1

Entrepreneurship
and Innovation

By:
Dr. Alemayehu Shiferaw

May, 2021
2

CHAPTER THREE

START-UP
 01 Launching the Business
3

International
02 Entrepreneurship

CONTENT
03 Running the Business

04 Financing the Business

4

1. Launching the Business

 Reality Check – Starting a Business!!
5
If it was easy everyone would do it!!!

 70% of start ups close down within 3 years but remember not all closures are
because of business failure. People often sell businesses or take up paid
employment.

 Running your own business provides you with great learning experience in terms of:

• Leadership and Team Working

• Communication and Networking Skills

• Commercial Awareness

• Planning and Organisation

• Adaptability, Flexibility and Resilience

• Independence
6 Business Success Depends On ?

 Seriously considering your motivation (including

appetite for risk!)
 Being aware of your own ability, skills and
capabilities!
 Realistically thinking through the business idea
and start-up options
 And, if you are starting straight from university,
perhaps at the outset, not having too complex a
business model!
7 The MAIR Model
Motivation Research the
market &
plan
marketing
Write
Your
Ability
Potential Gather team Business
& plan Plan
for operations
Success
Idea
Explore
funding Negotiate
& plan
finances Yourself
Into
Resources Take lots of Business
advice &
network
8 To be successful in business you usually
have to offer:

Something that is better in terms of quality, process,

delivery , service and/or cheaper…

OR

just you and your team being plain nicer to deal

with…

…than the competition!!

 Ideas into Reality – the Idea
9
It might be:
 A ground breaking invention (usually extremely high risk)
 A brand new product or service (very high risk)
 A new solution to an everyday problem (high risk)
 An enhancement to an existing product/service (less
risky)
 A gap in an existing market that you can fill (less risky)
 An interest or hobby that you can turn into a business,
possibly part-time at first, and using known contacts (low
risk)
Make sure that the idea fits with your needs as
an individual or your family
 Preparing for your Own Business
10  Analyze what you want to do and find a
way to do it…. Ask yourself questions
What will I produce?
Who are my main competitors?
Why is my product needed?
How much will product cost to
produce?
How many people will I need to run
the business?
What facilities will I need?
What licenses, permits, or other legal
documents do I need?
How much money do I need to get
started?
 Preparing for your Own Business
11
Careful planning from
the beginning
Develop a BUSINESS PLAN
–a written description of a
new business venture that
describes all aspects of
the business
Essential for potential
investors and banks for
start-up funds
 What is a Business Plan?
12

A business plan is the written document

that details the proposed venture.

It must describe current status,

expected needs, and projected
results of the new business.

The business plan is the entrepreneur’s

roadmap for a successful enterprise.
 Benefits of a Business Plan
13

Specifically for the entrepreneur:

The time, effort, research, and discipline
needed to put together a formal business plan
force the entrepreneur to view the venture
critically and objectively.

The competitive, economic, and financial

analysis included in the business plan subject
the entrepreneur to close scrutiny of his or her
assumptions about the venture’s success.
 Benefits of a Business Plan, cont.
14

The business plan quantifies objectives,

providing measurable benchmarks for
comparing forecasts with actual results.

The completed business plan provides the

entrepreneur with a communication tool
for outside financial sources as well as an
operational tool for guiding the venture
towards success.
 Benefits of the Business Plan cont.
15

Specifically for the financial sources:

Details of the market potential and plans
for securing a share of that market.

The venture’s ability to service debt or

provide an adequate return on equity.

Identifies critical risks and crucial events

with a discussion of contingency plans.
 Pitfalls to Avoid in Planning
16

Pitfall 1: No Realistic Goals

Pitfall 2: Failure to Anticipate Roadblocks
Pitfall 3: No Commitment or Dedication
Pitfall 4: Lack of Demonstrated Experience
(Business or Technical)
Pitfall 5: No Market Niche (Segment)
17
WHO READS THE PLAN?

VENTURE CAPITALISTS
BANKERS
INVESTORS
POTENTIAL CUSTOMERS
LAWYERS
CONSULTANTS
SUPPLIERS
 The Five-Minute Reading
18
Step 1: Determine the characteristics of the venture and its
industry
Step 2: Determine the financial structure of the plan (amount of
debt or equity investment required)
Step 3: Read the latest balance sheet (to determine liquidity,
net worth, and debt/equity)
Step 4: Determine the quality of entrepreneurs in the venture
(sometimes the most important step)
Step 5: Establish the unique feature in this venture (find out what
is different)
Step 6: Read the entire plan over lightly (this is when the entire
package is paged through for a casual look at graphs,
charts, exhibits, and other plan components)
 2. Elements of a
Business Plan

19
20 Complete Outline of a Business Plan

Section I: Executive Summary

Section II: Business Description
A. General description of business
B. Industry background
C. Goals and potential of the business
and milestones (if any)
D. Uniqueness of product or service
 Complete Outline of a Business Plan, cont.
21

Section III: Marketing

A. Research and analysis
1. Target market (customers) identified
2. Market size and trends
3. Competition
4. Estimated market share
B. Marketing plan
1. Market strategy – sales and
distribution
2. Pricing
3. Advertising and promotions
22 Complete Outline of a Business Plan, cont.
Section IV: Operations
A. Identify location
1. Advantages
2. Zoning
3. Taxes
B. Proximity to supplies
C. Access to transportation
23 Complete Outline of a Business Plan, cont.
Section V: Management
A. Management team – key personnel
B. Legal structure – stock agreements,
employment agreements, ownership
C. Board of directors, advisors,
consultants
24 Complete Outline of a Business Plan, cont.
Section VI: Financial
A. Financial forecast
1. Profit and loss
2. Cash flow
3. Break-even analysis
4. Cost controls
5. Budgeting plans
25 Complete Outline of a Business Plan, cont.
Section VII: Critical Risks
A. Potential Problems
B. Obstacles and risks
C. Alternative courses of action
Section VIII: Harvest Strategy
A. Transfer of asset
B. Continuity of business strategy
C. Identify successor
26 Complete Outline of a Business Plan, cont.
Section IX: Milestone Schedule
A. Timing and objectives
B. Deadlines and milestones
C. Relationship of events
Section X: Appendix or Bibliography
27 Putting the Package Together

Appearance
Length
The cover and title page
The executive summary
The table of contents
28 Guidelines to Remember
 Keep the Plan Respectably Short
 Organize and Package the Plan Appropriately
 Orient the Plan Toward the Future
 Avoid Exaggeration
 Highlight Critical Risks
 Give Evidence of an Effective Entrepreneurial
Team
 Do Not Overdiversify
 Identify the Target Market
 Keep the Plan Written in the Third Person
 Capture the Reader’s Interest
29

3. International Entrepreneurship
30 International Entrepreneurship
Entrepreneur: person who creates new ventures
that seek profit and growth
- Faces risks and uncertainty of new and untested
business
New ventures: entering a new market
- Offer a new product or services
- Introduce a new method technology or innovative
use of raw materials
International Entrepreneurship: refers to the
“discovery, evaluation and exploitation of
market opportunities.”
 The Nature of International
31
Entrepreneurship
International entrepreneurship is the process
of an entrepreneur conducting business
activities across national boundaries.
The activities necessary for ascertaining and
satisfying the needs and wants of target
consumers take place in more than one country.
With a commercial history of only 300 years,
the United States is a relative newcomer to
the international business arena.
 The Importance of International Business
32
to the Firm
International business has become
increasingly important to firms of all sizes.
A successful entrepreneur must be able to:
Fully understand the difference between domestic
and international business.
Respond accordingly thereby successfully “going
global.”
33

Discuss on the
advantage and
disadvantage of
international
business
34 Why is International Entrepreneurship
important?
 Most experts consider entrepreneurship the driving
force of all small businesses
 If we want to get a complete understanding of
small businesses in any nation, we need to examine
the level of entrepreneurship in that country
 Entrepreneurship is also seen as the driver of
innovation and economic development for any
nation
 Entrepreneurship not only creates new job but also
generates new wealth and growth
35 International Entrepreneurship and
Small Businesses
Many multinational firms rely on entrepreneurs
and small businesses to do business when
entering a new country

Small businesses can play an important role in

assisting existing multinational companies in
developing or offering new products that can
improve productivity
36 Entrepreneurial Entry Strategies

Exporting
Indirect exporting.
Direct exporting.
Nonequity Arrangements
Licensing.
Turn-key projects.
Management contracts.
37 Entrepreneurial Entry Strategies (cont.)
Direct Foreign Investment
Minority Interests.
Joint Ventures.
Majority Interest.
Mergers:
Horizontal merger.
Vertical merger.
Product extension merger.
Market extension merger.
Diversified activity merger.
38 Entrepreneurial Partnering
Foreign entrepreneurs know the
country and culture.
They can facilitate business transactions
and update the entrepreneur on business,
economic, and political conditions.
Good partners share the
entrepreneur’s vision, are unlikely to
exploit the partnership, and can help
the entrepreneur achieve his or her
goals.
39
4. RUNNING THE BUSINESS
40 UNDERSTAND YOUR PURPOSE

Why Does Your Business

Exist?
What is the Mission of Your
Business?
What are the Values That
Guide Decisions?
41 STRATEGIC PLANNING AND BUDGETING

What is a Strategic Plan?

How Do You Effectively Develop a Plan?
What is an Operational Financial
Budget?
Why Do You Need a Financial Budget?
Examples of Planning
42 IMPLEMENT AND MANAGE TO THE PLAN

Organizational Structure
People/Employee Issues
Knowing Your Customer
Marketing
Competition
Management
Leadership
43 REVIEW RESULTS AND
ACCOMPLISHMENTS

How To Review Your Business?

Why Should You Take Time to Review Your
Business?
Examples and Other Perspectives
44 THE PLAN TO SUCCESS!

PURPOSE

PLAN

REVIEW

IMPLEMENT
45 THIS IS NOT THE PLAN TO SUCCESS!
46 THIS IS JUST LIKE SPORTS:
EUROPEAN FOOTBALL!
PURPOSE

PLAN

REVIEW

IMPLEMENT
47
UNDERSTAND YOUR
PURPOSE
• Why Does Your Business Exist?
• What is the Mission of Your Business?
• What are the Values That Guide Decisions?
• Examples and Other Perspectives
48 WHY DOES YOUR BUSINESS EXIST?

To Use Your Skills

To Help Other People
To Help Society
To Provide For Your Family
To Make Money!
49

“Because capitalistic systems use money

to measure success and value, making
money has become for most people,
institutions, and even society, the ultimate
goal of their existence.
They will soon discover that this is NOT
enough!”

--Charles Handy, The Hungry Spirit

 “Making money is not evil or useless.
50
You prize the money not only for what it
can buy but also for the achievement it
reflects.
You no longer try to impress others with
your status or wealth but focus instead on
inner values of self-fulfillment, personal
growth, and sensitivity to other people’s
lives.”

--Charles Handy, The Hungry Spirit

 “Companies do have a purpose: to add
51 value. They add value by making
something that wasn’t there before or, if it
is already there, making it cheaper, better,
or available to more people.
The company must look beyond profit as a
goal…and discover a greater purpose.
This social…purpose will be defined
through others--not just customers, but also
employees within the company and the
world outside of it.”
--Charles Handy, The Hungry Spirit
52
WHAT IS THE MISSION OF YOUR
BUSINESS?

“Your mission statement represents your

company to the world and your people.
It should drive your strategy. If you don’t
have a mission statement, create one. If
you do have one, make sure it’s the right
one for your organization.”

--Rodin and Hartman

Free, Perfect, and Now
 BASIC GUIDELINE OF A MISSION
53 STATEMENT

It should go beyond what you are selling

It should define what your company believes in
It should embody your company’s highest
values
It should be simple and short
It should be timeless
It should be easy for employees to identify with
You as the leader must live by it!
54 WHAT ARE THE VALUES THAT GUIDE
YOUR DECISIONS?
Shared Values:
“Important concerns and goals that are
shared by most of the people in a group, that
tend to shape group behavior, and that often
persist over time…”
--Kotter and Heskett
Corporate Culture and Peformance
FOUR FACTORS THAT SHAPE MANAGEMENT BEHAVIOR

Corporate Structure
Values and
Systems

MANAGEMENT
BEHAVIOR

Competitive
Leadership Environment

55
56
“To be a high-trust organization,
you and your company must
act in an ethical and consistent
manner and always
demonstrate concern for your
employees. Integrity and
concern are two of the three
imperatives for trust.”

--Robert Shaw
Trust in the Balance
57
THE PLAN TO SUCCESS!
PURPOSE
58
THE PLAN TO SUCCESS!
PURPOSE

PLAN
59 DEVELOP AN OPERATIONAL AND
FINANCIAL PLAN
What is a “Strategic Plan”?
“Something that accurately designates
what the organization will do better than
anyone else in order to be the customer’s
choice.”

--Peter Drucker
Leader of the Future
 HOW DO YOU DEVELOP A PLAN?
60

 Answer these questions:

 What products should we offer?
 To which customer groups should we offer these
products?
 Which industry segment should we focus on?
 What geographic areas should we pursue?
 This will help decide where to spend money
 It will show you which opportunities to pursue
61
FINANCIAL PLANS AND BUDGETS

 A financial plan projects all expected

revenues and expenses over a period of
time
 It is important to project these when you
realistically expect them to occur
 It is important to review the actual revenues and
expenses frequently to make sure you stay with
your financial plan
 If there are others involved with your business,
make sure that they are accountable for their part
of the financial plan
62
THE PLAN TO SUCCESS!
PURPOSE

PLAN

IMPLEMENT
63 IMPLEMENT AND MANAGE THE PLAN

Organizational Structure
People/Employee Issues
Knowing Your Customer
Marketing
Competition
Management
Leadership
64 ORGANIZATIONAL STRUCTURE

Clearly Understood Roles and

Responsibilities
All Levels are Accountable for Results
Good Communication From Leaders as to
The Plan
Good Examples by Leaders in Following
The Plan
65 PEOPLE/EMPLOYEE ISSUES

Set Good Example

Understand Different Personality Styles
People Skills Seminar
Allow Employees to Develop Solutions to
Problems
Develop Open, Honest Communication Skills
Be More of a Coach than a Boss
 PRACTICE GOOD SUPERVISION
66
 Top 10 Duties of a Supervisor (Foreman)
 Determine Priorities
 Schedule and Distribute Work
 Coordinate the Efforts of Others
 Observe and Evaluate Performance
 Provide Honest Performance Feedback
 Coach and Train Employees
 Handle Paperwork
 Communicate Policies, Procedures, and Processes
 Address Problems in a Timely Manner
 Look for Ways to Improve the Way Work Gets Done
(From The New Supervisor’s Survival Manual by
William Salmon)
 KNOW YOUR CUSTOMER
67

Stick with Your Strategic Plan as to Who Your

Customer Is
Under Promise/Over Deliver
Exceed Customer Expectations
Create Positive Customer Experiences
Respond Quickly and Personally to Customer
Complaints
If your Employees are Loyal, Your Customers will
Be Loyal
 PRACTICE GOOD MARKETING
68

“You need to have a marketing

strategy based on customer value.
That means understanding customer
needs, not selling the product;
developing customer relationships,
not focusing on transactions;
learning how to keep and grow
customers, not acquire new
customers.”
--Philip Kotler
Kotler On Marketing
 COMPETITION
69
In a Free Market Enterprise, Understand
that Customers Have a Choice of
Products
Try to Understand What Others who sell
your Product (Your Competitors) are
Doing
Try to Make Your Product Different
What Value Can You Add at the Same
Price?
Learn From Your Competitors
Know Why Customers are Buying From
Others
 MANAGEMENT AND LEADERSHIP
70

Management is Doing Things Right;

Leadership is Doing The Right Things
Managers Make Sure Things Get Done;
Leaders Make Sure the Right Things Get
Done
Managers Implement The Plan;
Leaders Develop the Plan
71 HOW MANAGERS MAKE EFFECTIVE
DECISIONS
 Classify the Problem
 Define the Problem
 Define the Objectives the Decision Must Satisfy
 Decide What Is Right
 Take Action
 Get Feedback
--Peter Drucker
The Profession of Management
72 SUMMARY OF IMPLEMENTATION

Create Good Organizational Structure

Know Your Employees Well
Know Your Customer
Market Your Product Well
Learn From Your Competition
Make Effective Management Decisions
Set a Good Leadership Example
73 THE PLAN TO SUCCESS!

PURPOSE
74 THE PLAN TO SUCCESS!

PURPOSE

PLAN
75 THE PLAN TO SUCCESS!

PURPOSE

PLAN

IMPLEMENT
76 THE PLAN TO SUCCESS!

PURPOSE

PLAN

REVIEW

IMPLEMENT
77 REVIEW RESULTS AND
ACCOMPLISHMENTS

•How To Review Your

Business?
•Why Should You Take Time to
Review Your Business?
 HOW TO REVIEW YOUR BUSINESS
78

Determine What You Want to Review

Goals, Objectives, Mission, Purpose
Important Implementation Activities
People, Financial, Customer, Competition Issues

Make The Review Measurable

Objective Data, Easy to Chart
Determine How Often You Will Review
Daily, Weekly, Monthly, Quarterly
Maintain Your Review Plan
Be Consistent
79 WHY REVIEW YOUR BUSINESS?

It Helps You Know What is Happening in Your

Business Before it is Too Late
It Will Help You Make Adjustments in Your
Strategy
It Helps You Stay on Your Plan
It Lets Your People Know That You are Interested
in Your Business
It will Help You Better Plan for The Future
80 THE PLAN TO SUCCESS!

PURPOSE

PLAN

REVIEW

IMPLEMENT
81

QUESTIONS??
82
5. SOURCES OF FINANCE
Different ways a business can obtain money
 Sources of Finance
83

Sources of finance can be classified into:

Internal sources (raised from within the

organisation)

External (raised from an outside source)

 Internal Sources
84

There are five internal sources of finance:

Owner’s investment (start up or additional
capital)
Retained profits
Sale of stock
Sale of fixed assets
Debt collection
 Internal Sources
85
Owner’s investment
 This is money which Advantages
comes from the  Doesn’t have to be
owner/s own savings repaid
 It may be in the form of  No interest is payable
start up capital - used
when the business is
setting up Disadvantages
 It may be in the form of  There is a limit to the
additional capital – amount an owner can
perhaps used for invest
expansion
 This is a long-term
source of finance
 Internal Sources
86
Retained Profits

 This source of finance is Advantages

only available for a  Doesn’t have to be repaid
business which has been  No interest is payable
trading for more than
one year
Disadvantages
 It is when the profits  Not available to a new
made are ploughed business
back into the business  Business may not make
 This is a medium or long- enough profit to plough
term source of finance back
 Internal Sources
87
Sale of Stock
 This money comes in from
selling off unsold stock
 This is what happens in
the January sales
 It is when the profits
made are ploughed
back into the business
 This is a short-term source
of finance
Advantages
 Quick way of raising
finance
 By selling off stock it
reduces the costs
associated with holding
them
Disadvantages
 Business will have to take a
reduced price for the stock
 Internal Sources
88
Sale of Fixed Assets

 This money comes in from Advantages

selling off fixed assets, such
as:
 a piece of machinery that is
no longer needed
 Businesses do not always
have surplus fixed assets
which they can sell off
 There is also a limit to the
number of fixed assets a
firm can sell off
 This is a medium-term
source of finance
 Good way to raise
finance from an asset
that is no longer needed
Disadvantages
 Some businesses are
unlikely to have surplus
assets to sell
 Can be a slow method of
raising finance
 Internal Sources
89
Debt Collection

 A debtor is someone who Advantages

owes a business money
 A business can raise
finance by collecting the
money owed to them
(debts) from their debtors
 Not all businesses have
debtors ie those who deal
only in cash
 This is a short-term source of
finance
 No additional cost in
getting this finance, it is part
of the businesses’ normal
operations
Disadvantages
 There is a risk that debts
owed can go bad and not
be repaid
 External Sources
90

There are five internal sources of

finance:
Bank Loan or Overdraft
Additional Partners
Share Issue
Leasing
Hire Purchase
Mortgage
Trade Credit
Government Grants
 External Sources
91
Bank Loan

 This is money borrowed Advantages

at an agreed rate of  Set repayments are spread
interest over a set period over a period of time which
of time is good for budgeting
 This is a medium or long- Disadvantages
term source of finance  Can be expensive due to
interest payments
 Bank may require security
on the loan
 External Sources
92
Bank Overdraft
 This is where the business is
allowed to be overdrawn on
its account
 This means they can still write
cheques, even if they do not
have enough money in the
account
 This is a short-term source of
finance
Advantages
 This is a good way to cover the
period between money going
out of and coming into a
business
 If used in the short-term it is
usually cheaper than a bank
loan
Disadvantages
 Interest is repayable on the
amount overdrawn
 Can be expensive if used over a
longer period of time
 External Sources
93
Additional Partners

 This is sources of Advantages

finance suitable for a  Doesn’t have to be
partnership business repaid
 The new partner/s can  No interest is payable
contribute extra Disadvantages
capital  Diluting control of the
partnership
 Profits will be split more
ways
 External Sources
94
Share Issue

 This is sources of Advantages

finance suitable for a  Doesn’t have to be
repaid
limited company
 No interest is payable
 Involves issuing more Disadvantages
shares  Profits will be paid out as
 This is a long-term dividends to more
shareholders
source of finance
 Ownership of the
company could change
hands
 External Sources
95
Leasing
 This method allows a business
to obtain assets without the
need to pay a large lump sum
up front
 It is arranged through a
finance company
 Leasing is like renting an asset
 It involves making set
repayments
 This is a medium-term source
of finance
Advantages
 Businesses can have the use of
up to date equipment
immediately
 Payments are spread over a
period of time which is good
for budgeting
Disadvantages
 Can be expensive
 The asset belongs to the
finance company
 External Sources
96
Hire Purchase
 This method allows a business to
obtain assets without the need
to pay a large lump sum up
front
 Involves paying an initial deposit
and regular payments for a set
period of time
 The main difference between
hire purchase and leasing is that
with hire purchase after all
repayments have been made
the business owns the asset
 This is a medium-term source of
finance
Advantages
 Businesses can have the use of
up to date equipment
immediately
 Payments are spread over a
period of time which is good for
budgeting
 Once all repayments are made
the business will own the asset
Disadvantages
 This is an expensive method
compared to buying with cash
 External Sources
97 Mortgage
 This is a loan secured on Advantages
property  Business has the use of the
property
 Repaid in instalments
over a period of time  Payments are spread over a
typically 25 years period of time which is good for
budgeting
 The business will own the  Once all repayments are made
property once the final the business will own the asset
payment has been
Disadvantages
made
 This is an expensive method
 This is a long-term source compared to buying with cash
of finance
 If business does not keep up
with repayments the property
could be repossessed
 External Sources
98
Trade Credit

 Trade credit is summed up by Advantages

the phrase:  Business can sell the goods first
and pay for them later
 Good for cash flow
buy now pay later  No interest charged if money is
paid within agreed time
Disadvantages
 Typical trade credit period is  Discount given for cash
30 days payment would be lost
 Businesses need to carefully
manage their cash flow to
 This is a short-term source of ensure they will have money
finance available when the debt is due
to be paid
 External Sources
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Government Grants

 Government organisations such Advantages

as Invest NI offer grants to
businesses, both established and
new
 Usually certain conditions apply,
such as where the business has to
locate
 Don’t have to be repaid
Disadvantages
 Certain conditions may apply eg
location
 Not all businesses may be eligible
for a grant
 Factors Affecting Choice
100
of Source of Finance

The source of finance chosen will depend on

a number of factors:
Purpose – what the finance is to be used for
Time Period – how long the finance will be
needed for
Amount – how much money the business needs
Ownership and Size of the business
 Group Assignment!!!
101
Business Plan
You are intending to set-up a small business (of your choice) in your local area. Your biggest hurdle
is attracting investors to finance the business.
You are to develop a business plan for potential investor’s evaluation.
The business plan should encompass the following areas:
1. Backgrounds of the business project (what sort of business?)
2. Form of ownership (registration of business, approving authorities and entry/exit barriers)
3. SWOT analysis (including an analysis of your potential competitors)
4. The financial plan (initial capital, pricing and break-even analysis)
5. Contingency planning with regards to managing cash flow
6. Marketing plan
7. Inventory issues (especially if your business requires the acquisition of inventories)
8. Human resource issues
9. Any other issues
10. Suggested format – (comments of business plan which will be given to you)
 Group Assignment!!! Cont’d…
102
Requirements:
1. Each group should consist of 4 members. A team leader and a secretary should be elected by the
group
2. Prepare power point presentation and each members should present their work (individual evaluation)
3. A written report must also be submitted in A4 size paper. Double-spaced your print – out. Do not
print your report on both sides of the A4 size paper submit soft copy of your business proposal via
alexshiferaw2@gmail.com
4. A cover page listing all students’ particulars must be attached to the report
5. The written report should not exceed 5000 words in length. Font size 12 (Arial or TNR)
6. It is important that the students submit the written assignment on time. There will be a late
submission penalty of 5 % of possible marks for each day, unless special permission has been
obtained from the instructor.
7. Attach any reference materials in the Annex section

Note: - Submission date June 26/2021 and presentation date will start by the same day (till 11:30 PM).
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