NCL3100 Module Handbook by Newcastle University

Contents Useful Contact Details ..................................................................................................................... 3 Useful Links and Contacts ............................................................................................................... 4 Module Overview ............................................................................................................................. 5 Teaching and Methods of Delivery................................................................................................... 6 Outline of Syllabus ........................................................................................................................... 7 Assessment Overview ..................................................................................................................... 8 Assessment 1 Details: Market Opportunity Report (50%) ................................................................ 9 Assessment 2 Details: Start-up Pitch (50%) .................................................................................. 13 Learning Activity Guidelines ........................................................................................................... 19 Submission of Assignments and Personal Extentuating Circumstances ....................................... 20 Return of Marks ............................................................................................................................. 21 Student Voice Committee .............................................................................................................. 22

Useful Contact Details Amelia Reeves

Jenny Brady

Module Leader

Module Support

Enterprise Adviser

amelia.reeves@ncl.ac.uk

jenny.brady@ncl.ac.uk

Laura Brown

Steve Bowden

Module Support

Start-up Adviser

Enterprise Adviser

stephen.bowden@ncl.ac.uk

laura.brown9@newcastle.ac.uk

Gretel Dixon Start-up Adviser gretel.dixon@ncl.ac.uk

General Queries Standard office hours apply for staff between 09.00 and 17.00 Monday to Friday and you should not expect a response outside of these hours. Emails will be responded to within 3 working days unless the module leader is unavailable. In this event check their email Out of Office message, which will notify you of the best course of communication for your query. Module Leader Office Hours The module leader will have standard office hours where they are available to discuss module content in detail. These hours are advertised on Canvas. You can book a time slot to discuss any module specific issues with the module leader via email.

Useful Links and Contacts START UP is the team within the Careers Service who support students who are interested in starting a business, going freelance or building a portfolio career. They can be found on these platforms:

@nclstartup

@NCLStartup

http://www.ncl.ac.uk/careers/startup/

You can also refer to the Careers Service for a vast array of support including CV advice, finding a graduate career, finding work experience and postgraduate study.

@nclcareers

http://www.ncl.ac.uk/careers

@nclcareers

Module Overview This module enables students to gain experience in developing business ideas to fully formed concepts. Students taking this module are likely to have a wide variety of business types and may be at different stages of venture creation. Therefore, the syllabus and the content of the learning journey provide a flexible and dynamic approach to suit the needs of the individual’s business and personal development. The module applies a semi-structured programme of learning activities as a means for students to develop their knowledge of business start-up; students will then be supported to apply this knowledge to their own business during the course of the module to foster development and growth. Module Aims: • To facilitate and support students in developing new venture ideas into sustainable business models, or in running their own business. • To present the opportunity to apply knowledge of key business functions to a real-life business venture. • To develop students’ ability to meaningfully communicate the value of the products, services or ideas they generate. • To support students to become independent self-directed learners via goal setting and developmental approaches. • To create a low-risk learning environment which allows students to explore their entrepreneurial intentions and effectiveness

Intended Knowledge Outcomes • •

• •

To understand how to critically evaluate market opportunities to explore the viability of new venture creation ideas. To develop knowledge of appropriate theory and practice of key business functions including market research, financial sustainability, intellectual property and marketing to a new venture. To understand how to apply the above knowledge to an original idea in order to develop it into a business model. To develop an awareness of issues which affect the economy, environment and individuals which directly influence venture creation.

Intended Skills Outcomes • • • • • •

To develop effective SMART goal setting skills for business and personal development. To develop effective networking skills in order to validate ideas or build support networks. To develop business acumen and the ability to design a sustainable business model. To be able to evaluate issues and make decisions in situations of ambiguity, uncertainty and risk. To be able to identify areas of personal strengths and weaknesses and reflect on founder development. To develop pitching skills and be able to articulate the value of a new venture.

Teaching and Methods of Delivery Students taking this module are likely to have a wide variety of business types and may be at different stages of venture creation. Therefore, the syllabus has a flexible and dynamic approach to suit a wide variety of needs.

Non Synchronous Pre-recorded Core Lecture content

•There will be core content for you to access on Canvas. These recordings will introduce the core concepts of the module and guide you through key learning points. •It is important that you have completed these sessions before attending the synchronous group sessions that link to this material.

Core Content Linked Activities

•Each core content pre-recorded session will be linked to an activity. This is essential to complete in order to make progress on the module and to perform well in the assessments.

Synchronous Group Sessions

•Approximately bi-weekly you will meet the rest of the cohort in a synchronous session to discuss the activities you have completed, build on each other's ideas and share learning.

Synchronous Whole Cohort Sessions

•There are some full cohort synchronous sessions as part of the module where you need to engage with the content at a specific allocated time.

Essential Reading Self-directed Learning Activities Start-up/Enterprise Adviser Coaching

•There is a reading list for this module which can be found on Canvas. Key reading is highlighted to you at the end of each Core Content session.

• A minimum of 25 hours of self-directed learning activities are essential. You'll conduct additional research and meet with people outside of the core module team to develop your learning and make business and personal progression.

•You will work throughout the year 121 with both an Enterprise Adviser and a Start-up Adviser. They will conduct coaching appointments with you to ensure adequate progress is made against your ideas and aspirations.

Outline of Syllabus Semester 1 – Market Opportunity This Semester is focused on conducting high quality, detailed market research. You will spend time learning how to conduct efficient and effective research before analysing the potential market opportunity behind your idea. You will conduct both primary and secondary research to understand: • • • • •

the size of the sector and size of your potential target market the problem that you are trying to solve and how your target market experiences this problem your competitors and how you will position yourself against them your unique selling points how you should communicate your value proposition.

Semester 2 – Business Development This semester is spent developing your idea into a sustainable business model with a consideration of feasibility, viability and desirability. You will explore each of the individual elements that need to be considered to take an idea into a fully functioning business. Topics covered in Semester 2 include: • • • • • •

Building a business model Financial sustainability Intellectual property and legal considerations Founder skills/talent planning Marketing and social media Sales strategies

Participation and Attendance This is a 20-credit module and you are expected to carry out both independent research and study. Including the core content, you should spend a total of 200 hours on this module across the academic year. You will be expected to actively engage in discussions and activities. Attendance at synchronous sessions is mandatory and is monitored; non-attendance is recorded and reported - you must notify the Module Leader as a basic expectation if you are unable to attend due to unavoidable/special circumstances. Non-attendance and engagement with may trigger the need for contact and discussion with your academic School and Personal Tutor to monitor and safeguard the situation for prevention of a negative impact on your degree outcome.

Assessment Overview

Formative Assessment Description Value Proposition & Research Sample

Semester 1

Due Date 20 November – 4pm

Comment This is an opportunity for students to submit a sample of no more than 400 words outlining their value proposition and some of the evidence explored to validate it.

Practice Pitch

24th March – 4pm

This is an opportunity to submit a max 3 minute pre-recorded draft version of a section of your final pitch to allow for comments and feedback on the content.

Summative Assessment Description Market Opportunity Report Start-up Pitch

Semester Due Date 16th December 1 – 4pm

1st / 2nd / 3rd / 4 June – slots to be arranged th

Value Comment 50% 2000 word report which requires you to outline your idea, present details of the market opportunity that exists and design an action plan for Semester 2. 50%

A 15 minute presentation spent outlining your full solution and the details of your business model which you have been developing across Semester 2.

Assessment 1 Details: Market Opportunity Report (50%) This assessment requires you to outline your idea, present details of the market opportunity that exists and design an action plan for Semester 2. You should first concisely explain your idea and your value proposition. You should persuasively outline the market research you have conducted across Semester 1 and demonstrate how the results of this research suggest there is value in pursuing your idea. You must also include an action plan for Semester 2. This will involve setting 3 SMART Goals – 1 which is founder specific and 2 which are business specific. Your action plan should include a short reflective rationale which demonstrates strong self-awareness of your development to date. NCL3100: Semester 1 Assessment Criteria

Fail 0-39

Third 40-49

2:2 50-59

2:1 60-69

Value Proposition

There is no evidence of an attempt to create a value proposition.

Your value proposition attempts to outline your idea, but this is not concise and may be confusing. There is an attempt to communicate why a customer should engage with your business, but this is long-winded and unclear.

Your value proposition outlines your idea and attempts to communicate why a customer should engage with your business. It may be unclear or longwinded.

Your value proposition is focused and manages to succinctly communicate your idea and why a customer should engage with your business.

(20%)

There has clearly been a consideration of your target market’s pains, gains and jobs.

70-79

Your value proposition is written with flair and manages to succinctly communicate your idea and why a customer should engage with your business. There has clearly been an in-depth consideration of your target market’s pains, gains and jobs and how your value proposition will sufficiently differentiate you from your competitors.

1st

80+

In addition, your value proposition makes it clear to the assessors that your idea is highly original.

Market Research (40%)

There will be highly limited evidence of market research conducted and as such the potential value of your idea will be missing.

There will be evidence of market research, but this will be lacking in detail and will fail to justify the value of your idea. There will be secondary or primary research. Your research may have been poorly designed or conducted with an inappropriate audience who do not match your target market.

There will be evidence of both secondary and primary market research, but this will be lacking in detail in some respects and as such fail to justify the value of your idea. Your secondary research will include a consideration of the market size and your potential target market. There will be a competitor analysis, but it may be lacking in detail or incomplete. The primary market research may be limited, poorly designed, or conducted with an inappropriate audience who do not match your target market. If will be obvious that further research would be needed to validate the need for this idea but this is not recognised.

You will outline detailed market research analysis which demonstrates the value of your idea to the assessors. This will include secondary research outlining the size of the sector and your potential target market. There will be a competitor analysis and a consideration of your USPs. There will also be primary research such as analysis from surveys, interviews or focus groups. There may also be evidence collected through prototype testing or potential traction testing. Your research will have been conducted with an audience which is relevant to your target market. If it is obvious that further research would be needed to validate the need for your idea then this will be recognised and research aims for

You will persuasively outline comprehensive market research analysis which clearly demonstrates the value of your idea to the assessors. This will include detailed secondary research outlining the size of the sector and your potential target market. There will be a comprehensive competitor analysis and a strong consideration of your USPs and market positioning. There will also be multi-level primary research such as analysis from surveys, interviews or focus groups conducted with your desired target market. There may also be evidence collected through prototype testing or potential traction testing. Your research will have been conducted with your

In addition, you will include analysis from primary research which has been conducted with all relevant stakeholders for your solution e.g. customers, users, suppliers, competitors.

Semester 2 will be outlined.

desired target market. If it is obvious that further research would be needed to validate the need for your idea then this will be recognised and clear research aims with a concise action plan for Semester 2 will be outlined.

Action Plan (30%)

There will be no clear attempt at creating 3 SMART goals for Semester 2.

You will explain your 3 goals of choice but they may all be personal or business specific. There will be an attempt at a short reflective rationale for each goal, but this may simply outline what has happened to date rather than include a reflective element.

You will explain your 3 SMART goals of choice – 1 founder/personal development specific and 2 business development specific. There will be an attempt at a short reflective rationale for each goal, but this may simply outline what has happened to date rather than include a reflective element. You will use the SMART framework but not all elements may be SMART, and your goals may

You will explain your 3 SMART goals of choice – 1 founder/personal development specific and 2 business development specific. There will be a short reflective rationale for each goal which includes a critical evaluation of your progress to date and why you would like to set a goal in this area. You will include a reflective example of why it is necessary to set each goal. You will use the SMART framework successfully.

In addition, your SMART goals will be insightful and realistic to achieve within Semester 2.

seem unrealistic to achieve in Semester 2.

Structure and Fluency (10%)

The essay will be incoherently structured and written in such poor English that it is hard to understand. It will include no references, or have many references missing. There will be many major grammatical, spelling, or proofreading errors.

The essay will be poorly structured and will contain many written English errors.

The essay will be coherently structured and will contain few written English errors.

It will have many references missing.

It will include references but there may be some inconsistencies in the referencing system used.

There will be many minor grammatical, spelling, or proofreading errors.

There will be few minor grammatical, spelling, or proofreading errors.

relation to business/personal development and will refer to learning activities conducted thus far.

The essay will be well structured and written in fluent English. It will include appropriate references with only a few minor errors. There will be few grammatical, spelling, or proofreading errors.

You will use the SMART framework successfully. The essay will be very well structured and written in fluent English. It will include appropriate references, some of which are from material outside of the course. There will be no grammatical, spelling, or proofreading errors.

In addition, the essay will include many references which go beyond the material of the course.

Assessment 2 Details: Start-up Pitch (50%) This assessment requires you to deliver an individual presentation outlining your full solution which you have been developing across Semester 2. You should provide details of your sustainable business model and cover marketing and social media, your sales strategy, financial sustainability, intellectual property and legal considerations, founder skills/talent planning, as well as any further market research that was conducted in Semester 2. Your presentation should last 15 minutes, and you should prepare to respond to Q&A from the assessors for a further 10 minutes. You must also provide a Supporting Appendix which provides additional information to that offered in the presentation. The appendix is an opportunity for you to offer further details which have been explored, but which are not essential to cover in the presentation due to the time constraints. This means that you need to decide what the most important information is to include in your verbal presentation, and then supplement your presentation with anything else that you would like to demonstrate to the assessors that you have considered. An essential requirement of this Appendix is your reflective log which evidences your 25 hours of learning activities. NCL2100: Semester 2 Assessment Criteria Further market research (10%)

Fail 0-39

There will be no evidence of further market research from Semester 1.

Third 40-49

There will be highly limited evidence of any further research from Semester 1.

2:2 50-59

2:1 60-69

There will be evidence of some further market research building on what you learnt from your target market from Semester 1. You will use this research to justify a few of the business model decisions you have made such as branding choices or marketing techniques.

There will be evidence of good further market research building on what you learnt from your target market from Semester 1. You will use this research to further validate your idea and justify some of the business model decisions you have made such as branding choices, marketing techniques,

70-79

You will outline further detailed market research that has been undertaken in Semester 2 in order to validate your idea and sense check the business model that you have built around your solution. This may include things such as: evidence gathered from conversations

1st

80+

In addition, you will outline highly impressive multi-level market research (more than one round of primary research) which builds on your understanding of your customerâ&#x20AC;&#x2122;s problem.

sales methods, and pricing.

Marketing and social media (10%)

Sales strategy (10%)

There will be no evidence of an attempt to outline a marketing and social media strategy.

There will be no evidence of a sales strategy.

You will have a poor marketing and social media strategy which feels unclear or mismatched to your idea or target audience.

There will be a poor sales strategy which will feel unclear or mismatched to your target market.

You will have a marketing and social media strategy which is demonstrated through visual examples of your ideas although these will be minimal. There will be an attempt to include goals with this strategy, but they may feel confusing or misjudged. There will be a sales strategy which will outline your sales channels and the tactics you intend to employ to convert

You will have a clear marketing and social media strategy which is demonstrated through visual examples of your ideas and how they would work in practice. The strategy will include goals and success metrics. There will be a good sales strategy which will outline your sales channels and the tactics you intend to employ to convert

with suppliers and competitors, investigations into competitor business models above and beyond your original competitor analysis, further insights gained from new conversations with your target market to learn more about their problem, or the ways in which they would like to engage with your solution, marketing and branding primary research or testing a prototype with your target market. You will have a strong marketing and social media strategy which is demonstrated through good visual examples of your ideas and how they would work in practice. The strategy will include clear goals and relevant success metrics. There will be a strong sales strategy which will outline your sales channels and the tactics you intend to employ to convert

In addition, you will be able to outline a return on marketing investment timeline.

In addition, your sales strategies will be highly original and you will include an action timeline of how exactly you will ensure

Financial sustainability (10%)

Intellectual property and legal considerations (10%)

There will be no financial sustainability considerations.

There will be no evidence of a consideration of intellectual property.

There will be a limited consideration of how you intend to be financially sustainable. There may be incomplete information or errors.

There will be an outline of which legal structure you intend to base your business on. This may be too vague or an inappropriate form to select.

your target market into paying customers.

There will be an attempt to include goals with this strategy, but they may feel confusing or misjudged.

The strategy will include goals and success metrics.

There will be some consideration of how you intend to be financially sustainable. This may include things such as a startup costs analysis, and/or a consideration of fixed and variable costs.

There will be a good outline of how you intend to be financially sustainable. This will include a start-up costs analysis, and a consideration of fixed and variable costs.

You will outline options for how to raise the initial funds for your idea and have a pricing strategy, but these may seem like unrealistic ideas which would fail to make your finances sustainable if put into action.. There will be an outline of which legal structure you intend to base your business on. This may be lacking in detail or not the most appropriate form against your idea.

You will outline options for how to raise the initial funds for your idea and have a pricing strategy which could make your idea financially sustainable.

There will be a good outline of which legal structure you intend to base your business on. There will be a clear intellectual property (IP) section which

your target market into paying customers and encourage them to become repeat customers. The strategy will include clear goals and relevant success metrics. There will be a strong outline of how you intend to be financially sustainable. This will include a detailed start-up costs analysis, a consideration of fixed and variable costs and how you intend to balance these costs.

to meet your sales goals.

In addition, you will have a clear and realistic break-even timeline.

You will outline how you intend to raise the initial funds for your idea and have a well thought through pricing strategy which would make your idea financially sustainable. There will be a clear outline of which legal structure you intend to base your business on. The choice selected will be the most appropriate form.

In addition, you will outline how your IP will strengthen your competitive advantage.

There will be an intellectual property section which is severely lacking in detail or which includes errors.

Founder skills / Talent planning (10%)

Presentation quality (20%)

There will be an intellectual property (IP) section which either outlines which types of IP you would need to pursue but lacks detail, or attempts to justify why you would not need IP protection without successfully convincing the assessor that this is correct.

There will be no evidence of a consideration of the existing founder talent or what/who else would be needed to drive your idea forwards.

There will be a vague consideration of the existing founder talent within your business. There will be roles allocated which appear mismatched and there will still be prevalent skills gaps which have not been considered.

The communication skills will be extremely poor. The speaker will be hard to hear or understand and the information conveyed will be hard to follow.

The presentation will be appropriately designed but poorly delivered. It will be clear that the presentation has not been rehearsed.

There will be some consideration of the existing founder talent within your business and which role/s you will take on to drive the idea forwards. This may seem unrealistic or there will still be prevalent skills gaps which have not been considered. The presentation will be appropriately designed and delivered. It may appear that the presentation has not been rehearsed.

There will be poor communication skills throughout with a lack of appropriate pacing and volume and

There will be a mix of communication skills throughout with some appropriate pacing and volume and

outlines which types of IP you would need to pursue.

There will be a strong intellectual property (IP) section which outlines which types of IP you would need to pursue and includes an action plan for how you would do so.

There will be a wellconsidered founder skills audit which will underpin your talent strategy. This will be honest and realistic with an outline of individual roles and what/who else is needed moving forwards.

There will be a strong founder skills audit which will underpin your talent strategy. This will be honest and realistic with clear roles for each existing team member and specific recruitment aims/considerations of how to fill skills gaps.

In addition. your talent strategy will demonstrate true originality of thought.

The presentation will be well designed and confidently delivered. It will be obvious that the presentation has been rehearsed.

The presentation will be professionally designed and confidently delivered. It will be obvious that the presentation has been well rehearsed.

In addition, the presentation will flow with ease and it will be obvious that this has been exceptionally well rehearsed. The presentation skills will be consistently excellent, and the content will be persuasive.

There will be good communication skills overall with appropriate pacing and volume and

There will be strong communication skills with varied tone and pitch, appropriate pacing and volume

Supporting Appendix quality (20%

There will be highly inappropriate slide design – lacking key information, or completely overloaded with information. There will be no consistent theme to the presentation slides. There will be no appendix.

negative body language.

positive body language.

The presentation slides may be overloaded with information, include errors, or lack a consistent theme/style throughout.

The presentation slides will not be overloaded with information or include obvious errors and there will be a consistent theme/style throughout.

The appendix will be difficult to engage with due to its unorganized layout.

The appendix will be easy to engage with due to its simple layout.

It will provide highly limited further evidence of research, knowledge and understanding against each element of your business model, or some elements listed below may be completely missing: • marketing and social media • pitching and selling • financial sustainability • intellectual property considerations • team dynamics /

It will provide limited further evidence of research, knowledge and understanding against each element of your business model: • marketing and social media • pitching and selling • financial sustainability • intellectual property considerations • team dynamics / talent planning

The appendix will be easy to engage with due to its simple layout and will be well designed.

It will provide some further evidence of research, knowledge and understanding against each element of your business model: • marketing and social media • pitching and selling • financial sustainability • intellectual property considerations • team dynamics / talent planning

and positive body language including eye contact with the assessors. The presentation slides will not be overloaded with information or include errors and there will be a consistent theme/style throughout. The appendix will be professionally designed and mirror the theme that was used in the presentation. It will provide good further evidence of research, knowledge and understanding against each element of your business model: • marketing and social media • pitching and selling • financial sustainability • intellectual property considerations • team dynamics / talent planning

In addition, it will provide extensive evidence of research, knowledge and understanding against each element of your business model and will be appropriately referenced with references that go above and beyond the material of the course.

•

talent planning any further market research.

It will be lacking references and contain major errors. It will include your reflective log of 25 hours of learning activities.

•

any further market research.

It will be appropriately referenced but will contain many minor errors. It will include your reflective log of 25 hours of learning activities.

•

any further market research.

•

any further market research.

It will be appropriately referenced and will contain few errors.

It will be appropriately referenced and will not contain errors.

It will include your reflective log of 25 hours of learning activities.

Learning Activity Guidelines You are expected to engage in and record a minimum of 25 hours of Learning Activities over the course of the module. This record of Learning Activities is an essential requirement of your final assessment appendix. You will discuss and plan attendance at learning Activities that are relevant to your development needs with your Enterprise Adviser. These may include a wide range of face to face/virtual events and activities, but the general rule is that the activity is conducted outside the core material of the module and with another person. The module leader will highlight potential activities of interest to the whole cohort as the module progresses. Please consider the following guidelines: • • • •

You are not able to include learning activities that are part of other credit-bearing modules that count towards your degree. You should look to other students on the module to see whether there are skills and/or knowledge that you would like to learn from your peers. You should aim to build a slow and steady log of Learning Activities; progress will be monitored and ‘cramming’ activities is not appropriate. Any uncertainties – always check with your Enterprise Adviser whether an activity would count towards your log.

Submission of Assignments 1.5 line spaced on A4 on Microsoft Word (or other word processing software - in this case, it MUST be submitted as unlocked PDF)*

Submit onto Assignment section of Canvas by 16.00 on due date unless stated otherwise**

All assignments are subject to the 'TurnItIn compulsory plagiarism report.

*There are some file restrictions and file size restrictions, and you will be given guidance on what you can and cannot submit. You should always ask your module leader if you have any questions about a specific assignment. **Full submission instructions will be made available during the course. 

Unless you have been granted an extension (See Personal Extenuating Circumstances), late work submitted within 7 calendar days of the assessment deadline will, for the assignment in question, be given a maximum mark of 40; work submitted after 7 calendar days of the deadline will be given a mark of 0.



Your work will be checked against a database of web pages, academic articles and books, and other students’ papers (from Newcastle and other universities) and any matches between your work and those other sources will be highlighted.



Matching text does not necessarily mean that you have plagiarised; you may have correctly referenced text from other sources.



The University takes plagiarism and academic conduct very seriously, and you are expected to know how to reference other sources correctly. Please refer to University support for referencing correctly: http://libguides.ncl.ac.uk/referencing.

Personal Extenuating Circumstances Sometimes things will happen that are beyond your control resulting in work being submitted late or not at all. Such situations are referred to as Personal Extenuating Circumstances (PEC) and it is very important that you tell your Personal Tutor and School about any problems you are having that are affecting your ability to complete your academic work. Completing a PEC form will inform your School about the problems and allows you to request a number of different types of adjustments such as extensions to assignments, exemptions, deferrals or board of examiner discretion. NCL2100 staff are not able to grant you PEC assessment adjustments, these requests can only be made via your School Office, who will inform the Module Leader of the outcome. Further guidance is available at: www.ncl.ac.uk/students/progress/student-resources/help/ As well as speaking to your tutor we also highly recommend accessing other support available to you: http://www.ncl.ac.uk/students/wellbeing/

Word Count Guidelines As this is a cross faculty module we operate our own guidelines and do not take into account individual school guidelines. Included in the word count

Excluded from the word count

Executive summary (if there is one)

Title page

Tables

Contents page (if there is one)

Captions for images

Appendices

Titles for tables

Bibliography

Return of Marks

Assignment mark and comments returned within 20 working days*

Moderated and approved by external examiner.

Finalised by Board of Examiners early June.

*in accordance with university standards. Students should note that the marks they receive for assignments are not final until they have been finalised by your own School’s Board of Examiners.

External Examiner In order to help ensure the quality of the education it provides and the maintenance of the standards of its awards, the University places significant reliance on its external examiners by:  

Requiring them to provide independent and impartial advice, as well as informative comment on the University’s standards and on student achievement in relation to those standards; Drawing upon their professional advice and expertise and giving full and serious consideration to their reports.

The External Examiner for this module is Dave Jarman. Dave is currently a Bristol Futures Pathway Champion: Innovation & Enterprise and a Teaching Fellow in Entrepreneurship at the University of Bristol. He previously worked as Head of Enterprise Education at Bristol and Head of Enterprise and Employability at Bath Spa. Dave is particularly interested in early-stage start-ups and the creative process. Dave was Director and Chair of Enterprise Educators UK (EEUK) and remains an honorary fellow of both EEUK and the International Entrepreneurship Educators Programme. Dave's background is in supporting students and graduates into start-ups and freelancing. He has worked extensively in Higher Education on student enterprise, employability, and entrepreneurship. Dave is also a Fellow of the Royal Society of Arts.

Student Voice Committee We want you to tell us what you think about your learning experience on this course and there are opportunities for student representatives to take the roles of Chair and Secretary for our module Student Voice committee. The contributions you make on behalf of your peers will inform future module development and taking on roles such as these are evidence of continuous professional development (CPD) that are important for employability. The opportunity involves meeting up to four times over the academic year and compiling records of the meeting discussion points. This is a voluntary opportunity and counts as co-curricular activity that you can use for a learning activity or an ncl+ award. https://www.ncl.ac.uk/careers/awards/nclplusaward/#about

NCL3100 Module Handbook

Articles inside

Student Voice Committee

Module Overview

Return of Marks

Learning Activity Guidelines

Assessment 1 Details: Market Opportunity Report (50

Assessment 2 Details: Start up Pitch (50

Teaching and Methods of Delivery

Submission of Assignments and Personal Extentuating Circumstances

Outline of Syllabus