ENTR-FPX5412 has FlexPath students work through a single new venture concept across four assessments — picking and justifying a business idea, testing its feasibility against a competitive market, building a code of ethics and business conduct for it, and producing a financial plan that could actually support a funding conversation. Because the venture concept carries forward from Assessment 1 through Assessment 4, an under-developed idea early on makes every later assessment harder. This guide breaks down what each assessment requires and how academic support for ENTR-FPX5412 fits into a course that's part strategy, part finance, and part ethics.
Course Overview
The course treats entrepreneurship as a structured evaluation process rather than a brainstorming exercise. You select a venture idea early (a new business, franchise, or expansion concept) and then subject it to increasingly rigorous tests: market feasibility and competitive positioning, an ethical framework for how the business will operate, and finally a financial plan with revenue projections and funding needs. The venture concept you choose in Assessment 1 needs enough real-world plausibility to survive a financial plan in Assessment 4.
Key Assessments
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1New Business to Consider
Identifies and justifies a new business concept, including the market opportunity and the rationale for why this venture is worth pursuing over alternatives.
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2Feasibility of a New Venture or Franchise
Tests the venture concept's feasibility — examining market demand, competitive landscape, and (for franchise concepts) the specific economics of establishing versus franchising the business.
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3Code of Ethics and Business Conduct
Builds a code of ethics and business conduct for the new venture — covering stakeholder responsibilities, ethical decision-making standards, and how the code will be enforced in practice.
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4Financial Plan for New Venture
Produces a financial plan for the venture, typically including startup costs, revenue projections, and funding requirements — closing the loop on whether the concept is financially viable.
How We Help With ENTR-FPX5412
- Selecting a venture concept in Assessment 1 specific enough to support a real feasibility test and financial plan later in the course
- Structuring the feasibility analysis around genuine market and competitive data, not just stated assumptions
- Writing a code of ethics that's specific to the venture's actual operations and stakeholders, not a generic corporate ethics template
- Building startup cost and revenue projections in the financial plan that stay consistent with the market size established in Assessment 2
- Keeping all four assessments coherent as one continuous venture story, since rubrics check for internal consistency across the sequence
Common Challenges in This Course
The most common issue is choosing a venture concept in Assessment 1 that's too vague to support a real feasibility analysis or financial plan later — a specific, narrow concept scores better than a broad one. On the ethics assessment, students often submit generic, copy-paste-style ethics language instead of conduct standards tailored to the venture's actual operations and stakeholders. On the financial plan, the most common gap is producing projections that don't trace back to the market size and competitive position established in Assessment 2 — the numbers need a credible basis, not just plausible-looking figures.
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ENTR-FPX5412 FAQ
No — most rubrics accept a realistic, well-developed hypothetical concept. What matters is that it's specific and consistent enough to support a genuine feasibility test and financial plan.
It's possible, but costly — Assessments 2 through 4 build directly on the concept from Assessment 1, so a late change means redoing the feasibility and financial groundwork.
Most rubrics expect startup costs, basic revenue projections, and funding requirements at a level a small-business lender or investor would recognize — not full GAAP financial statements.
Both are typically acceptable — Assessment 2 simply asks you to test feasibility in whichever structure your venture concept uses.
Specific enough to address the actual stakeholders and operational risks of your venture — a generic, one-size-fits-all ethics statement is a common reason for lost points.