Module Database Search
| MODULE DESCRIPTOR | |||
|---|---|---|---|
| Module Title | |||
| Creative Entrepreneurship | |||
| Reference | AAM220 | Version | 3 |
| Created | June 2022 | SCQF Level | SCQF 11 |
| Approved | February 2020 | SCQF Points | 15 |
| Amended | July 2022 | ECTS Points | 7.5 |
| Aims of Module | |||
|---|---|---|---|
| To provide individuals with the entrepreneurial tools and critical thinking to establish and lead creative businesses and organisations. To drive critical thinking around core values, long-term sustainability, value-driven creative production and current entrepreneurial thinking against the backdrop of a 21st Century creative industries context. | |||
| Learning Outcomes for Module | |
|---|---|
| On completion of this module, students are expected to be able to: | |
| 1 | Critically evaluate and apply a number of entrepreneurial tools and models to the process of establishing a viable creative business/organisation with the prospect of sustainable long-term performance. |
| 2 | Critically discuss the philosophical concepts/approaches which underpin an entrepreneurial mindset in order to gain confidence, self-awareness, authenticity and resilience to undertake and master the wide range of activities required of creative entrepreneurs. |
| 3 | Critically evaluate the changing landscape of the creative industries in the 21st Century as a backdrop for the establishment of a viable business including the risks and opportunities. |
| 4 | Critically evaluate the elements of and uses of "Story" in a business context, and translate this into an approach to developing brand identity and its application in relevant contexts. |
| Indicative Module Content |
|---|
| Introduction to an entrepreneurial toolkit including the Business Model Canvas, Value Proposition Canvas, Customer Persona, Customer Journey Mapping, to critically analyse case studies and synthesise the tools and create practical models for developing the individual's own business/organisation with the aim of establishing a sustainable creative business. Exploration and analysis of an "entrepreneurial mindset" including values, purpose, ambition and some philosophical theories. An analysis of the wider context of the creative industries from their inception, as a backdrop to 21st Century creative business, and the opportunities presented. Critical analysis of "Story" and its applications to business including pitching, presenting, building brand, curation, creation of communities and the development of a personal narrative within the context of a creative business. |
| Module Delivery |
|---|
| The module is delivered through a combination of interactive workshops (incorporating a mix of lecture content, practical tasks, case studies and online content) and directed research, self-study and analysis. |
| Indicative Student Workload | Full Time | Part Time |
|---|---|---|
| Contact Hours | N/A | 36 |
| Non-Contact Hours | N/A | 114 |
| Placement/Work-Based Learning Experience [Notional] Hours | N/A | N/A |
| TOTAL | N/A | 150 |
| Actual Placement hours for professional, statutory or regulatory body |
| ASSESSMENT PLAN | |||||
|---|---|---|---|---|---|
| If a major/minor model is used and box is ticked, % weightings below are indicative only. | |||||
| Component 1 | |||||
| Type: | Coursework | Weighting: | 100% | Outcomes Assessed: | 1, 2, 3, 4 |
| Description: | A reflective portfolio of coursework. | ||||
| MODULE PERFORMANCE DESCRIPTOR | |
|---|---|
| Explanatory Text | |
| The short course is assessed by one component on a pass/unsuccessful basis. | |
| Module Grade | Minimum Requirements to achieve Module Grade: |
| Pass | Pass in component 1. |
| Fail | Fail/unsuccessful in component 1. |
| NS | Non-submission of work by published deadline or non-attendance for examination |
| Module Requirements | |
|---|---|
| Prerequisites for Module | Degree level or equivalent through practice, experience and responsibility. |
| Corequisites for module | None. |
| Precluded Modules | None. |
| ADDITIONAL NOTES |
|---|
| Students entering the short course would benefit from having an underpinning creative practice which could be developed as a business. |
| INDICATIVE BIBLIOGRAPHY | |
|---|---|
| 1 | SEMINEGA, I.M., 2015. The Creative Entrepreneur. |
| 2 | Fitzpatric, R., 2014. The Mom Test: How to talk to customers and learn if your business is a good idea when everyone is lying to you. |
| 3 | Weiss, M., 2015. Presentation Skills: Educate, Inspire and Engage your Audience. Business Expert Press. |
| 4 | Beckman, G.D., 2022. The New Entrepreneur: Navigating the Arts Ecologies. Available Online. |
| 5 | Campbell, H.J., 2021. Founders, Freelancers and Rebels: how to thrive as an independent creative |
| 6 | McQuilten, G; Spiers, A; Humphery, K; Kelly, P., 2022. Art-based Social Enterprise, Young Creatives and the forces of Marginalisation. Available Online |