When student teams consult to emerging or small enterprises as part of a course or field project, few tools exist to guide their efforts, particularly tools tailored to the early stage context. Based on years of working with emerging ventures, the author describes the Supporting Emerging Enterprises or SEE model as a framework for use in capturing the essence of the business, establishing priorities in terms of business needs, and determining which issues the consulting intervention will be able to address. The model is proposed for use at the front end of a student consulting engagement. The SEE model has the students move through three levels of business analysis, termed the core, internal operations and resources, and the external interface. Key issues to explore are identified for each of these three layers of analysis. A number of analytical tools are provided for capturing key processes within the business.
Edited by Michael H. Morris
Michael H. Morris
Edited by Michael H. Morris and Eric Liguori
Minet Schindehutte and Michael H. Morris
The critical role of experiential and co-curricular programming within an overall entrepreneurship education is explored. Categories of experiences, including a number of novel experiential tools, are identified. The concept of an experience portfolio is introduced as a tool for managing and enhancing a student’s exposure to applied elements of entrepreneurship. Core properties of the experience portfolio are reviewed, with attention devoted to the concept of balance, particularly as it relates to the different learning styles of students.