Module 1 - FM ELEC3

Republic of the Philippines
Laguna State Polytechnic University
ISO 9001:2015 Certified

Provinceof Laguna
Level I Institutionally Accredited
LSPU Self-Paced Learning Module (SLM)

Course VENTURE CAPITAL ( FM ELEC3 )
Sem/AY 2nd Semester 2021-2022
Module No. 1
Lesson Title Introduction: What is Entrepreneurship
A Perspective on Entrepreneurship
Some Thoughts of Business Plan
Week
2-5
Duration
Date
Description
This module will discuss the importance Venture Capital and Identify potential
of the impacts on business operations
Lesson
Learning Outcomes
Intended Students should be able to meet the following intended learning outcomes:
Learning
 Identify potential impacts of Venture Capital on business operations
Outcomes
Targets/ At the end of the lesson, students should be able to:
Objectives ● Developed an understanding of major issues Venture Capital
● Developed skills in researching and analyzing trends in Entrepreneurship
practice in businss organization
Student Learning Strategies
Lecture Guide:
Offline Activities
(e-Learning/Self-
Paced)
https://www.postermywall.com/index.php/posters/search?s=entrepreneur
LSPU SELF-PACED LEARNING MODULE: VENTURE CAPITAL FM ELEC3 Prepared by: MADELON C. BRIZ

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A Perspective on Entrepreneurship
ENTREPRENEURSHIP an important component of a capitalist economy
thrives in economic systems that support innovation and hard work
Entrepreneurs = success = nation. It refers to the economic activity of a person
who starts, manages, and assumes the risk of a business enterprise.
Entrepreneurs = success = nation.
An Entrepreneur is someone who runs a business as a sole owner with the
aim of making profit even though they encounter a lot of challenges and is the
person who undertakes entrepreneurial activities
https://www.tuko.co.ke/283663-theories-entrepreneurship.html
Entrepreneurship and Economic Development
Entrepreneur Focus:
Robert, M., Stevenson, H., (et a) (2019) New Business Venture and the Entreprenuer, MCGraw-Hill/Irwin

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ENTREPRENEURS’ FUNCTION:
 To supply the necessary capital

 To organize the production by buying and combining inputs like
materials and labor
 To decide on the rate of output, in the light of his expectation about
demand
 To bear the risk inherent to the venture
 Products and services for customer’s and producers
 Employment
 Taxes
 Demand and supplies’ products and services
 Training facilities for future entrepreneurs

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Entrepreneural Task

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Activity : Innovation
 Product
Name
Description of the Product
Tagline
Short Commercial
Logo
Different theories of entrepreneurship
1. Economic theories of entrepreneurship

The economic theory is among the main economic theories of
entrepreneurship.
https://www.tuko.co.ke/283663-theories-entrepreneurship.htm
2. Sociological theories of entrepreneurship

This is also among the contemporary theories of entrepreneurship. It
argues that the success of an entrepreneur is affected by their social
culture.
3. Entrepreneurship Innovation theory
This is also the top theories of entrepreneurship in Kenya. An
entrepreneur does not merely conduct business to better their lives
alone. https://www.tuko.co.ke/283663-theories-entrepreneurship.html

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4. Psychological Theory
5. Theory of high achievement/Theory of achievement motivation

That people who aim to become entrepreneurs must have a need for
achievement, a need for affiliation and a need for power.
6. Resource based theories

According to these theories, entrepreneurs require resources to go
about their businesses.. https://www.tuko.co.ke/283663-theories-
entrepreneurship.html
7. Opportunity based theory

With the aim of being successful, entrepreneurs grab any opportunity
they come across. These opportunities are made available through
the changes in technology, society or culture. Notably, as these
changes occur, consumers change their preferences. An entrepreneur
must therefore take those changes as opportunities of succeeding in
their businesses. Also, technology sets a basis upon which innovation
is created and facilitated. Therefore, this theory suggests that
entrepreneurs are always on the lookout for opportunities that will
enable them increase the growth of their ventures.

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8. Status
withdrawal theory
This theory argues that entrepreneurial aggressiveness can be
created when people of a certain class lose the prestige they initially
had or when they belong to a minority group.
Types of Entrepreneurs
1. Small business entrepreneurship
2. Large company entrepreneurship
3. Scalable startup entrepreneurship
4. Social entrepreneurship
5. Innovative entrepreneurship
6. Hustler entrepreneurship
7. Imitator entrepreneurship
8. Researcher entrepreneurship
9. Buyer entrepreneurship

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Some Thoughts of Business Plan

This note is about entrepreneurial ventures and the role of business plans. The
rest of this note develops a conceptual framework for understanding
entrepreneurial venture creation and management.
Four Dynamic Components of any Entrepreneurial Process or Venture

1. People
2. Opportunity
3. External Context
4. Deal
People
Those individuals or groups who perform services or provide resources for the
venture, whether or not they are directly employed by the venture.
Opportunity
Any activity requiring the investment of scarce resources in hopes of future
return
External Context
Those factors that affect outcome of the opportunity but that are generally
outside the direct control of management
Deal
The complete set of implicit and explicit contractual relationships between the
entity and all resource providers.
Fit
The fundamental insight gained from studying hundreds of successful and
unsuccessful ventures is the concept of integration which is defined as the
degree to which people, the opportunity, the deal, and the context together
influence the potential for success.
https://www.coursehero.com/file/40961439/Some-Thoughts-on-Business-Planspptx/

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Dynamic Fit Management

The people
Read the resume section first because the people part of the new venture is the
most important, but because without the right team, none of the other parts
really matters.
The Opportunity
When it comes to the opportunity itself, a good business plan begins by

focusing on two questions:
1. Is the total market for the venture's product or service large, rapidly
growing, or both?
2. Is the industry now, or can it become, structurally attractive?
Rules for Writing A Business Plan:

1. Keep it short
2. Know your audience
Difference between Feasibility Study and Business Plan

1. Emphasis
2. Target Audience
3. Sections
4. Versions
5. Importance
Business Plan: new company, new product. Generally project 3-5 years;
show the business goals the route a company intends to take grow
revenues; essential roadmap for business to succeed.
Business Plan Format
I . Cover page with tittle and name of Proponents

II .Table of Contents
III. Executive Summary
IV. Company Description
V. Market Analysis / Opportunity / Industry and Market Description
VI. Market and Sales Strategy

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VII. Business Model Explanation (Product or Services )

VIII. Management & Organisation
IX. Marketing Plan
X. Operational Plan
XI. Financial Plan
XII. Appendix
The appendix includes additional documents that the reader of the business plan
may want to refer to.
Incidental or supporting materials that are relevant to the findings of the study.
Example:
- Credit history
- Resume of key managers
- Product pictures
- Letter of Preference
- Details of market studies
- Licenses, permits or patens
- Legal documents
- Leases, Building permits, contracts
- List of consultants, etc.
XIII. Bibliography
XIV. Curriculum Vitae
All materials used in the report, whether cited in the text or not.
https://www.researchgate.net/publication/309642187_The_Business_Model_and_Business_Plan

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Engaging Activities
1. What is your overview on the perpective of Entrepreneurship

2. Differentiate Business Plan to Feasibility study
3. Prepare a Group Business Plan and follow the format
Performance Tasks
Understanding Directed Assess

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Rubric for Designing Lesson Plan (PT 2)
Rubric for Student Reflections
Above Meets Approaching Below

Expectations Expectations Expectations Expectations
2 1
4 3
Reflective The reflection The reflection The reflection The reflection
Thinking explains the explains the attempts to does not
student’s own student’s thinking demonstrate address the
thinking and about his/her thinking about student’s
learning own learning learning but is thinking and/or
processes, as well processes. vague and/or learning.
as implications unclear about the
for future personal learning
learning. process..
Analysis The reflection is The reflection is The reflection The reflection
an in-depth an analysis of the attempts to analyze does not move
analysis of the learning the learning beyond a
learning experience and experience but the description of
experience, the the value of the value of the the learning
value of the derived learning learning to the experience.
derived learning to self or others. student or others is
to self or others, vague and/or
and the unclear.
enhancement of
the student’s
appreciation for
the discipline.
Making The reflection The reflection The reflection The reflection
Connections articulates articulates attempts to does not
multiple connections articulate articulate any
connections between this connections connection to
between this learning between this other learning
learning experience and learning experience or experiences.
experience and content from and content from
content from other courses, other courses, past
other courses, past learning learning
past learning, life experiences, experiences, or
experiences and/or future personal goals, but
and/or future goals. the connection is
goals. vague and/or
unclear.

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Learning Resources
 Ramsinghani,M.,(2021) The Business of Venture Capital The Art of Raising a Fund,

Structuring Investments, Portfolio Management and Exits 3rd Edition,John Wiley & Sons,
Inc., hoboken, New Jersey
 Guilhon, B., Montchaud, S., (2020) Venture Capital and the Financing Innovation, 6th
edition, ISTE Ltd and John Wiley & Sons, Inc.
 Asor, W.B., Ph.D., (2014).ENTREPRENEURSHIP IN THE PHILIPPINE SETTING. Rex
Bookstore, Inc.
 Robert, M., Stevenson, H., (et a) (2019) New Business Venture and the
Entreprenuer, MCGraw-Hill/Irwin
 Subburaj, R., (2017) Total Quality Management, Macgraw Hill International
 Spiers J.W., (2019) How Small Business Trade Worldwide: Your Guide to Starting /
Expanding a Small Business International Trade Haworth Press Inc.
 CliffsNotes.com.ThEDecisionMakingProcess.24Feb2014
 <http://www.cliffsnote.com/WileyCDA/CliffsReviewTopics/topicArticled-894 ,
articled-8863.html>.
 https://hbsp.harvard.edu/product/802048-PDF-ENG
 https://hbsp.harvard.edu/product/805019-PDF-ENG
 https://www.education.ne.gov/wp-
content/uploads/2017/07/RR_InstructorGuide.pdf
 https://www.open.edu/openlearn/money-business/business-strategy-
studies/different-types-business/content-section-4
 https://www.semanticscholar.org/paper/Strategic-Planning-Objectives-for-
Venture-in-A-Coss-
Dhillon/8a0d5a018f235741e1624d481fc74d9f4ce45aaf/figure/2
 https://www.tuko.co.ke/283663-theories-entrepreneurship.html
 https://www.indeed.com/career-advice/career-development/types-of-
entrepreneurship
 https://www.researchgate.net/publication/309642187_The_Business_Model_and
_Business_Plan
 https://www.postermywall.com/index.php/posters/search?s=entrepreneur

Provinceof Laguna
Intellectual Property
This module is for educational purpose only. Under section Sec. 185 of RA 8293,
which states, “The fair use of a copyrighted work for criticism, comment, news reporting,
teaching including multiple copies for classroom use, scholarship, research, and similar
purposes is not an infringement of copyright.”
The unauthorized reproduction, use, and dissemination of this module without

joint consent of the authors and LSPU, is strictly prohibited and shall be prosecuted to the
full extent of the law, including appropriate administrative sanctions, civil, and criminal.
Prepared by:
MADELON C. BRIZ, MBA

Instructor I

Module 1 - FM ELEC3

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Republic of the Philippines

Laguna State Polytechnic University

ISO 9001:2015 Certified

LSPU Self-Paced Learning Module (SLM)

Student Learning Strategies

ISO 9001:2015 Certified

ISO 9001:2015 Certified

 To supply the necessary capital

ISO 9001:2015 Certified

ISO 9001:2015 Certified

ISO 9001:2015 Certified

Different theories of entrepreneurship

1. Economic theories of entrepreneurship

2. Sociological theories of entrepreneurship

ISO 9001:2015 Certified

5. Theory of high achievement/Theory of achievement motivation

6. Resource based theories

7. Opportunity based theory

ISO 9001:2015 Certified

ISO 9001:2015 Certified

ISO 9001:2015 Certified

ISO 9001:2015 Certified

ISO 9001:2015 Certified

Some Thoughts of Business Plan

Four Dynamic Components of any Entrepreneurial Process or Venture

ISO 9001:2015 Certified

Dynamic Fit Management

When it comes to the opportunity itself, a good business plan begins by

Rules for Writing A Business Plan:

Difference between Feasibility Study and Business Plan

I . Cover page with tittle and name of Proponents

ISO 9001:2015 Certified

VII. Business Model Explanation (Product or Services )

ISO 9001:2015 Certified

1. What is your overview on the perpective of Entrepreneurship

Understanding Directed Assess

ISO 9001:2015 Certified

Rubric for Designing Lesson Plan (PT 2)

Rubric for Student Reflections

Above Meets Approaching Below

ISO 9001:2015 Certified

 Ramsinghani,M.,(2021) The Business of Venture Capital The Art of Raising a Fund,

ISO 9001:2015 Certified

The unauthorized reproduction, use, and dissemination of this module without

MADELON C. BRIZ, MBA

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