COMM 320 Entrepreneurship Winter 2013

Guidelines for Entrepreneurship Cases

Overview
This may be your first experience using case analysis as a learning tool. In general, cases are
used in management courses as a process to allow students to learn in a more active,
participatory way. Cases allow for some structured analysis, and then provide some form of
recommendations regarding strategies and / or action steps. Preparation is important,
particularly as the cases become more complex, students must read the case and prepare
notes before class. The role of the instructor is more to guide the discussion and not to lecture.
Student participation is important, students can have different views, and part of the learning
process is for individual students to feel comfortable in presenting their ideas in a group setting.
Generally speaking, cases allow for an external analysis (industry / market), and an internal
analysis (by functional areas of the firm). Entrepreneurship cases differ from strategy cases
primarily due to the emphasis placed on the entrepreneur(s), and his/her/their vision. The
entrepreneur is the owner, the visionary, the champion, the prime mover. Basically, especially in
the start-up phase, the entrepreneur is the business. In strategy cases, human resources are
only one piece of the puzzle, an internal strength or weakness that can be trained, or replaced.
Consequently, rather than providing a solution that top management must adhere to (as in a
strategy case), the entrepreneur does not have to comply with any advice that does not fit with
their vision or style of entrepreneurship. In big business, the shareholders are the client and the
board of directors oversees the operational structure of the business. Recommendations to the
shareholders can include the replacement of the CEO and other key human resources.
Entrepreneurship cases cannot recommend the removal of the entrepreneur, nor can
recommendations overtly dictate what an entrepreneur should or should not do. Instead, you
must analyze the entrepreneurs style, type, objectives and vision; and also examine the
operational capacities of the business. This is the basis to determine how the business
opportunity can be adjusted to fit the entrepreneur(s) parameters. In a strategy case you can
alter the internal variable (resources) to match the perceived external opportunity. In an
entrepreneurship case there must be a fit to match the vision (style) of entrepreneur(s).
As an example, you may not be able to recommend to an entrepreneur to delegate, acquire
partners, or go public; or dictate any other solution based only on an analysis of the external
opportunities. The entrepreneur in question may not accept this specific advice if he/she
doesnt have the capacity or desire to do so (thats the best part of being an entrepreneur). The
analysis in an entrepreneurship case should be inside out, where you first analyze the
entrepreneur and then position / adjust the opportunity to fit with the lifestyle, constraints, vision,
and operational capacities of the entrepreneur (business).
Entrepreneurial cases have 4 components. 1st is an analysis of the Entrepreneur; 2nd is an
external analysis of the business Opportunity; 3rd is an internal analysis of the business
Operations and fit between the entrepreneur/opportunity; and 4th, Recommendations.
It is important to identify the key information (problems, challenges, questions) and to provide
value-added analysis. The information provided in the case should be analyzed and
conclusions drawn. The final part of each section should be a summary of the findings.
A list of points is provided on the following page to serve as a guide.

1. Entrepreneur Analysis

General background (personality traits, influences, motivation)

Dedication / commitment (attitude analysis)
Managerial skills / competencies (aptitude analysis)
Vision analysis: scope: hobby type to global perspective
Tolerance for partners (or analysis of existing partner arrangements)
Summary

2. Opportunity Analysis (External)

General trends (technology, societal, economic, political)

Changes causing market gaps, opportunities, concerns
Industry trends, industry life cycle (growth, decline)
Industry Structure (concentration, fragmentation)
Market scope (local, regional, to global)
Window of Opportunity
Summary

3. Business Operations Analysis (Internal)

Analysis of existing business operations:

Strategy / planning, marketing, operations / production, R&D, HR, financial
Differentiation (any unique selling point, competitive advantage?) - Strategy
Deal structure (debt / equity, specific agreements) - Finance
Test of Fit: Compatibility of entrepreneur with business opportunity
Summary

4. Recommendations

Short list of ideas, possible strategies (actions)

General theme of recommendations
Modifications to the business model
Specific recommendations regarding:
Strategy / planning, marketing, operations / production, R&D, HR, financial
Market(s) to focus on, niches
Any other specific actions to be taken, support ideas
Summary

As students proceed to more complex case analysis in further study, a key step in the process is
to develop possible strategies (a few alternatives) and then evaluate them and select the best
one for implementation. For now, this is shown as the first part of the recommendations.
In class discussions will use this layout, and will provide a first glance of important points from
the cases; the in class case assignment should add further analysis. The first cases will be less
complex and read in class. Students are highly encouraged to read the later assigned cases
each week in preparation for class. A mixed writing style of sentences and bullets can be used
for the assignment. It is important to identify the most pertinent information available in the
case, and it is VERY IMPORTANT to provide analysis and make conclusions from the
information based on the theoretical concepts from the course. Points will not be awarded for
re-telling the case. Points are awarded for analysis, conclusions, and recommendations.

For the in-class case assignment, each section is worth four (4.0) points for a total of 16 points
(16% of your final grade).