Customer Development (Entrepreneurship) - Think BIG, Start SMALL, Scale FAST 2019
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Customer Development (Entrepreneurship) Think BIG, Start SMALL, Scale FAST Module guide 2018 - 2019
Author(s) Anoesjka Timmermans
Programme Responsibility Anoesjka Timmermans Head of Department of Entrepreneurship
John Sterk Dean of AMSIB
Module ID 6118CUD
Academic Year 2018-2019
EC 5
Contact hours 74
Course site https://studiedelen.mijnhva.nl/studiedelen/fbe-6000MENT18/1819-1/Pages/default.aspx
AMSIB – Amserdam School of International Business (HvA) 2017Contents 1. Module overview 4 1.1 Content .............................................................................................................. 4 1.2 Learning goals.................................................................................................... 6 1.3 Coherence with other modules ......................................................................... 6 1.4 Study materials & recommended further reading ............................................ 7 1.5 Questions and who to contact .......................................................................... 7 2. Set-up of this module 8 2.1 Teaching methodology ...................................................................................... 8 3. Assignments & Assessments 8 3.1 Assignment details ............................................. Error! Bookmark not defined. 4. Exams 12 5. Resit 12 6. General regulations 12 7. Lesson plan Error! Bookmark not defined. Appendix 1: Relationship with your programme’s profile competenciesError! Bookmark not defined. AMSIB – Amserdam School of International Business (HvA) 2017
1. Module overview
This guide gives you an overview of the module Customer Development, a customer centric approach to
entrepreneurship and innovation. More detailed information can be found on the MYAUAS
(https://studiedelen.mijnhva.nl/studiedelen/fbe-6000MENT18/1819-1/Pages/default.aspx)
1.1 Content
Entrepreneurship is more than starting a (micro) company. It is a set of skills that each one of us needs to get
the most out of our careers and what companies need in order to be and remain innovative. Entrepreneurship
as we have come to understand it is primarily about
1. the ability to discover, create and exploit opportunities, in which opportunity alertness is a key
competence (Gaglio, 1997; Gaglio en Katz, 2001; Van de Veen en Wakkee, 2004). Alertness in
combination with well developed cognitive (logic, intuitive and creative) ability enables the
entrepreneur to see opportunities in changes and trends (Baron, 2006; Gaglio en Katz, 2001) in the
market, relying on (often) incomplete information (Shane & Venkataraman, 2000), and to evaluate
these on their potential to create unique value (Chandler en Jansen, 1992; Van de Veen en Wakkee,
2004);
2. mobilising resources (team, talent, tangible and untangible) (Bacigalupo et al, 2016; Van de Veen &
Wakkee, 2006), in order to create unique, differentiating value for a competitive advantage (Amit &
Han, 2017; Sirmon et al., 2011); and
3. taking adequate action to exploit the opportunity and turn it into a competitive advantage (Van de
Veen & Wakkee, 2006), in which the willingness and ability to work under severe (time and resource)
constraints is a key differentiator for success (Ries, 2017)
Successful companies, established and startups, apply the above process of entrepreneurship in a very
customer centric way, referred to as Customer Development, or Customer Centric Design.
In this module we study, discuss and experiment with a combination of traditional and contemporary
entrepreneurship and business development insights, methods, theories and tools in order to facilitate your
personal development as an entrepreneurial professional and a business initiator, to be applied within the
setting of an existing company (startup or corporate).
The module differentiates itself from other Entrepreneurship programs in its corporate approach and its
3 pillar approach;
1. Development of personal entrepreneurial skills & behaviour -> developing your entrepreneurial skills such
as pitching, presenting, customer orientation, customer development, selling, buying, negotiating,
planning and dealing with diversity and internationalization,
2. Entrepreneurship in practice -> experiencing entrepreneurship from a practical perspective, co-creating
innovative business concepts with various stakeholders, creating, testing, iterating, pivoting, redesigning,
testing, iterating, etc., and
3. Theory & research in entrepreneurship-> deepening your understanding of entrepreneurship and its
various disciplines from an academic perspective, by actively conducting research, as well as studying and
reflecting upon practical case studies and research papers on the various issues that are concerned in
building a successful businesses, either as an individual startup or as part of a corporate entrepreneurial
initiative;
The module Customer Development focuses on the practical and personal development aspects of the
entrepreneurial process, initiating a novel business concept, utilizing the lean start up tool developed in Silicon
Valley and applied globally by numerous startups and, increasingly so, by established companies and
corporates. In the module we assume a somewhat linear process, which iterates frequently, containing the
following topics: opportunity discovery / creation, ideation, value creation, customer & market orientation and
customer & market development, feasibility anlaysis, preparing your marketing & sales, business modeling and
business planning & analysis.
AMSIB – Amserdam School of International Business (HvA) 2017The entrepreneurial mindset and skills you need to succeed are: - the ability to present novel viewpoints and creative solutions to actual issues in business, economy and society, - Demonstrate effective communication, persuasion, negotiation and leadership to collaborate with relevant stakeholders in creating value. - work independently in unfamilar circulmstances, in which the informaiton available is uncertain, partial or ambiguous, or whe there is a risk of unitented outcomes. AMSIB – Amserdam School of International Business (HvA) 2017
1.2 Learning goals
# You can:
translate trends to (innovative) opportunities, transform opportunities into ideas and solutions that
1. create value for others
2. carry out a customer development process
3. pro actively initiate tasks to develop the business
work independently in unfamilar circulmstances, in which the information available is uncertain, partial
4.
or ambiguous, or where there is a risk of unitented outcomes (dealing with ambiguity)
5. collaboratively develop a variety of innovative business models
identify and organize skills and resources and activities necessary to realize an effective business model
6.
(mobilizing resources & business development)
7. bring together relevant stakeholders to gain traction for the innovation/business venture
8. carry out a(n international) business development process
Appendix 1 defines the relationship of the learning goals within this module with your programme’s profile
competences.
1.3 Coherence with other modules
The module Customer Development is aligned with the other modules in the minor (Technology in Business,
Causes in Entrepreneurship, Entrepreneurial Finance, Managing Entrepreneurship & Innovation and Sales &
Negotiations). In addition to deepening your understanding on the various themes in entrepreneurship, this
module applies the theories, tools and case studies of the modules above in the context of creating a new,
customer centric, innovation for an existing company (corporate, SME or startup).
Customer Development relates to Marketing Management through the necessity to identify opportunities,
segment markets and determine target markets, and to develop product/service-concepts for them.
The course relates to the Research subjects by the necessity to conduct both primary and secondary research
for the various assignments, and by the need to validate research findings for its application in the new to start
venture.
There is a strong linkage to Leadership and Change Management in that especially corporate entrepreneurship
studies the implications of enabling entrepreneurship as an organisational discipline and organisational
understanding in creating business models.1.4 Study materials & recommended further reading
Mandatory:
• Aulet, B. (2013). Disciplined Entrepreneurship, 24 STeps to a Successful Startup. John Wiley & Sons Inc.
Hoboken, New Jersey. ISBN 978-1118692288
• Aulet, B. (2013). Disciplined Entrepreneurship Workbook.
• Blank, S. (2013). The Four steps to the Epiphany, Successful Strategies for Products that Win,
Quad/Graphics; ISBN 0 989200 5 07
• Blank, S. (2016). The Lean Start up at http://theleanstartup.com/principles
• Gordon, J., Grüntges, V., Smith, V. and Staack, Y. (2016) “New insights for new growth: What it
takes to understand your customers today”, McKinsey & Company,
http://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/new-insights-
for-new-growth-what-it-takes-to-understand-your-customers-today
• Johnson, M.W., Christenson, C.M. and Kagerman, H. (2008), “Reinventing your business model”,
Harvard Business Review, December 2008
• Kim, E.J. and Ko, E. (2012), “Do social media marketing activities enhance customer equity? An
empirical study of luxury fashion brands” Journal of Business Research 65 (2012) 1480–1486
Hollensen (2015) “Social Media Marketing – From “Bowling” to “Pinball”, University of Southern
Denmark and Anthony Raman, MCInst.M., RPM, at:
https://www.academia.edu/8229332/Social_Media_Marketing_-From_Bowling_to_Pinball_
• de Jong, M. and van Dijk, M. (2015) “Disrupting beliefs: A new approach to business model
innovation”, McKinsey Quarterly, at http://www.mckinsey.com/business-functions/strategy-and-
corporate-finance/our-insights/disrupting-beliefs-a-new-approach-to-business-model-innovation
• Jaruzelski, Loehr & Holman (2012) “Making Ideas Work – The Global Innovation 1000”,
http://www.strategy-business.com/article/00140?gko=f41fe
• Osterwalder, A., and Pigneur, Y., "Business model generation Canvas”, 2009
• Sarasvathy, S. (no date) What makes entrepreneurs entrepreneurial, The Darden Graduate School of
Business Administration.
• Singh, S., Corner, P. and Pavlovich, K (2007). Coping with entrepreneurial failure, eContent
Management Pty Ltd. , Journal of Management & Organization (2007) 13: 331–344
Recommended:
• Ries, E. (2017). The Startup Way, Penquin Books Ltd, ISBN 9780241197264
• Ries, E. (2011-2016). The Lean Start up, Penquin Books Ltd,
• Blank, S., "Why the Lean Start Up changes everything", Harvard Business Review, May 2013
• Brinckmann, J., Grichnik, D. And Kapsa, D., "Should entrepreneurs plan or just storm the castle? A
meta-analysis on contextual factors impacting the business planning-performance relationship in
1.5 Questions and who to contact
Questions about the module’s content and study materials can be addressed to your lecturer(s) during the
lessons. Weekly coaching sessions will be planned with your venture team. The consultation hours of the
individual lecturers as well as their office location can be found in the lecturers’ profile on the MYAUAS.
AMSIB – Amsterdam School of International Business (HvA)- 20172. Set-up of this module
2.1 Teaching methodology
The course will consist of weekly meetings, which require preparation through reading of topic related
materials. Classes will be characterized by interactive lectures and workshops as well as discussions regarding
the topics, applying the principle of 'blended learning'.
3. Assignments & Assessments
3.1 Assignments
Weight Learning Objective
Assignments / Tests Due Date
(%)
Entrepreneurial Process (6118CUD) 50% Week 13 1-7
1 Customer Discovery Process (individual & team) Week 2-7
2 Customer Validation Process (individual & team) Week 5-7
3 Business Model Analysis / Innovation (individual) Week 7
4 Customer Creation Process (individual & team) Week 8-10
5 Commercial (team) Week 13
6 Pitch to company Week 13
7 Personal reflection paper (individual) Week 13
Innovation recommendation (Business Plan) 50% 1, 2, 5, 7, 8
50% team, 25% Individual contributions, 25% peer Week 13
Mission/Vision/ Strategy & Goals
UNSDG & Industry analysis
Market & Competitor analysis
Customer Analysis & customer profile
Problem Statement & Value Proposition
Production / Procurement Plan
Customer Creation Plan
Organisation analysis & -building plan
Financial plan
100%
AMSIB – Amsterdam School of International Business (HvA)- 20173.2 Assessment models
Process book tasks 1, 2, 4 and 6
The student can: Programme's profile
competencies:
1 translate trends to (innovative) opportunities, II.5 Entrepreneurial
transform opportunities into ideas and solutions that Management
create both social and economic value
2 carry out a customer development process
pro actively initiate tasks to develop the
3 business
4 work independently in unfamilar circumstances, in
which the information available is uncertain, partial or
ambiguous, or where there is a risk of unitented
outcomes (dealing with ambiguity)
identify and organize skills and resources and activities
necessary to realize an effective business model
6 (mobilizing resources & business development)
bring together relevant stakeholders to
7 realize the business venture
All learning goals need to be mastered at Dublin Descriptors’ higher education proficiency level 3.
AMSIB – Amsterdam School of International Business (HvA)- 2017Personal reflection paper Materials to be studied Due Date Learning
Objectives
Based on your experiences during the module
we ask you to reflect on the development of All material used in the course Final
your entrepreneurial skills. week of 1-6, 7
the
Include the 360 degree feedback from your semester
team. (Dec or
June)
Final report:
Select a minimum of 4 theories studied during
the module and reflect upon how the have
contributed to your ability to build a business in
general and to the development of your
entrepreneurial skills in particular.
Identify your
- key learnings,
- remaining challenges,
- core strengths
Use examples of specific situations to explain
and motivate your strengths/weaknesses and
the development you made.
Explain what you think you may need to further
develop your points of attention and key
learnings.
Deliverables
1) A paper with a self-reflection in which you:
a. describe the difference in your
attitude towards Entrepreneurship
between the beginning and the
current point in time of the module
b. describe your entrepreneurial
strengths and weaknesses, including
examples and feedback of peers
c. a 360 degree assessment on your
entrepreneurial skills and behaviour
by yourself and 2 team members
d. Reflect on how the theories in the
selected articles supported you in
building your business and in you
becoming a (better) entrepreneur
AMSIB – Amsterdam School of International Business (HvA)- 20176415ESP_OP Materials to be studied Due Date Learning
Free form Business Proposition (75%) Objectives
Complete a business proposition, in line with All materials used in the Final 1, 2, 5, 7 and
the business approach chosen and opportunity module Entrepreneurship, week of 8
discovered or created, answering the following plus applicable materials the
questions: used in Managing semester
Entrepreneurship & (Dec or
• Background of the SDG Issue Innovation and June)
• Sustainability Mission/Vision Entrepreneurial Finance &
• Impact on Strategy & Goals Law, Cases in
• Industry analysis (SDG violation & Entrepreneurship and Sales &
inspiration) Negotiations should be
• Market & Competitor analysis applied in the business
• Customer Analysis & customer profile proposition, as the business
• Problem Statement & Value Proposition plan is the result of you being
• Impact on Production / Procurement ready to plan your business
• Sales Roadmap execution and foreseen
growth.
• Organisation analysis & -building plan to
incorporate innovation & entrepreneurship
discipline
• Financial plan
• Analysis & Impact of change on Corporate
DNA
• Who will implement the business?
• How can it be scaled fast?
BE specific and provide quotations from all
suppliers involved to support costs made!
Collaboration with an existing company is a
prerequisite for obtaining credits for this
module.
AMSIB – Amsterdam School of International Business (HvA)- 20174.Exam
There will be no central exam for this module.
5.Resit
If the average grade obtained for this module is below 5.5 you must do a resit. Which resit(s) you must do
depends on which part(s) is/were insufficient. The different situations are illustrated in the table below.
Situation: The resit will consitst of the Your average The
following test(s): module grade resit(s)
after resit will be will be
calculated using scheduled
the following in:
weights:
1 • Average grade for the whole module No resit needed N.A. N.A.
≥ 5.5
2 • Average grade for the whole module One assignment failed can be Process 50%
< 5.5 retaken Business January /
Recommendation June
50%
6.General regulations
1 You are required to prepare for lessons. If you come to class unprepared, the lecturer has the right to deny
you access to the lesson. What is requested of you in terms of lesson preparation is stated below and/ or on
the MYAUAS for this module.
3 You must bring a laptop to school for each class. It is your responsibility to make sure that the battery lasts
throughout each lesson. If you fail to bring a laptop to class and/or if the battery does not last throughout
class, this is regarded as not being prepared. A lecturer then has the right to deny you (further) access to
that lesson.
4 The assignments will not be graded if the level of English is inadequate or if other non-compliance with the
IBS Reporting Guidelines is verified. If that is the case, you have to hand in your assignment again in the
appointed resit period.
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