Leaning Outcomes:

1. Be able to analyse various research approaches and propose appropriate methodology for solving the problem

• 1.1 Critically evaluate various research approaches that are available for solving a problem

• 1.2 Demonstrate understanding of research philosophies and its influence in data collection process.

• 1.3 Justify the choice of research design, strategy and choice of research method

2. Be able to evaluate various data collection methodologies and justify the choice of methodology for a given scenario

• 2.1 Identify appropriate methods for gathering data that aligns with the research design

• 2.2 Analyse various methods in terms of its advantages and weakness.
• 2.3 Evaluate data collection methods in terms of reliability and validity of research.

• 2.4 Justify a data collection method for a given scenario

3. Be able to demonstrate capability to analyse wide range of quantitative data and make meaningful interpretations.

• 3.1 Extract, Transform and Load quantitative data into specialised software packages such as SPSS.

• 3.2 Identify dependant, independent, intervening, moderator, control, and extraneous variables.
• 3.3 Develop hypothesis for a given research context.
• 3.4 Evaluate various statistical tests for a given scenario and justify the chosen test.

• 3.5 Test the hypothesis with the most appropriate and draw meaningful conclusions.

4. Be able gain advanced understanding and capabilities to analyse qualitative data

• 4.1 Evaluate the range of qualitative approaches that are available for undertaking qualitative research

• 4.2 Appreciate the challenges associated in undertaking qualitative research and the implications in research design

• 4.3 Demonstrate high level understanding of various qualitative
  analysis techniques and tools.

5. Be able to demonstrate advanced understanding about the ethical issues related to research

• 5.1 Appreciate the importance of research ethics and its contribution to generation of new knowledge

• 5.2 Identify ethical issues that can arise for a given research scenario and provide relevant recommendations

• 5.3 Develop an argument and counter arguments on the ethical issues related to data collection, storage, analysis and reporting

6. Be able to develop a detailed report by undertaking a systematic analysis of a given dataset

• 6.1 Undertake qualitative and quantitative data analysis for a given dataset

• 6.2 Develop a report presenting the findings after making appropriate interpretations
• 6.3 Identify the potential limitations from the analysis

• 6.4 Highlight the ethical issues that might have occurred during the data collection stage

Nature, characteristics and challenges of entrepreneurship

• Establishing different kind of enterprise; business skills and attributes; skills envisaged for new ideas: e.g. paperwork, sales, marketing, finance, production, purchasing; business law; obtaining supplies; maintaining equipment; monitoring quality; getting publicity; writing promotional materials; strategic thinking; communication; dealing with stakeholders; negotiation; decision making; problem solving; delegation; to support creative and innovative and entrepreneur management processes for a project or organisation; key factors of a successful commercial or social entrepreneur. 

Types of innovation

• Product development; market development; business model innovations; increasing efficiency and developing cost advantage, e.g. outsourcing, changing production methods, remodelling the supply chain, electronic ordering and invoicing; improving processes; taking calculated risks; having a positive attitude; being motivated and dedicated; flexibility and adaptability; intuitiveness; the drive to succeed and grow; openness to change; having the vision and capacity to inspire. 

Selection and development of ideas

• Ideas – value chain; inside/outside; cross- pollination; selection; development; diffusion; role of incubation; need to be systematic; adopting appropriate style for different circumstances; influencing and motivating others – methods of rewarding staff for appropriate behaviours; effecting change management; influence of vision and mission; concept that policies and procedures are supported by a culture that reinforces consistently what the organisation is about. 

Tools for creative and innovative solutions

• Theory and application of lateral thinking; visioning and problem solving techniques; theory and use of analytical tools – sources of business ideas; PESTLE (political, economic, social, technological, legal, environmental) analysis; cost benefit analysis; decision-making processes and styles. 

Risks

• Risk analysis; risk management techniques.

Sources of business ideas

• Process of idea development; Stage Gate Model; methods: e.g. theoretical models, e.g. Graham Wallas (1926) Preparation (definition of issue, observation, and study); incubation (laying the issue aside for a time); illumination (the moment when a new idea finally emerges); verification (checking it out)
• Anderson and West’s four factor theory of group climate for innovation: vision, participative safety, task orientation and support for innovation; cultivating own imagination and curiosity; use of mind maps; problem-solving exercises; overcoming barriers to creativity; the journalistic six (asking who, why, what, where, when, how). 

Common elements in theoretical models

• Preparation including use of observation; imagination and curiosity creating store of concepts; analysis of problem; generation of ideas through seeking links between concepts; harvesting of ideas; enhancing and evaluating of ideas. 

Market research

• Types of research as primary, secondary.

Purposes for micro start-up business

• Reduce risks; convince sponsors; make first link with potential customers; use of tools to analyse production, and marketing feasibility of the new business idea business planning forecasts using financial techniques; cash flows; use different methods of evaluations of projects (accounting and time value of money based). 

The nature and purpose of intellectual property rights

• Patents; copy rights; trademarks; trade secrets; product vs. process patents. The eight categories of copyright works and the distinction between authorial and entrepreneurial works; and moral rights; infringement of copyright: the need for copying; primary and secondary infringing acts. 

The basic requirements in relation to the  registration of trademarks

• Registerable marks; absolute and relative grounds of refusal/objection; the requirement for a mark to be used or intended to be used on particular goods or services and the significance of the description of goods or services on the register.

The requirements for an invention to be patented

• Patentable subject-matter; industrial applicability; novelty and inventive step. 

An overview of patent application procedure including

• The contents of a patent and the legal requirements for the specification and claims; the role of qualified patent agents in drafting patent specifications; and the options for obtaining patent protection nationally throughout Europe and worldwide. 

Elements of a business plan

• Mission, vision, objectives and type of company; organisation charts; sources of funds; brief feasibilities (market, competition, business, financial, production & technical, HR) and resource needs; legal business formats for small business: e.g. sole trader, partnership, private limited company, social enterprise formats, partnership; private limited company, social enterprise formats. 

Business plan headings

• Executive summary; vision; purpose; summary of proposition. 

Outline of rewards; management

• Goals, risks to business, skills requirements, legal structure, professional  advisors. Summary of finance: profit and loss forecast; cash-flow forecast; break-even analysis. 

Funding required

• Purpose; timing of requirements; preferred sources. 

Summary of markets and competition

• Local business environment; market research; marketing; promotion; product or service can be made; how, where and when sales can be made. 

Control and monitoring mechanism for the business plan

• Schedules and Gantt Charts; organising for resources and procedures; key success factors and  metrics; balance.  

Investor’s needs from potential investment opportunity:

• Compelling idea; skills, experience and knowledge; trust; business acumen; able to work with; robust assessment of risks; good potential return on  investment. 

Investment Planning stage of the pitch

• Gather supporting evidence; identify and overcome risks; determine amount of finance needed; assess return on investment (ROI); design presentation of business and financial plan; select and become familiar with venue for meeting. 

Structure of presentation

• Introductions; outline of idea; main points in logical order; questions; courteous close.

Visual aids

• Presentation software; handouts; selection of key parts of plan; use of graphics. 

Presentation skills

• Personal presentation to portray desired image as dress, professional manner; importance of appearing to be confident; importance of honesty; importance of being fluent about content of pitch; importance of practicing presentation; importance of portraying energy, enthusiasm and commitment. 

Negotiation

• Identification of expected questions; robustness of evidence of market; own skills and expertise; security of supply; assumptions behind sales forecasts and return on investment calculations; capacity to meet high demand etc; techniques for handling challenging questions; having a bottom line for level of sponsorship. 

Indicative reading list 

Core texts: 

• Burns, P. (2007) Entrepreneurship and Small Business. Hampshire: Palgrave. Barrow, P. (2008) The Best-laid Business Plans. London: Virgin.
• Bently, L. (2008) Intellectual Property Law. Oxford: Oxford University Press. 
• Ford, B. R., Bornstein, J. M., Pruitt, P. T. and Young, E. (2010) The Ernst & Young Business Plan Guide. Chichester: John Wiley & Sons.
• Green, J. (2005) Starting your own business. New York: How to Books. Jones, P. (2007) Tycoon. Montessori, M: Hodder and Stoughton.
• Mair, J. (2006) Social Entrepreneurship. Hampshire: Palgrave Macmillan. 
• Mawson, A. (2008) The Social Entrepreneur, making communities work. London: Atlantic Books. 
• Rae, D. (2007) Entrepreneurship: From opportunity to action. Hampshire: Palgrave Macmillan 
• Reuvid, J. (2006) Start-up and run your own business. London: Kogan Page. 
• Robinson, K. (2005) The element: How finding passion changes everything. London: Penguin. 
• Stokes, D. and Wilson, N. (2006) Small business management and entrepreneurship. London: Thomson. 
• World Intellectual Property Organisation (WIPO) (2012) The enforcement of intellectual property rights-A case book. Retrieved from: http://www.wipo.int/edocs/pubdocs/en/intproperty/791/wipo_pub_791.pdf 

Additional reading: 

• Barringer, B. R. and Ireland, D. (2009) Entrepreneurship: Successfully launching new ventures. Boston: Pearson Education.
• Alinsky, S. D. (1999) Rules for radicals. Westminster: Random House. Burgh, B. (2007) The go-giver. New York: Portfolio Hardcover.
• Claxton, G. (2000) Hare brain, tortoise mind: How intelligence increases when you think less. London: Ecco.
• Gittomer, J. (2003) The sales Bible: The ultimate sales resource. Hoboken, N.J.: John Wiley & Sons. 
• Gladwell, M. (2002) The tipping point: How little things can make a big difference. London: Back Bay Books.
• Godin, S. (2005) Purple Cow. London: Penguin. 
• Godin, S. (2008) Tribes. London: Paitkus

Books: 

• Kirby, D. (2002) Entrepreneurship. Maidenhead: McGraw-Hill Higher Education. 
• Mawson, A. (2008) The social entrepreneur: Making communities work. London: Atlantic Books. 
• Semler, R. (2001) Maverick! The success story behind the world’s most unusual workplace. Harlow: Random House Business Books.
• Vaynerchuck, G. (2009) Crush it! Why now is the time to cash in on your passion. New York: Harper Studio.
• Weinber, T. (2009) The new community rules: Marketing on the social web. Farnham: O’Reilly Media.
• West, C. (2008) Think like an entrepreneur, your psychological toolkit of success. Harlow: Prentice Hall. 

Journals/newspapers: 

• Journal of Social Entrepreneurship; 
• International Journal of Social Entrepreneurship and Innovation; 
• Journal of Innovation and Entrepreneurship; 
• Journal of Entrepreneurship; 

Websites: 

• www.epo.org/index.html 
• www.businessballs.com 
• www.businesslink.co.uk 
• www.directedcreativity.com 
• www.enchantedmind.com 
• www.hypohoist.co.uk 
• www.orkneyrose.com/about 
• www.sfedi.co.uk 

Entry requirements

To enrol The Doctoral Award, the learner must possess:

• Graduated with a Master’s degree from an accredited university or achieved a Level 7 Diploma according to the European Qualifications
• For a degree from non-global accredited universities; The learner should have followed the Accreditation of Prior Experiential Learning for Qualifications (APEL.Q) policy of University Partners.
• Learners must be over 24 years old.

University Partners reserves the highest decision-making power for admission whether to accept or not accept after a specific review of each candidate’s profile to ensure that they can comprehend and gain benefits when participating. For the fake university or diploma mills, University Partners shall not be accepted.

English requirements

If a learner is not from a predominantly English-speaking country, proof of English language proficiency must be provided.

• Common European Framework of Reference (CEFR) level B2 or equivalent
• Or A minimum TOEFL score of 101 or IELTS 6.5; Reading and Writing must be at 6.5 or equivalent

After graduating from University Partners, students receive all certified documents from the London Academy of Sciences and also University Partners. 

Certified Documents:

• e-Certificate from the London Academy of Sciences
• Hard copy certificate from the London Academy of Sciences
• Accreditation of Prior  certified from University Partners for credit and tuition fee transfer
• Accreditation & Recognition certified from University Partners

Because the program is accredited and recognized, students can easily use certified in the working environment and have many opportunities for career advancement. In addition, in case if you want to study for a university degree, students can convert all credits and the full tuition fee when participating in the program University Partners.

The London Academy of Sciences’ Doctoral Award means:

LAS UK Level 8 certification is the certified at the doctoral level and is equivalent to:

• Level 8 certificate of Regulated Qualification Framework (RQF) of UK
• Level 11 certificate of Scottish Credit and Qualifications Framework (SCQF)
• Level 8 certificate of Credit and Qualifications Framework (CQFW)
• Level 8 certificate of European Qualifications Framework (EQF)
• Level 10 certificates of the Australian Qualifications Framework (AQF)
• Level 8 certificate of ASEAN Qualifications Reference Framework (AQRF)
• Level 10 certificate of the African Continental Qualifications Framework (ACQF)

Students can convert all credits and the full tuition fee when participating in the University Partners academic programs if they want to study for an academic degree.

Credits transfer:

Learners can accumulate 20 credits from the Doctoral Award program when participating in the Doctor of Business Administration (DBA) or PhD of University Partners. Please see the credit transfer policy HERE

Tuition fee transfer:

When participating in the DBA/PhD program, students who have graduated Doctoral Award will receive a discount of 590 Pounds for each certified. Please see the tuition fee transfer HERE

London Academy of Sciences (LAS) Certified program is not-for-profit, so the tuition fees are fully supported by its partners. The University Partners reserves the right not to accept more students if the number exceeds the quotas.

Apply Policy:

• To participate in LAS’s Short courses program, students need to meet the entry criteria corresponding to each level. Please see the “Entry” tab for more details.
• LAS will not accept applicants if their entry qualifications are from diploma mill universities or schools/universities that are not accredited.
• For Master Award programs, if an entry bachelor is unavailable, students must demonstrate a minimum of 5 years of work experience in the relevant field. Please note that a bachelor’s degree is required for the Master’s program of University Partners so that you could study Master Award but could not move to the Master’s program of the University Partners.
• English is not a mandatory entry requirement for short course programs, but candidates need to ensure that English is used in reading documents, listening to lectures, and doing assignments. Candidates should note that English is a mandatory requirement when switching to an academic program at University Partners.

Apply Process:

1.  Choose the program that suits your requirements. Note that applicants without a university degree will not be able to participate in the program at the Master’s level, and applicants without a Master’s degree will not be able to participate in the program at the Doctoral level.
2. Email your application to support@paris-u.fr with all the required documents. You can download the application form here.
3. Our admission department will contact you and guide you through further processes if the registration documents need to be supplemented.
4. University Partners will issue the Letter of Acceptant (LOA). You will proceed to the next steps according to the instructions and pay tuition fee.
5. University Partners will issue a student confirmation letter, login account to the e-learning system and related documents.
6. You have become an official University Partners student and enjoy your study journey.

The Short Courses Certified program is a fully online program. You can study anytime, anywhere. The final exam will be uploaded to the system and marked by the academic panel of University Partners. Students must submit assignments on time. Otherwise, the student is considered not to continue the program.