Micro Doctor’s Degree in Entrepreneurship and Innovation

Learning Outcomes:

1. Be able to analyse the concepts and processes of entrepreneurship critically.

1.1 Critically analyse the nature, characteristics and challenges of establishing different kinds of enterprise.

1.2 Critically assess own entrepreneurial skills and attributes. 

1.3 Evaluate what makes a successful commercial or social entrepreneur.

2. Be able to evaluate innovative and entrepreneurial management processes for a project or organisation. 

2.1 Evaluate methods for encouraging creativity and innovation in organisations. 

2.2 Evaluate potential creative and innovative management ideas. 

2.3 Critically explore how to lead others to embrace innovation and change positively.

3. Be able to assess proposals developed from new ideas critically.

3.1 Analyse business ideas.

3.2 Evaluate production and marketing feasibility of new business ideas. 

3.3 Produce business planning forecasts using financial techniques.

4. Be able to develop a business plan.

4.1 Develop a business plan for a new business.

4.2 Develop a control and monitoring mechanism for the business plan.

Nature, characteristics and challenges of entrepreneurship

• Establishing a different kind of enterprise; business skills and attributes; skills envisaged for new ideas: e.g. paperwork, sales, marketing, finance, production, purchasing; business law; obtaining supplies; maintaining equipment; monitoring quality; getting publicity; writing promotional materials; strategic thinking; communication; dealing with stakeholders; negotiation; decision making; problem-solving; delegation; to support creative and innovative and entrepreneur management processes for a project or organisation; critical factors of a successful commercial or social entrepreneur. 

Types of Innovation

• Product development; market development; business model innovations; increasing efficiency and developing cost advantage, e.g. outsourcing, changing production methods, remodelling the supply chain, electronic ordering and invoicing; improving processes; taking calculated risks; having a positive attitude; being motivated and dedicated; flexibility and adaptability; intuitiveness; the drive to succeed and grow; openness to change; having the vision and capacity to inspire. 

Selection and development of ideas

• Ideas – value chain; inside/outside; cross-pollination; selection; development; diffusion; role of incubation; need to be systematic; adopting appropriate style for different circumstances; influencing and motivating others – methods of rewarding staff for appropriate behaviours; effecting change management; influence of vision and mission; concept that policies and procedures are supported by a culture that reinforces consistently what the organisation is about. 

Tools for creative and innovative solutions

• Theory and application of lateral thinking; visioning and problem-solving techniques; theory and use of analytical tools – sources of business ideas; PESTLE (political, economic, social, technological, legal, environmental) analysis; cost-benefit analysis; decision-making processes and styles. 

Risks

• Risk analysis; risk management techniques.

Sources of business ideas

• Process of idea development; Stage-Gate Model; methods: e.g. theoretical models, e.g. Graham Wallas (1926) Preparation (definition of issue, observation, and study); incubation (laying the issue aside for a time); illumination (the moment when a new idea finally emerges); verification (checking it out)
• Anderson and West’s four-factor theory of group climate for innovation: vision, participative safety, task orientation and support for creation; cultivating own imagination and curiosity; use of mind maps; problem-solving exercises; overcoming barriers to creativity; the journalistic six (asking who, why, what, where, when, how). 

Common elements in theoretical models

• Preparation includes observation, imagination, curiosity, creating a store of concepts, analysing, analysing problems, generating ideas through seeking links between concepts, harvesting, enhancing, and evaluating ideas. 

Market research

• Types of research are primary and secondary.

Purposes for micro start-up business

• Reduce risks; convince sponsors; make a first link with potential customers; use tools to analyse production and marketing feasibility of the new business idea; use business planning forecasts using financial techniques; cash flows; use different methods of evaluations of projects (accounting and time value of money based). 

The nature and purpose of intellectual property rights

• Patents; copyrights; trademarks; trade secrets; product vs. process patents. The eight categories of copyright works distinguish between authorial and entrepreneurial works, moral rights, infringement of copyright, the need for copying, and primary and secondary infringing acts. 

The basic requirements for the  registration of trademarks

• Registerable marks; absolute and relative grounds of refusal/objection; the requirement for a spot to be used or intended for particular goods or services; and the significance of the description of goods or services on the register.

The requirements for an invention to be patented

• Patentable subject matter; industrial applicability; novelty and inventive step. 

An overview of the patent application procedure, including

• The contents of a patent and the legal requirements for the specification and claims; the role of qualified patent agents in drafting patent specifications; and the options for obtaining patent protection nationally throughout Europe and worldwide. 

Elements of a business plan

• Mission, vision, objectives and type of company; organisation charts; sources of funds; brief feasibilities (market, competition, business, financial, production & technical, HR) and resource needs; legal business formats for small business: e.g. sole trader, partnership, private limited company, social enterprise formats, partnership; private limited company, social enterprise formats. 

Business plan headings

• Executive summary; vision; purpose; summary of proposition. 

Outline of rewards; management

• Goals, risks to business, skills requirements, legal structure, professional advisors. Summary of finance: profit and loss forecast; cash-flow forecast; break-even analysis. 

Funding required

• Purpose; timing of requirements; preferred sources. 

Summary of markets and competition

• Local business environment; market research; marketing; promotion; product or service; how, where and when sales can be made. 

Control and monitoring mechanism for the business plan

• Schedules and Gantt Charts; organising for resources and procedures; critical success factors and metrics; balance.  

Investor’s needs from potential investment opportunity:

• Compelling idea; skills, experience and knowledge; trust; business acumen; able to work with; robust assessment of risks; good potential return on investment. 

Investment Planning stage of the pitch

• Gather supporting evidence; identify and overcome risks; determine the amount of finance needed; assess return on investment (ROI); design presentation of business and financial plan; select and become familiar with venue for the meeting. 

Structure of presentation

• Introductions; outline of idea; main points in logical order; questions; courteous close.

Visual aids

• Presentation software; handouts; selection of essential plan parts; use of graphics. 

Presentation skills

• Personal presentation to portray a desired image as dress, professional manner; the importance of appearing to be confident; the importance of honesty; the importance of being fluent in the content of the pitch; the importance of practising presentation; the importance of portraying energy, enthusiasm and commitment. 

Negotiation

• Identification of expected questions; robustness of evidence of market; own skills and expertise; security of supply; assumptions behind sales forecasts and return on investment calculations; capacity to meet high demand, etc.; techniques for handling challenging questions; having a bottom line for the sponsorship level. 

Indicative reading list 

Core texts: 

• Burns, P. (2007) Entrepreneurship and Small Business. Hampshire: Palgrave. Barrow, P. (2008) The Best-laid Business Plans. London: Virgin.
• Bently, L. (2008) Intellectual Property Law. Oxford: Oxford University Press. 
• Ford, B. R., Bornstein, J. M., Pruitt, P. T. and Young, E. (2010) The Ernst & Young Business Plan Guide. Chichester: John Wiley & Sons.
• Green, J. (2005) Starting your own business. New York: How to Books. Jones, P. (2007) Tycoon. Montessori, M: Hodder and Stoughton.
• Mair, J. (2006) Social Entrepreneurship. Hampshire: Palgrave Macmillan. 
• Mawson, A. (2008) The Social Entrepreneur, making communities work. London: Atlantic Books. 
• Rae, D. (2007) Entrepreneurship: From opportunity to action. Hampshire: Palgrave Macmillan 
• Reuvid, J. (2006) Start-up and run your own business. London: Kogan Page. 
• Robinson, K. (2005) The element: How finding passion changes everything. London: Penguin. 
• Stokes, D. and Wilson, N. (2006) Small business management and entrepreneurship. London: Thomson. 
• World Intellectual Property Organisation (WIPO) (2012) The enforcement of intellectual property rights-A case book. Retrieved from: http://www.wipo.int/edocs/pubdocs/en/intproperty/791/wipo_pub_791.pdf 

Additional reading: 

• Barringer, B. R. and Ireland, D. (2009) Entrepreneurship: Successfully launching new ventures. Boston: Pearson Education.
• Alinsky, S. D. (1999) Rules for radicals. Westminster: Random House. Burgh, B. (2007) The go-giver. New York: Portfolio Hardcover.
• Claxton, G. (2000) Hare brain, tortoise mind: How intelligence increases when you think less. London: Ecco.
• Gittomer, J. (2003) The sales Bible: The ultimate sales resource. Hoboken, N.J.: John Wiley & Sons. 
• Gladwell, M. (2002) The tipping point: How little things can make a big difference. London: Back Bay Books.
• Godin, S. (2005) Purple Cow. London: Penguin. 
• Godin, S. (2008) Tribes. London: Paitkus

Books: 

• Kirby, D. (2002) Entrepreneurship. Maidenhead: McGraw-Hill Higher Education. 
• Mawson, A. (2008) The social entrepreneur: Making communities work. London: Atlantic Books. 
• Semler, R. (2001) Maverick! The success story behind the world’s most unusual workplace. Harlow: Random House Business Books.
• Vaynerchuck, G. (2009) Crush it! Why now is the time to cash in on your passion. New York: Harper Studio.
• Weinber, T. (2009) The new community rules: Marketing on the social web. Farnham: O’Reilly Media.
• West, C. (2008) Think like an entrepreneur, your psychological toolkit of success. Harlow: Prentice Hall. 

Journals/newspapers: 

• Journal of Social Entrepreneurship; 
• International Journal of Social Entrepreneurship and Innovation; 
• Journal of Innovation and Entrepreneurship; 
• Journal of Entrepreneurship; 

Websites: 

• www.epo.org/index.html 
• www.businessballs.com 
• www.businesslink.co.uk 
• www.directedcreativity.com 
• www.enchantedmind.com 
• www.hypohoist.co.uk 
• www.orkneyrose.com/about 
• www.sfedi.co.uk 

Entry requirements

To enroll in the Micro Doctor program, the learner must possess:

• A Master’s degree from an accredited university or achieved a Level 7 Diploma according to the European Qualifications.
• For degrees from non-global accredited universities, learners should follow the Accreditation of Prior Experiential Learning for Qualification (APELQ) policy of the London Academy of Sciences.
• Learners must be over 24 years old.

Université Libérale de Paris reserves the highest decision-making power for admission whether to accept or not accept after a specific review of each candidate’s profile to ensure they can comprehend and gain benefits when participating. For the fake university or diploma mills, Paris-U shall not be accepted.

English language requirements

If a learner is not from a predominantly English-speaking country, proof of English language proficiency must be provided.

• Common European Framework of Reference (CEFR) level B2 or equivalent
• Or A minimum TOEFL score of 101 or IELTS 6.5; Reading and Writing must be at 6.5 or equivalent.

Students can convert all credits and the full tuition fee when participating in the Paris-U academic programs if they want to study for an academic degree.

Credits transfer:

Learners can accumulate 20 credits from the Micro Doctor program when participating in the Doctor of Business Administration (DBA) or Ph.D. of Paris-U. Please see the credit transfer policy HERE

Tuition fee transfer:

When participating in the DBA/PhD program, students who have graduated from the Micro Doctor program will receive a discount equivalent to the short courses tuition fee. Please see the tuition fee transfer HERE.

As a crucial component of liberal education, Paris-U is the first university in the world to fully implement the APEL.Q approach to acknowledge experience and knowledge. Assist students in becoming rapidly recognized and entering the labour market.

Short Courses Certified programs are completely approved and recognized, according to the same rigorous standards as academic degree programs. Learners might include this qualification in their portfolios when submitting for the APEL.Q examination.

Please note that, the APEL.Q process will only lead to DBA/Ph.D degree from Paris-U, not a dual degree. For more information, read more HERE

Université Libérale de Paris Certified program is not-for-profit, so Paris-U and its partners fully support the tuition fees. Université Libérale de Paris reserves the right not to accept more students if the number exceeds the quotas.

Apply Policy:

• To participate in Paris-U’s Short courses program, students must meet the entry criteria corresponding to each level. Please see the “Entry” tab for more details.
• Paris-U will only accept applicants if their entry qualifications are from diploma mill universities or schools/universities that are accredited.
• For Level 7 short courses programs, if an entry bachelor is unavailable, students must demonstrate at least five years of work experience in the relevant field. Please note that a bachelor’s degree is required for the Master’s program at Paris-U, so you could take the Micro Master program but could not move to the Master’s program at Paris-U.

• English is not a mandatory entry requirement for short course programs, but candidates must ensure that English is used in reading documents, listening to lectures, and doing assignments. Candidates should note that English is a mandatory requirement when switching to an academic program at Paris-Umandatory.

Apply Process:

1.  Choose the program that suits your requirements. Applicants without a university degree will not be able to participate in the program at Level 7, and applicants without a Master’s degree will not be able to participate in the program at Level 8.
2. Email your application to support@paris-u.fr with all the required documents. You can download the application form here.
3. Our admission department will reach out to you and guide you through further processes if the registration documents need to be supplemented.
4. Université Libérale de Paris will issue the Letter of Acceptant (LOA). You will proceed to the next steps according to the instructions and pay the tuition fee.
5. Université Libérale de Paris will issue a student confirmation letter, login account to the e-learning system and related documents.
6. You have become an official Paris-U student and enjoy your study journey.

The Short Courses Certified program is a fully online program. You can study anytime, anywhere. The final exam will be uploaded to the system and marked by the academic panel of Paris-U. Students must submit assignments on time. Otherwise, the student is considered not to continue the program.