ENT 481. Entrepreneurship and the New Economy (3; F)
Three hours per week. Prerequisite: Junior status or permission of the instructor. The focus is the study of the entrepreneur and the entrepreneurial start-up process. Areas of concentration include the search for new venture opportunities, evaluation of the viability and attractiveness of the new venture; determining the resources required and the sources of those resources; preparation of financial statements addressing cash flow, valuation and investment justifications; and the development of a business plan appropriate for presentation to funding sources.

ENT 482. Managing and Growing the New Enterprise (3; S)
Three hours per week. Prerequisite: Junior status or permission of the instructor. This course focuses on the challenges of managing and growing entrepreneurial ventures both within a start-up and/or within the established organization. The issues considered cover all the dimensions of a business, to include finance, organizational structure, marketing, strategy and investor relations. This course is relevant for students interested in a career path in larger, established companies that are driven by opportunity and innovation, as well as students considering self-employment.

ENT/FIN (ENT) 483. Venture Finance (3; AR)
Three hours per week. Prerequisite: Junior status or permission of the instructor. Basic concepts of finance will be applied to the entrepreneurial venture, beginning with company start-up and concluding with the “harvest.” Entrepreneurial decisions and alternatives are analyzed in terms of their effect of firm value. The central focus of the course is to gain an understanding of the financing of entrepreneurial ventures, including ways investors identify and commit the necessary resources to create and finance ventures. Lectures, in-depth discussions, and cases are used to address specific concepts and skills relevant to developing and financing a new venture. These concepts will include: evaluating the opportunity, financing the venture, valuing the emerging company and harvesting the venture by selling it or going public.

ENT 587. Special Topics in Entrepreneurship (var. 1-3)
A study of selected topics of major interest in Entrepreneurship not covered in other course offerings.

ENT 592. Independent Studies in Entrepreneurship (var. 1-3)
A study of related entrepreneurshp topics that is closely supervised by a faculty member. Activities will normally be conducted by students out of the classroom with periodic meetings and evaluation by the faculty member who is mentoring the project.

ENT 610. Managing Growth and the New Venture (3; AR)
This course focuses on the opportunities and challenges of managing growing companies in a professional manner while maintaining and entrepreneurial spirit. This course is also relevant for individuals in larger, mature organizations where innovation and management of opportunities is required rather than strict adherence to the efficient management of ongoing operations. (Lectures, cases analysis and speakers.)

ENT 620. Entrepreneurial Finance (3; AR)
Cross-listed with FIN 620. Prerequisite: FIN 534. Basic concepts of finance will be applied to the entrepreneurial venture, beginning with company start-up and concluding with the “harvest.” Entrepreneurial decisions and alternatives are analyzed in terms of their effect of firm value. The central focus of the course is to gain an under-standing of the financing of entrepreneurial ventures, including ways investors identify and commit the necessary resources to create and finance ventures. Lectures, in-depth discussions, and cases are used to address specific concepts and skills relevant to developing and financing a new venture. These concepts will include: evaluating the opportunity, financing the venture, valuing the emerging company, and harvesting the ventures by selling it or going public. An integral part of the course pedagogy is participation in the Spring Board Venture Capital Fund.

ENT 630. New Venture Creation (3; AR)
In this course, the focus is on the start-up process and the entrepreneurs who are the catalyst for new business formation. The primary areas of concentration include the following: the search for new venture opportunities; evaluation of the viability and attractiveness of the new venture; determining the amount of resources required and the source of these resources; and the development of a team business plan appropriate for presentation to venture capitalists. (Lectures, case analysis, speakers and business plan.)