords, collect metrics and map
keywords.
Students will
develop their own
digital marketing
4 On-Page Optimization Prepare On -Page SEO Meta Tags
Sheet for given Website Example plan with reference
to their business idea
and its needs.
5 Off-Page Optimization Prepare Off -Page SEO Sheet for given
Website Example

6
Measurement with Google Analytics Check given Demo Google Account to
Analyze the Traffic Report
7 Advanced SEO Prepare Audit report and Tech report

Page 70

68


8


SEO tools
Create Account for following tools and
start to explore it with the given
website examples:
Google toolset, keyword planner, SEM
Rush, Ubersuggest, Google search
console, etc.

9 Introduction to SEM – Fundamentals
& Case Studies Check online demo example of
Adword ranking factors and ad result


10

Creation of Google Display Network Create & Explore Google ad account
for Targeting Options, its ad format,
Gallery tools of Ad, Tracking
conversions and Remarketing


11

Bidding Strategy Strategical preparations on How to
increase Position on search and its bid
for ad position, Quality Score and Bid
Management.


12

Mobile Ad Campaigns
Developing universal app campaign,
planning mobile -specific and targeting
strategies, Measuring performance of
Mobile ads & conversions and
optimization Strategies



13


Shopping Campaigns – Introduction
Create Google Shopping Ad
Campaign,
Do Keyword Research,
Prepare Campaign Set Up Plan,
Budget Optimization Plan for bidding
keyword


14
YouTube Marketing – Introduction &
Ad Formats Create YouTube ad campaign, practice
formatting YouTube ads, its campaign
creation, analytics, and video
campaign optimization Tips.


15

Introduction to Websites &
WordPress/Wix
Surfing a good website, understanding
format & design, create a WordPress
account, setting up themes, plugins,
widgets, domain name URL and email

Page 71

69

16

Creating a new page
Create new page and give a suitable
title and write body text, explore
WordPress toolbar & more buttons,
add content from word file, format it,
preview and publish page.


17

Images Uploading images from the library,
Inserting, deleting, customizing, and
resizing images, adding Alternative
text caption for featured images


18

Introduction to social media Create Social Media business page,
explore ad preference, ad topics, data
about your activity from partners and
about ads

19
Facebook Marketing Create a Facebook page, create
campaign and explore insights,
business manager, ad campaign and ad
targeting

20
Influencer Marketing on Instagram
Find good Influencers on Instagram,
understand their activity on Instagram
21 LinkedIn as a Marketing Platform Create a LinkedIn Account, Create and
Explore Campaign
22 Twitter Create a Twitter account, create and
explore campaign

23 Pinterest Marketing & Creating a
Successful Digital Marketing
Strategy
Create a Pinterest account, create and
explore campaign


24

Social Media Marketing Tools
Create Account for following tools and
start to explore it with the given
website examples:
Hootsuite, Buffer, TweetDeck, Sprout
Social

25
Introduction to Google Analytics &
Understanding Create & Explore Google ad account
for Targeting Options, its ad format,
Tracking conversions and Remarketing

26
Google Analytics Interface Explore Google Analytics Dashboard,
Shortcuts, interface features and
customizing dashboards

Page 72

70

27

Analyzing Google Analytics Reports
Preparing different marketing
campaigns and understanding the
customize reports, monitoring traffic
behaviour and taking corrective
actions if required.

28
Introduction to Mobile Marketing Exploring & discovering how
marketers are harnessing mobile
marketing today.
29 Mobile Campaign Planning Plan a WhatsApp marketing campaign

30
Introduction To Inbound Marketing Exploring the methods used by
competitors to attract, engage, and
delight people to grow a business.

31 Introduction to Mailchimp for email
marketing Create an account in MailChimp and
start creating branded mails


32

Mailchimp Tools for email marketing
Start exploring the following tools
with given website examples: Drag -
and-Drop Builder, Content Studio,
Real-time Analytics, Transactional
email.
33 What is Content Marketing Explore tools required to build
interactive content

Reference Books & Articles
Title Author/s
Digital marketing for business 2021 Gregory Thorn Hill
Digital Marketing Strategy Simon Kings North
Digital Marketing from fundamentals to future SwamI Nathan T.N./ Karthik Kumar

Page 73

71 Semester 3: Business Beyond Borders (International Business)


Semester III
Title of the Course Business Beyond Borders
(International Business)
Type of Course Classroom Electives
Credits 3 Duration 30 hrs.


Learning Objectives
1 To introduce students to concept and scope of international business and impress
upon students the impact of local beliefs, cultures, and ideologies on business
and how they are impacted and changed with multi -national engagement and
globalization.
2 To impart different strategies of business set up and expansion across borders,
management, procurement, disbursement patterns and their optimization with respect to
global customers and changing trends and times.


Pre-requisites if any Basic business model canvas should be ready.
Connection with
subjects in the current
or future courses Socio - cultural trends, market research,
marketing management, operations
management, and strategic management.
Sr.
No
Content
Activity
Course Outcome (CO)







1

Introduction to International
Business
- Objective, Meaning & Scope
- Why should we study
international business
- Domestic Business v/s
International Business
- Reasons for International
Business for the Corporates and
Country
- Modes of Entry and Operation




1. Lecture & Discussions
2. Case Study on any
company and its mode of
entry in international
business




Students will be aware of
different legal and compliance
aspects of international
business

Page 74

72



2


PEST Factors and Impact on
International Business
- Risk Analysis
- Decisions to overcome or
managing risks

1. Lecture & Discussions
2. Case Study on two
companies, one with
favorable PESTEL factors for
an international entry while
the other having unfavorable
factors
Investment Management in
International Business


3 - Foreign Direct Investment
- Offshore Banking
- Foreign Exchange
- Resource Mobilization through
portfolio/GDR/ADR
- Other options of funding in
ventures

Lectures & Discussions
Multinational Corporations &
Globalization
1. Lectures & Discussions
2. A case -study on the
journey of a corporation from
a local to a global company
detailing the challenges
involved and courses of
action pursued.
4 - Structure, system and operation
- Stages of building Global
companies and competitiveness
- Global competitive advantages of
India - Sectors and Industries
International Organizations and
their role in international business
5 - WTO
- World Bank
- ADB
- IMF and others Lectures & Discussions
Regional Trade Agreements and
Free Trade Agreements (RTA and
FTA)
6 - NAFTA
- EU
- ASEAN
- COMESA
- SAARC Lectures & Discussions

Page 75

73 Trade Theories and relevance in
International Business


7
- Theory of Absolute Advantage
- Theory of Comparative
Advantage
- Purchasing Power Parity Theory
- Product Life Cycle Theory
- Diamond Model of National
Competitive Advantage 1. Lectures & Discussions
2. Focus will be discussing
the applications of the trade
theories in real -life
businesses and economic
scenarios
International Logistics and Supply
Chain
8 - Concepts and Practice
- Components of logistics and
impact on trade Lectures & Discussions

International HR Strategies

9 - Unique Characteristics of Global
HR
- HR – Challenges
- Ethical Issues
- Regulatory aspects of HR
Lectures & Discussions

10
Project Work & Presentation Project Work submission
followed by a detailed
presentation on the project
work


Reference Books & Articles
Title Author/s
International Business Daniels & Radebough
International Business Charles Hill
International Business Dr. R. Chandran
International Business P Subba Rao

Page 76

74 List of Out -of-classroom Activities



LIST OF OUT -SIDE CLASS -ROOM COURSES/ACTIVITIES
Idea-competition
Prototyping workshop/ Use of 3 -D printer
Basic website development
Excel workshop
Workshop on Financial Modelling
App Development
Patent filing
Workshop/ Lecture series on IT & IOT in business
Basic Entrepreneurship Development Programme
Business Plan competition
Data Analytics
AI-VR
Advanced Entrepreneurship Development Programme
Digital Marketing
Block -Chain Technology
Branding



*************************************************************************









Dr. Ravikant S. Sangurde Prof. Kavita Laghate,
Offg. Associate Dean , Offg. Dean ,
Faculty of Commerce and
Management Faculty of Commerce and
Management