ENI 8000 Organizational Entrepreneurship. 3.000 Credit hours
Credit Hours 3.0
Description

CSP’s: 1, 2, 6, 7. The course explores contemporary concepts, theories, methods, and tools for systematic and sustainable entrepreneurship within established organizations companies, non-profits, and public sector organizations. Whether recognized or not, every organization has a continual stream of potential opportunities to create customer demand. However, the complexity and speed of business obscures these opportunities (and threats). Students learn a rigorous and disciplined methodology for discovering and prioritizing opportunities for demand creation and perilous threats that can result in demand destruction. Additionally, the course investigates the emerging micro startup approach that involves a small team of entrepreneurs who innovate a new offering and/or business model.

ENI 8101 Improving the Customer Experience
Credit Hours 3.0
Prerequisites ENI 7101, 2.8 GPA and 45 credit hours
Description

Non-RCB Majors BUSA6090. Requirements:CSP: 1, 2, 6, 7. The course deals with the application of a strategic entrepreneurship approach to dynamic business growth called Demand Creation. To prosper in todays intensely competitive business environment, established organizations must effectively exploit current offerings/business models in ways that maximize customer demand for these offerings. Building on the foundation of ENI 7101, the course focuses on the value enhancement side of Demand Creation identifying and exploiting the best opportunities to increase the demand for current products/services by raising customer value while simultaneously reducing the cost structure of the offerings (allowing price reduction without margin erosion). Students apply the Demand Creation methodology for improving and extending current offerings.

ENI 8102 Innovating Customer Value
Credit Hours 3.0
Prerequisites ENI 7101, 2.8 GPA and 45 credit hours
Description

Non-RCB Majors:BUSA6090. Requirements:CSP: 1, 2, 6, 7. The course deals with the application of a strategic entrepreneurship approach to dynamic business growth called Demand Creation. To prosper in todays intensely competitive business environment, established organizations must effectively innovate new offerings/business models in timely response to changing social/business realities with the aim of maximizing profitable revenue and creating beneficial social outcomes. Building on the foundation of ENI 7101, the course focuses on the value innovation side of Demand Creation discovering and exploiting the best opportunities to fulfill important and unsatisfied customer needs via new offerings and business models in a way that maximizes an organizations growth potential.

ENI 8301 Managing for Dynamic Growth
Credit Hours 3.0
Prerequisites ENI 8101 and ENI 8102
Description

Non-RCB Majors: BUSA6090. Requirements:CSP: 1, 2, 6, 7. The course explores managerial action for strategic entrepreneurship within established organizations companies, non-profit organizations and public sector organizations. The business environment today is both complex and fast, resulting in unprecedented levels of uncertainty. Entrepreneurial organizations exploit this uncertainty to achieve dynamic growth by proactively enhancing and innovating offerings, business models and strategies in timely response to changing social/business realities with the aim of maximizing profitable revenue and creating beneficial social outcomes. Building on the foundation of both ENI 8101/8102, the course focuses on developing an entrepreneurial workforce, developing the requisite organizational capabilities for dynamic growth, and related strategies.

ENI 8302 Leading for Entrepreneurship
Credit Hours 3.0
Prerequisites ENI 7101
Description

Non-RCB Majors BUSA6090. Requirements:CSP: 1, 2, 6, 7. The course explores the intersection of leadership and entrepreneurship within established organizationscompanies, non-profit organizations and public sector organizations. It is widely recognized that all established organizations must engage in entrepreneurial activities to one degree or another if they are to remain viable. Entrepreneurial efficacy, in large part, depends on effective leadership. But unlike conventional notions of leadership as a static leader-follower paradigm (military model), leadership in the entrepreneurial context requires entrepreneurial agents to dynamically alternate between leading and following as appropriate to the circumstances.