| PUBLIC RELATIONS | |||||
| Bachelor | TR-NQF-HE: Level 6 | QF-EHEA: First Cycle | EQF-LLL: Level 6 | ||
| Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
| BA4220 | Entrepreneurship & Managing Innovation | Fall | 3 | 0 | 3 | 6 |
| This catalog is for information purposes. Course status is determined by the relevant department at the beginning of semester. |
| Language of instruction: | English |
| Type of course: | Non-Departmental Elective |
| Course Level: | Bachelor’s Degree (First Cycle) |
| Mode of Delivery: | Hybrid |
| Course Coordinator : | Prof. Dr. ELİF OKAN |
| Course Lecturer(s): |
Prof. Dr. İPEK ALTINBAŞAK FARİNA |
| Recommended Optional Program Components: | None |
| Course Objectives: | The purpose of this course is to teach students how to recognize and realize an entrepreneurial business idea. The course mainly concentrates on the potential entrepreneurs who are planning to build a new venture. Furthermore, as a key factor effecting the initiation and success of the entrepreneurial ventures, the role of innovation will be discussed. |
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The students who have succeeded in this course; At the end of the course, 1-Students will be able to identify and assess entrepreneurial opportunities, including understanding market needs, competitive dynamics, and industry trends. 2.Students will be skilled in developing and presenting detailed business plans to potential investors, stakeholders, and partners. 3.Students will understand and apply processes for managing innovation, from idea generation to product development and commercialization. 4.Students will cultivate an entrepreneurial mindset, including resilience, adaptability, and the ability to navigate uncertainty and failure. 5.Students will develop critical thinking and problem-solving skills to address complex entrepreneurial challenges and drive innovative solutions. |
| The teaching methods of the course are Case Study, Fieldwork, Project, Collaborative Learning, Reading, Discussion, Individual Study, Lecture. This course provides necessary information related how to create a successful start-up through developing an innovative product /services and how to transform an existing company to be an innovative organisation This module is designed to PROVIDE AN INSIGHT INTO THE CONTRADICTIONS AND PARADOXES OF ENTREPRENEURSHIP. TO MAXIMISE THE POTENTIAL FOR STIMULATING STUDENTS’ ENTREPRENEURIAL MIND-SETS. |
| Week | Subject | Related Preparation |
| 1) | Welcome and Introduction | |
| 2) | Introduction to Entrepreneurship •Definition and significance of entrepreneurship •Types of entrepreneurs and ventures •The impact of entrepreneurship on the economy | |
| 3) | The Entrepreneurial Mindset •Key characteristics of successful entrepreneurs •The importance of creativity and risk-taking •Strategies for overcoming challenges | |
| 4) | Opportunity Recognition •Identifying and evaluating business opportunities •Tools for market research and analysis •Developing a feasibility study | Identifying groups |
| 5) | Business Models •Understanding different types of business models •Creating a value proposition •Introduction to the Business Model Canvas | Reading |
| 6) | Innovation Fundamentals •Defining innovation and its types (incremental, disruptive) •The innovation process: from idea to implementation •Case studies of successful innovations | |
| 7) | Technology and Entrepreneurship •The role of technology in modern entrepreneurship •Digital entrepreneurship and online business models •Assessing technological trends and their impact | |
| 8) | Midterm | |
| 9) | Marketing for Startups •Crafting a marketing strategy for new ventures •Branding and customer engagement •Utilizing digital marketing tools effectively | |
| 9) | i .History of Lean in Manufacturing ii. Lean Manufacturing Principles, how these 9 principles used in production Examples of Lean Principles from Toyota Cooperation | Read: Chapter3 The Lean StartUp |
| 10) | Scaling and Growth Strategies •Strategies for scaling a business successfully •Managing operations and resources during growth •Identifying and mitigating risks in scaling •Business Plan and Financial Plan , Investments and Investors | |
| 11) | Social Entrepreneurship and Innovation •Defining social entrepreneurship and its significance •Balancing profit and social impact •Examples of successful social ventures | |
| 12) | Building Entrepreneurial Ecosystems •Understanding the components of entrepreneurial ecosystems •The role of incubators, accelerators, and mentorship •Networking and collaboration opportunities •Future Trends in Entrepreneurship | |
| 13) | Final Presentations | |
| 14) | Final Presentations |
| Course Notes / Textbooks: | This course does not have a specific textbook.The presentations covered in class will be uploaded to the ITS Learning system. |
| References: | "The Lean Startup" by Eric Ries •Focuses on how startups can be more efficient and innovative through a systematic, scientific approach to creating and managing successful businesses. "Business Model Generation" by Alexander Osterwalder and Yves Pigneur •A practical guide to understanding, designing, and implementing business models, complete with visual tools like the Business Model Canvas. "The Innovator's Dilemma" by Clayton M. Christensen •Explores why successful companies often fail to innovate and how they can overcome challenges to maintain growth through disruptive innovation. "Start with Why" by Simon Sinek •Discusses the importance of purpose in entrepreneurship and how starting with "why" can lead to greater success and impact. "Zero to One" by Peter Thiel Offers insights on creating unique innovations and building startups that contribute to progress, encouraging entrepreneurs to think differently. "Creativity, Inc." by Ed Catmull •A behind-the-scenes look at Pixar and the management strategies that foster creativity and innovation in a highly competitive industry. |
| Semester Requirements | Number of Activities | Level of Contribution |
| Quizzes | 1 | % 20 |
| Presentation | 1 | % 30 |
| Final | 1 | % 50 |
| Total | % 100 | |
| PERCENTAGE OF SEMESTER WORK | % 50 | |
| PERCENTAGE OF FINAL WORK | % 50 | |
| Total | % 100 | |
| Activities | Number of Activities | Duration (Hours) | Workload |
| Course Hours | 13 | 3 | 39 |
| Study Hours Out of Class | 13 | 8 | 104 |
| Presentations / Seminar | 1 | 3 | 3 |
| Midterms | 1 | 2 | 2 |
| Final | 1 | 2 | 2 |
| Total Workload | 150 | ||
| No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
| Program Outcomes | Level of Contribution | |
| 1) | To prepare the students to become communication professionals by focusing on strategic thinking, professional writing, ethical practice and innovative use of traditional and new media | |
| 2) | To be able to create effective public relations plans using fundamental planning components that include situation analysis, public profile, objectives, strategies and tactics. | |
| 3) | To be able to apply theoretical concepts related to mass communication, consumer behavior, psychology, persuasion,sociology, marketing, and other related fields to understand how public realtions works. | |
| 4) | To be able to have the ability to explain and identify problems associated with the relationships between events and facts in the areas of public relations, persuasive communication, communication management, corporate communications. | |
| 5) | To be able to analyze primary and secondary research data in the fields of perception and reputation management and corporate communication practices. | |
| 6) | To be able to search, write, and design articles, newsletters, and fliers, brochures, and announcements, in styles and formats appropraite various audiences, mediums and settings. | |
| 7) | To be able to apply the underlying theories of communication and the necessities of work safety to different types of public relations processes and campaigns. | |
| 8) | To be able to develop creative and persuasive management skills in terms of reputation, employee relations, leadership and similar corporate practices. | |
| 9) | To be able to take responsibility in an individual capacity or as a team in generating solutions to given scenarios which can occur in public relations processes. | |
| 10) | To be able to understand how an organizational culture works and how employees and leaders create messages as a communication tool. | |
| 11) | To be able to critically discuss and interpret theories, concepts, methods, tools and ideas in the field of public relations. | |
| 12) | To be able to to use information, communication technologies and computer software with the required level of public relations, marketing communication, persuasive communication, communication management, corporate communications. | |
| 13) | To be able to explain and describe business marketing activities, economics, business law and global business practices. | |
| 14) | To be able to recognize national and international, social and cultural dimensions of public relations. |