BUSINESS START-UP

Single discipline educational activity

Course Sheet

Course code:

CRIM22

Academic Year of enrolment:

2023

Year of supply:

2023/2024

Type of Course:

Characterising

Degree:

Course of 2nd Cycle Degree in ECONOMICS AND FINANCE OF FIRM AND ECOSYSTEMS

Disciplinary Sector:

Business Administration

Language:

Italian

Location:

PESCARA

Credits:

Programme Year:

Professor and Collaborators:

ZIRUOLO Andrea

Cycle:

Second semester

Hours of classroom activity:

Individual study hours:

153

Prerequisites:

In order to make participation in the course effective, the student must possess a propensity aimed at knowing the conceptual tools necessary to face with methodical rigor and with a critical spirit, also from an interdisciplinary point of view, the complex and dynamic reality of companies and of the entrepreneurial approach

Objectives

The course aims to provide knowledge and develop skills in the field of business activity planning and application of technological and organizational-management innovation tools for business start-up, with the following training objectives:

Knowledge and understanding: at the end of the course the student will know and understand the main economic-managerial conceptual categories, the basic logics and tools related to entrepreneurial initiatives.

Ability to apply knowledge and understanding: the student will acquire the knowledge and the ability to apply understanding concerning the creation of a new company and business startup; the development of a business plan, the deﬁnition of the business idea, the formalization of the business model, the research and collection of financial resources, the deﬁnition of the organizational structure.

Making judgements: the student will acquire independence of judgment and the ability to link the theoretical topics and the related application plans, with particular reference to the entrepreneurial process and the critical variables concerning the entrepreneurship theme, such as the entrepreneur's proﬁle, the opportunities entrepreneurial actions, the organization of entrepreneurial action and the role of the environmental context.

Communication skills: the student will acquire communication skills and appropriateness in the use of technical language related to the drafting of a business plan and the process of launching a startup entrepreneurial initiative.

Learning skills: the student will acquire a high learning ability, in theoretical and applied terms, capable of making him autonomous in managing the updating of the topics covered and in entering the world of work.

Contents

CORPORATE STRATEGY, STRATEGIC MANAGEMENT, STRATEGIC PLANNING
1.1. Strategic planning and surroundings
1.2. Strategy, strategic management, strategic planning, strategic plan
1.3. The strategic plan of TEL
1.4. The overall strategy formulation-planning-management control (SP&C) cycle

ANALYTICAL TOOLS FOR STRATEGY FORMULATION AND STRATEGIC PLANNING

2.1. « Rationalistic » and « behavioristic » approach to strategic planning
2.2. Distinction between strategy formulation and its execution
2.3. Conceptual tools for strategy formulation and strategic planning

STRATEGIC MAP AND SYSTEM OF INDICATORS: THE TRAIT D'UNION BETWEEN INTENTIONS AND STRATEGIC ACTIONS

3.1. Strategy explanation
3.2. The strategic map and the business model
3.3. Owners or financial perspective
3.3.1. Accounting model
3.3.2. Economic value model
3.4. The customer satisfaction perspective
3.5. The process excellence perspective
3.6. The organizational development perspective
3.7. Focusing needs within the strategic map
3.8. Result indicators
3.8.1. General Principles of Choice of Indicators
3.8.2. Types of indicators for each perspective
3.8.2.1. Shareholder perspective indicators
3.8.2.2. Customer satisfaction perspective indicators
3.8.2.3. Process excellence perspective indicators
3.8.2.4. Organizational development Perspective indicators
3.9. Critical Risk Factors (CRF)
3.10. Strategic map and result in indicators at the global company or "corporate" level
3.11. The strategic map and the system of indicators in companies and public administrations
3.12. The strategic map and the system of indicators in a public health company
3.13. The strategic map and the system of indicators in a public university

THE STRATEGIC PLANNING PROCESS AND THE BUSINESS PLAN
4.1. The heart of the business plan: strategic actions
4.2. The projects or programs implementing strategic initiatives
4.3. The determination of the results expected from the plan: revenues, costs, and capital requirements of the core business
4.3.1. The sales revenue generation model
4.3.2. The resource requirement and cost generation model for operational management and related investments
4.3.3. The resource requirement and cost and investment generation model for new projects
4.4. The determination of the results expected from the plan: revenues, costs, and capital requirements of the extra-core business
4.5. The business plan of an asset management company

THE ALIGNMENT OF RESPONSIBILITY CENTERS ON THE STRATEGY
5.1. Strategic map and organizational map
5.2. The Centers for Economic Responsibility model
5.3. The model of the Parameters-Objective of the Responsibility Centers
5.4. The model of the Strategic Map of the Responsibility Centers
5.5. Operational mechanisms to strengthen the alignment of Responsibility Centers with corporate strategy
5.6. Operational mechanisms integrated into companies and public administrations
5.7. Some relevant measurement and evaluation problems of the CoR

COMPANY CASES OF STRATEGIC MAP AND SYSTEM OF INDICATORS
6.1. The business cases analyzed: general information
6.2 BSC and reward system
6.2 Information systems supporting Terna's BSC system
6.3.1 The directional control system
6.3.2 BSC in Planning and control system
6.3.3. Corporate competitive strategy
6.3.4 The Book Enterprise strategy map
6.3.5 Identification of company-level KPIs differentiated by perspective
6.3.6 BSC and budget
6.3.7 BSC and final balance
6.3.8 BSC and MBO at the management level
6.3.9 Intervention in the information system
6.3.10 Evaluation of BSC experience in Book Enterprise

THE SP&C INTEGRATED CYCLE AND THE CRITICAL ASPECTS OF STRATEGIC MAPS AND INDICATOR SYSTEMS
7.1. The link between strategy and budgeting/reporting
7.2. Budgeting risks: the « strategic management » budget
7.3. The risks concerning budgeting: the rigidity of the budget
7.4. Risks related to reporting: the reporting of the correct implementation of the strategy
7.5. Risks concerning reporting: monitoring the validity of the existing strategy
7.6. Criticalities and problems inherent in strategic maps and balanced systems of indicators

Extended Syllabus

CORPORATE STRATEGY, STRATEGIC MANAGEMENT, STRATEGIC PLANNING

ANALYTICAL TOOLS FOR STRATEGY FORMULATION AND STRATEGIC PLANNING

STRATEGIC MAP AND SYSTEM OF INDICATORS: THE TRAIT D'UNION BETWEEN INTENTIONS AND STRATEGIC ACTIONS

THE STRATEGIC PLANNING PROCESS AND THE BUSINESS PLAN

THE ALIGNMENT OF RESPONSIBILITY CENTERS TO THE STRATEGY

COMPANY CASES OF STRATEGIC MAP AND SYSTEM OF INDICATORS

THE SP&C INTEGRATED CYCLE AND THE CRITICAL ASPECTS OF STRATEGIC MAPS AND INDICATOR SYSTEMS

Recommended Bibliography

Mappa strategica e business plan
di Luigi Brusa

Editore: Giuffrè
Data di Pubblicazione: 2011

EAN: 9788814172328
ISBN: 8814172323
Pagine: XVI-344

Methods of Provision

Conventional

Teaching Methods

The course will be organized in modules whose lessons will mainly focus on the use of the following teaching methodologies: lectures, case study analysis and business games. Attendance is strongly recommended.

Evaluation methods

Verification of learning:

The assessment of the students' learning level will be carried out with the use of an oral test.

The oral test is aimed at probing the learner's communication skills, mastery of the specific technical language of the discipline dealt with and expository clarity.

The evaluation respects the following criteria:
• Failure to pass the exam: insufficient preparation
• From 18 to 21: sufficient preparation with specific regard to the following educational Objectives: sufficient or just sufficient understanding of the contents required in the exam, sufficient or just sufficient language skills, sufficient or just sufficient ability to contextualize the issues also in the field multidisciplinary
• From 22 to 24: fully sufficient preparation with specific regard to the following educational Objectives: fully sufficient understanding of the contents required in the exam, of the property of language and of the ability to contextualize the issues also in a multidisciplinary context
• From 25 to 26: good preparation with specific regard to the following educational objectives: good understanding of the contents required in the exam, of the property of the language and the ability to contextualize the topics also in a multidisciplinary context

• From 27 to 29:
very good preparation with specific regard to the following educational objectives: understanding of the contents required in the exam, the property of the language and the ability to contextualize the issues also in a multidisciplinary context

• From 30 to 30 cum laude: excellent preparation with specific regard to the following educational objectives/learning outcomes; understanding of the contents required in the exam, of the property of language and of the ability to contextualize the issues even in a multidisciplinary context.

Attending students will have the possibility of taking an intermediate written test and presenting a business idea and the relative business plan through group work.

Contacts/More Information

ERASMUS students are welcome to contact the teacher for their programme. All attending and non-attending students can access all information about the course through the E-Learning platform

Università degli Studi
"G. d'Annunzio"

Chieti - Pescara

Aree

Error message