H9INN2 - Innovation II

Module Code: H9INN2
Long Title Innovation II
Title Innovation II
Module Level: LEVEL 9
EQF Level: 7
EHEA Level: Second Cycle
Credits: 5
Module Coordinator: Victor Del Rosal
Module Author: Victor Del Rosal
Departments: School of Computing
Specifications of the qualifications and experience required of staff  
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Build and evaluate a proof of concept that establishes that a significant customer problem is addressed, that the solution is technically feasible, and that the business model is financially viable.
LO2 Contrast how innovation is commercialised in different contexts such as B2B, B2C, B2G, business to non-government organisations to address societal challenges, and through relevant marketing channels including the selection of potential key partners.
LO3 Compare the mechanisms for raising capital, including pitch preparation and delivery, with approaches suitable for potential investors and agencies in Ireland.
Dependencies
Module Recommendations

This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
No recommendations listed
Co-requisite Modules
No Co-requisite modules listed
Entry requirements  
 

Module Content & Assessment

Indicative Content
Business model
Unique Value Proposition. Customer desirability. Technical feasibility. Financial viability. ISO 56002 Innovation Management System review.
Testing the Minimum Viable Product
MVP test avenues. MVP customer/user analysis .
Channels
Product/market fit. Growth strategies. Channel cost-efficiency
Crafting the Value Message
LIFT model (value proposition, urgency, relevancy, clarity) analysis
Key partners
Key partnership. Industry examples. Value chain integration
Revenue models
Value- vs. cost-driven models. Profit margin. Service bundling.
Revenue streams and pricingCost structure
Types of revenue streams. Transaction vs. recurring sales. Value-based pricing approach. Flat-rate, usage-based, tiered pricing. Fixed vs. variable costs. Direct and indirect operating costs
Key metrics
Pirate metrics. KPI dashboards. UVP-Key metrics coherence . Aligning key metrics with desired internal/external behaviour
Raising venture capital
Angel investment criteria. Venture capital investment expectations
Pitching
Pitch goal/audience. Understanding investor needs. Nonverbal communication. Elements of the presentation. The slide deck presentation
Corporate Social Responsibility
Societal challenges. Bottom of the pyramid startups. Global CSR trends. Multi-stakeholder expectations
Final Presentations
Dragon Dens type format
Assessment Breakdown%
Coursework100.00%

Assessments

Full Time

Coursework
Assessment Type: Formative Assessment % of total: Non-Marked
Assessment Date: n/a Outcome addressed: 1,2,3
Non-Marked: Yes
Assessment Description:
Formative assessment will be provided on the in-class individual or group activities. Feedback will be provided in written or oral format, or on-line through Moodle. In addition, in class discussions will be undertaken as part of the practical approach to learning.
Assessment Type: Formative Assessment % of total: Non-Marked
Assessment Date: n/a Outcome addressed: 1,2,3
Non-Marked: Yes
Assessment Description:
Business model and MVP assessment. Building on the outputs of Innovation I the student will submit a proposal for their final presentation. This will include the proposed business model to follow (B2C, B2B, B2G, etc.) and key sections such as the customer segment, problem, solution, and Unique Value Proposition.
Assessment Type: Project % of total: 60
Assessment Date: Week 12 Outcome addressed: 1,2,3
Non-Marked: No
Assessment Description:
Final Investor document and presentation. This is an expanded and annotated version of the slide deck presentation (to be also presented in slide deck presentation). It must address all 9 sections of the lean canvas as well as other key elements of the business model. Key criteria for marking include urgency of customer needs, technical feasibility and financial viability. The project is marked with the innovation marking rubric. Appropriate referencing must be followed.
Assessment Type: Assignment % of total: 40
Assessment Date: Week 6 Outcome addressed: 1
Non-Marked: No
Assessment Description:
Demonstration of the prototype (closed beta) to validate the technical feasibility of the solution. Students will build and test a proof of concept that establishes that a significant customer problem is addressed and that the solution is technically feasible. There must be initial evidence that the business model is financially viable.
No End of Module Assessment
No Workplace Assessment
Reassessment Requirement
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.
Reassessment Description
If a pass grade is not achieved, learners must undertake a continuous assessment that assesses all learning outcomes. The repeat submission will be a 100% assignment or project. This may be a submission of the Final Investor Slide deck (expanded and annotated version of the slide deck presentation), addressing all 9 sections of the lean canvas as well as other key elements of the business model.

NCIRL reserves the right to alter the nature and timings of assessment

 

Module Workload

Module Target Workload Hours 0 Hours
Workload: Full Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture Classroom & Demonstrations (hours) 24 Every Week 24.00
Tutorial Other hours (Practical/Tutorial) 24 Every Week 24.00
Independent Learning Independent learning (hours) 77 Every Week 77.00
Total Weekly Contact Hours 48.00
 

Module Resources

Recommended Book Resources
  • Ash Maurya. (2012), Running Lean, "O'Reilly Media, Inc.", p.207, [ISBN: 1449305172].
  • Victor Del Rosal. (2015), Disruption, CreateSpace, p.184, [ISBN: 1514173948].
  • Michael Lewrick,Patrick Link,Larry Leifer. (2018), The Design Thinking Playbook, John Wiley & Sons, p.352, [ISBN: 9781119467472].
  • Peter Thiel,Blake Masters. (2015), Zero to One, Virgin Books, p.210, [ISBN: 0753555204].
  • Clayton M. Christensen. (2016), The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail, [ISBN: 1633691780].
Supplementary Book Resources
  • Adam M. Grant,Sheryl Sandberg. (2016), Originals, Viking, p.322, [ISBN: 0525429565].
  • Andrew Romans. (2013), THE ENTREPRENEURIAL BIBLE TO VENTURE CAPITAL: Inside Secrets from the Leaders in the Startup Game, McGraw Hill Professional, p.256, [ISBN: 0071830359].
This module does not have any article/paper resources
Other Resources
Discussion Note: