Visit www.buentrepreneurship.wordpress.com for more works related to entrepreneurship! Made by students from Bishop's University, Quebec, Canada.

1.
Bishop’s
University’s
Entrepreneurship
Culture
BMG
320
2015
Karim
Sy-­‐Morissette
&
Keegan
Murphy

2. 2
Bishop’s
University
Entrepreneurship
Culture
TABLE
OF
CONTENT
1.
Executive
summary
.....................................................................................................................................................................
3
2.
Introduction
...............................................................................................................................................................................
4
3.
Methodology
3.1
Interviews
.........................................................................................................................................................
4
3.2
Articles,
Videos
&
Other
Media
...............................................................................................................
5
4.
Entrepreneurship
&
Entrepreneurial
Culture
3.1
Capacity
Analysis
Methodology
..............................................................................................................
5
5.
Incubators
&
Accelerators
5.1
Incubators
........................................................................................................................................................
7
5.2
Ryerson
University
Digital
Media
Zone
............................................................................................
10
5.3
Accelerator
....................................................................................................................................................
12
5.4
Babson
College
............................................................................................................................................
13
5.5
Common
Success
Factors
........................................................................................................................
16
6.
Entrepreneurship
at
Bishop’s
6.1
Introduction
..................................................................................................................................................
18
6.2
Overall
Culture
............................................................................................................................................
19
6.3
Influencers
....................................................................................................................................................
20
6.3.1
Dobson-­‐Lagassé
Center
................................................................................................................
20
6.3.2
Williams
School
of
Business
.......................................................................................................
21
6.3.3
SEED
......................................................................................................................................................
22
6.3.4
BUCS
.....................................................................................................................................................
24
6.3.5
Enactus
................................................................................................................................................
25
6.4
Student
Projects
&
Initiatives
...............................................................................................................
27
7.
Involvement
of
Other
Departments
................................................................................................................................
30
8.
Support
Systems
........................................................................................................................................................................
32
9.
Action
Plan
9.1
Limitations
....................................................................................................................................................
37
9.2
Recommendations
.....................................................................................................................................
39
11.
Appendices
Appendix
A
...........................................................................................................
Interview
Topics
of
Discussion
Appendix
B
............................................................................................................
Incubation
Program
Sponsors
Appendix
C
.........................................................................................
Types
of
Business
Incubation
Programs
Appendix
D………………………………………………………………....
Enactus
Canada
vs
Enactus
USA

3. BMG
320
3
1.
EXECUTIVE
SUMMARY
Since
its
creation
in
1998,
the
Dobson-­‐Lagassé
Center
for
Entrepreneurship
as
dedicated
to
change
the
culture
of
this
University,
and
the
community
surrounding
it.
This
report
was
commissioned
with
the
purpose
of
analyzing
this
change
and
observes
the
current
state
of
the
entrepreneurial
culture
at
Bishop’s
University.
In
order
to
come
with
an
accurate
perspective
on
the
health
of
this
ecosystem,
interviews
were
conducted
to
13
people
of
interests
at
the
University.
These
interviews
were
open-­‐ended
and
focused
on
the
role
of
Entrepreneurship
here
at
Bishop’s
as
general
theme,
but
also
followed
a
flexible
structure
relating
to
the
topics
of
personal
projects,
incubators,
department
involvement,
and
student
involvement.
The
findings
were
comparatively
analyzed
to
benchmarked
model
ecosystems.
The
results
show
that
entrepreneurship
at
Bishop’s
is
in
a
stagnating
state,
and
some
weaknesses
prevents
the
growth
of
the
culture.
These
boundaries
include
communication,
management
structure,
access
to
resources
and
University
identity.
This
report
highlights
areas
of
improvements
and
discusses
these
recommendations
to
raise
the
level
of
this
culture:
• The
university
needs
to
transition
their
traditional
style
of
management
• Introducing
and
implementing
SEED
programs
(Marketing
Entrepreneurship
Series)
• Marketing
Entrepreneurship
Series
• The
birth
of
Toast
Radio
as
a
Hub
This
reports
has
limitations.
Some
key
University
contributors
were
not
reached
and
interviewed.
Also,
the
interviews
were
done
in
an
open-­‐ended
fashion,
that
way,
the
results
are
subjective
to
each
individual’s
perceptions
and
biases
might
occur.

4. 4
Bishop’s
University
Entrepreneurship
Culture
2.
INTRODUCTION
This
research
paper
focuses
on
evaluating
Bishops
University
and
the
state
of
the
entrepreneurial
culture
that
exists
on
campus
and
in
the
surrounding
community.
The
research
conducted
was
two
fold,
mainly
using
open-­‐ended
interviews
with
persons
of
interest
who
played
an
impact
role
within
this
culture.
Secondly,
literature,
videos
and
websites
that
were
useful
in
backing
up
these
initial
conversations.
According
to
Dobson-­‐Lagassé’s
executive
director
David
Monty,
a
large
fragment
of
entrepreneurship’s
contemporary
culture
deals
with
the
concepts
of
incubators
and
accelerators.
Looking
into
these
ecosystems,
these
models
were
observed
to
determine
the
main
factors
in
creating
a
successful
entrepreneurship
culture.
These
models
were
then
used
in
comparison
and
contrast
to
the
culture
at
Bishops
University.
Programs
supporting
this
culture,
student
initiatives
and
impact
players
were
highlighted
in
relation
to
their
role
in
this
culture.
An
action
plan
was
developed
focusing
on
limitations
that
exist
and
the
ideal
and
realistic
direction
to
be
attained
for
entrepreneurship
at
Bishops.
3.
Methodology
3.1
Interviews
In
order
to
gain
knowledge
on
the
key
aspects
of
Bishop’s
Entrepreneurial
Culture,
its
state
and
general
feeling
on
the
topic,
we
chose
to
interview
13
people
of
interests
at
Bishop’s
University
who
could
provide
us
with
different
perspectives.
These
people
are
departments’
chairperson’s,
students,
head
of
student-­‐ran
projects
and
clubs,
teachers
and
university
representatives.
The
interviews
were
conducted
in
an
open-­‐ended
manner;
the
goal
was
to
get
the
interviewees’
honest
unbiased
opinion.
Our
focus
revolved
around
creating
a
safe
platform
for
them
to
express
themselves.
The
interviews
lasted
between
20
to
90
minutes.
Interviews
were

5. BMG
320
5
recorded
using
the
iPhone
app
QuickVoice,
available
on
iTunes
store
for
free,
only
when
these
people
accepted
this
meeting
condition.
Although
these
meetings
focused
on
letting
the
interviewee
communicate
their
views
and
involvement
openly,
we
created
a
basic
structure
with
the
purpose
of
getting
information
on
similar
topics
throughout
our
process.
We
first
presented
ourselves
as
students
and
the
main
goal
of
our
project:
Gain
the
necessary
knowledge
on
the
Entrepreneurial
Culture
of
Bishop’s
University
and
use
it
to
recommend
trends
that
could
be
applied
to
enhance
the
culture.
As
for
the
topics
approached,
they
can
be
found
in
the
Appendices
section.
3.2
Articles,
Videos
&
Other
Media
With
the
purpose
of
supporting
our
findings
above
and
understand
what
represents
the
factors
in
a
successful
entrepreneurship
culture,
we
used
articles,
videos
and
other
sources
of
media.
The
information
gained
from
these
provided
crucial
knowledge
on
trends,
concepts
and
facts
that
help
give
life
to
this
project.
4.
ENTREPRENEURSHIP
&
ENTREPRENEURIAL
CULTURE
When
looking
to
investigate
the
topic
of
Entrepreneurship
at
Bishop’s
University,
it
is
important
to
first
understand
what
is
the
general
meaning
of
Entrepreneurship
and
how
is
it
applied
in
an
environment
to
create
what
is
referred
to
as
an
Entrepreneurial
Culture.
Entrepreneurship
derives
from
the
French
Entreprendre,
meaning
to
undertake,
and
is
defined
as
“The
capacity
and
willingness
to
develop,
organize
and
manage
a
business
venture
along
with
any
of
risks
in
order
to
make
profit.
The
most
obvious
example
is
the
starting
of
a
new
business.”1
Whether
it
focuses
on
profit
or
1
BusinessDictionary.
(n.d.)

6. 6
Bishop’s
University
Entrepreneurship
Culture
not,
this
behaviour
enables
creative
minded
individuals
to
put
their
thoughts
and
ideas
into
action.
According
to
the
Business
News
Daily,
one
of
the
biggest
trends
of
the
near
future
is
the
resurgence
of
small
businesses
powered
by
entrepreneurial
minds.
They
quote:
“I
predict
there
is
going
to
be
a
resurgence
in
small
business
formation
as
Americans
get
back
to
their
entrepreneurial
spirit.
Millennials,
in
particular,
are
going
to
embrace
owning
their
own
business
as
they
realize
the
freedom
it
offers
and
reject
the
more
stringent
corporate
world
[to]
create
their
own
wealth.”
–Cody
Gunn,
president,
Gunn
Capital
Management2
The
topic
of
entrepreneurship
is
constantly
growing
in
the
world
today.
With
the
emergence
of
technology
and
focus
on
creativity,
people
are
constantly
looking
for
new
ideas
to
improve
the
environment
around
them.
The
mentality
also
revolves
around
the
idea
of
people
creating
their
dream
job.
This
economy
of
innovation
will
continue
to
grow
and
force
small
businesses
to
be
formed,
grow
and
expand.
A
collection
of
such
behaviors
in
a
single
environment
creates
what
is
called
an
entrepreneurial
culture.
Through
this
culture,
the
creative
kinds
thrive
as
they
are
giving
the
tools
to
translate
their
ideas
into
tangible
actions.
Mihaylo
College
of
Business
and
Economics
at
California
State
University
Fullerton
presents
it
as:
“an
environment
where
someone
is
motivated
to
innovate,
create
and
take
risks.
In
a
business,
an
entrepreneurial
culture
means
that
employees
are
encouraged
to
brainstorm
new
ideas
or
products.”3
A
great
example
of
a
business
giving
its
employees
a
chance
to
innovate
is
the
20
Percent
Time
rule
(or
mentality).
Companies
like
Google,
LinkedIn,
Facebook,
Yahoo
and
eBay,
all
force
their
employees
to
use
at
least
20%
of
their
paid
hours
working
on
personal
projects
and
testing
their
brains.
These
projects
can
even
graduate
and
become
a
complete
entity
on
its
own
with
the
help
of
the
company
itself.4
Companies
continue
to
invest
in
start-­‐ups
of
such
kinds
and
more
especially
in
people
as
they
have
the
agility
and
2
Helmrich.
(2015)
3
Mihaylo
College
of
Business
&
Economics.
(n.d.)
4
WIRED.
(2013)

7. BMG
320
7
creativity
that
corporations
simply
do
not
possess.
In
return,
the
company
supplies
the
resources
possible
for
this
creativity
to
flourish.5
This
state
of
mind
is
a
given
talent
to
some
individuals
but
it
can
also
be
thought.
In
the
case
at
end
in
this
report,
we
will
refer
to
the
definition
of
entrepreneurial
culture
above
replacing
the
term
“business”
by
“Bishops
University”
and
adding
the
terms
“students
and
teachers”
to
the
term
“employees”.
This
gives
us
a
better
perspective
of
what
is
at
hand.
One
of
our
primary
sources
of
information
in
doing
this
project
was
David
Monty,
who
is
the
Executive
Director
of
Dobson-­‐Lagassé
Entrepreneurship
Centre.
When
speaking
of
entrepreneurial
culture,
he
pointed
out
two
concepts
that
he
judged
of
the
upmost
importance:
Incubators
and
Accelerators.
The
Dobson-­‐Lagassé
center
is
based
off
these
concepts
that
we
will
study
in
the
next
section.
5.
INCUBATORS
&
ACCELERATORS
As
we
explore
the
state
of
Bishop’s
University’s
entrepreneurship
culture,
it
is
important
to
first
take
a
look
at
what
is
considered
the
norm
in
or
the
benchmark
of
such
a
culture.
To
do
so
we
first
take
a
look
at
the
concepts
of
incubators
and
accelerators.
They
are
two
very
similar
environments
in
which
entrepreneurial
culture
is
omnipresent.
We
often
refer
to
Silicon
Valley
as
being
a
bed
in
technological
advancement
due
to
this
mentality
of
innovation
and
the
presence
of
numerous
companies
involved
in
incubations
and/or
accelerations.
In
this
section
we
will
observe
what
makes
the
two
concepts
successful
and
how
does
it
relate
to
Bishop’s
entrepreneurial
culture.
5
Weiblen,
&
Chesbrough.
(2015)

8. 8
Bishop’s
University
Entrepreneurship
Culture
5.1
Incubators
A
"Business
incubation
is
a
unique
and
highly
flexible
combination
of
business
development
processes,
infrastructure
and
people
designed
to
nurture
new
and
small
businesses
by
helping
them
to
survive
and
grow
through
the
difficult
and
vulnerable
early
stages
of
development.
”6
In
other
words,
an
incubator
is
an
environment
where
start-­‐ups
or
ideas
are
created
and
given
the
necessary
help
in
a
multitude
of
disciplines
that
it
requires
to
bring
it
to
life.
This
help
is
centralized
(all-­‐
in-­‐one).
For
example,
if
the
start-­‐up
needs
legal
help
as
well
as
technological
advice,
the
incubator
will
provide
all
these
services.
It
also
gives
these
companies
the
necessary
office
space
to
work
on
the
project.
Mentorship
is
available
to
these
companies.
The
graph
below
shows
the
key
advantages
of
incubators
according
to
the
NBIA,
National
Business
Incubation
Association.
Table
1:
Advantages
of
incubation7
When
comparing
it
to
accelerators,
Paul
Bricault,
cofounder
of
Amplify,
defines
the
environment
in
the
following
manner:
6
UK
Business
Incubation
Limited.
(2011)
7
Knopp.
(2007)

9. BMG
320
9
“An
incubator
brings
in
an
external
management
team
to
manage
an
idea
that
was
developed
internally.
“Those
ideas
can
gestate
for
much
longer
periods
of
time
and
the
incubator
takes
a
much
larger
amount
of
equity
[compared
to
accelerators].”
One
of
the
downside
of
incubation
is
that
owners
of
the
start-­‐up
or
idea
lose
equity
as
they
reach
out
for
help
in
numerous
spheres
of
their
projects
and
more
people
get
involved.
Also,
although
the
help
is
centralized
and
the
start-­‐up
process
accelerated,
they
now
become
dependent
of
the
help
they
first
seek,
as
they
don’t
gain
the
knowledge
necessary
to
be
self-­‐sufficient.
The
value
proposition
is
composed
of
3
categories:
Infrastructure,
Business
Support
and
Access
to
Networks.8
Incubators
are
growing
across
the
world
and
are
starting
to
become
the
trend
amongst
successful
businesses.
Companies,
government
and
others
constantly
invest
in
these
environments
to
build
innovative
cultures
around
the
globe.
In
2006,
there
were
over
1,100
incubators
in
North
America
of
many
different
types.
As
most
incubators
have
mixed
used
(54%),
some
of
them
specialize
in
other
disciplines
(Technology
represent
39%).9
87%
of
incubators
graduate
start-­‐ups
stay
in
business.
It
is
also
vital
for
the
survival
of
corporations
as
they
represent
a
source
of
innovation
and
revenue.
The
trend
is
to
invest
in
incubators
at
creation,
then
take
equity
from
the
start-­‐ups
as
they
become
self-­‐sufficient.10
We
are
lucky
to
have
two
of
the
first-­‐adopters
of
this
movement
right
here
in
Canada.
The
University
of
Alberta’s
TEC
Edmonton
and
Ryerson
University’s
Digital
Media
Zone
were
amongst
the
top
University-­‐ran
incubators
in
the
world
in
2014.
8
Bruneel,
Ratinho,
Clarysse,
&
Groen.
(2011)
9
See
Table
types
of
incubation
in
Appendices
10
Mas-­‐Verdú,
Ribeiro-­‐Soriano,
&
Roig-­‐Tierno.
(2015)

10. 10
Bishop’s
University
Entrepreneurship
Culture
Table
1:
Global
Top
25
University
Business
Incubators11
As
one
of
our
closest
example
of
a
successful
incubator,
we
will
now
take
a
closer
look
at
the
Digital
Media
Zone,
commonly
called
DMZ.
5.2
Ryerson
University
Digital
Media
Zone
Ryerson’s
DMZ
is
a
one
of
a
kind
incubator
in
the
heart
of
Toronto.
At
the
DMZ,
students
help
companies
take
the
next
step
by
providing
them
with
the
help
they
need.
By
doing
so,
these
students
gain
real
life
experience
and
the
companies
are
able
to
leverage
knowledge
that
is
alien
to
them.
Their
main
focus
is
on
connecting
customers,
advisors,
influencers
and
other
entrepreneurs
to
innovate,
collaborate
and
learn
in
an
experiential
fashion.
The
DMZ
believes
that
in
order
to
develop
a
strong
innovative
culture
in
Canada,
we
have
to
start
at
the
“grassroots”,
its
students.
The
DMZ
also
created
a
hub
called
Zone
Learning
described
as
the
following:
“Zone
learning
transforms
your
educational
experience
at
Ryerson.
It
takes
you
beyond
the
classroom
and
lets
you
meet
and
work
with
students
from
across
the
university
who
are
creative,
ambitious,
and
driven
by
passion.
By
becoming
part
of
Ryerson’s
zone
learning
network,
you’ll
get
the
right
kind
of
support
to
create,
develop,
and
launch
your
idea.”
11
UBI
Index.
(n.d.)

11. BMG
320
11
The
Digital
Media
zone
operates
following
the
5
pillars
as
seen
below.
These
steps
are
true
for
students
as
well
as
start-­‐ups.
In
the
case
of
students,
they
can
apply
for
the
DMZ
through
an
organization
called
Enactus,
which
will
be
approached
later
on.
As
for
businesses,
they
are
offered
a
4
months
trial
period
in
which
they
get
access
to
all
the
resources
for
free.
A
membership
fee
is
applicable
after
this
period.
Since
its
creation
in
April
2010,
the
DMZ
as
incubated
over
130
startups,
helped
raise
$
40
million
dollars
and
created
1,200
jobs.
This
represents
the
greatest
measure
of
success
for
the
incubator.
Companies
are
able
to
leverage
cheap
labor
and
knowledge,
and
in
return
students
are
given
the
right
tools
to
succeed
when
they
graduate,
credits
for
their
involvement
(through
Seed
programs)
and
even
job-­‐offers
at
graduation.
Everyone
wins.
The
number
of
start-­‐up
launched
from
the
DMZ
is
astonishing.
Some
of
the
most
notable
ones
are
FlyBits,
JamCam,
HouseIt,
Closing
Folders
Inc.
and
SoapBox.

12. 12
Bishop’s
University
Entrepreneurship
Culture
5.3
Accelerator
The
reason
why
we
explore
the
concept
of
incubators
and
accelerator
is
because
the
common
impression
amongst
Bishop’s
people
of
interests
is
that
the
Dobson-­‐
Lagassé
Center
is
an
incubator.
But
as
David
Monty
quickly
pointed
out
to
us,
they
are
fundamentally
different.
The
Dobson–
Lagassé
Center
is
not
an
incubator,
it
is
an
accelerator.
Paul
Bricault
of
Amplify
describes
it:
“An
accelerator
takes
single-­‐digit
chunks
of
equity
in
externally
developed
ideas
in
return
for
small
amounts
of
capital
and
mentorship.
They’re
generally
truncated
into
a
three
to
four
month
program
at
the
end
of
which
the
start-­‐ups
‘graduate’.”12
This
is
an
interesting
concept
as
it
brings
the
notion
of
graduating.
Companies
enter
the
ecosystem
to
accelerate
their
growth.
They
will
have
mentors,
attend
workshops,
seek
specialize
help,
etc.,
for
a
short
amount
of
time
with
the
purpose
of
correcting
or
eliminating
their
weaknesses.
An
accelerator
will
teach
the
companies
the
tools
to
be
self-­‐sufficient
at
the
end
of
this
period
of
intense
learning.
Companies
do
not
necessarily
give
equity
in
exchange
for
these
services;
they
will
usually
simply
give
a
small
amount
of
money.
Just
like
incubators,
they
have
the
advantages
of
having
centralized
help,
low
cost
labor
(to
none),
specialized
help,
workspace,
and
resources.
In
order
to
analyze
Bishop’s
own
entrepreneurial
culture
we
will
first
examine
the
model
for
all
accelerators
of
North
America:
Babson
College.
David
Monty’s
model
for
Entrepreneurship
and
the
Dobson-­‐
Lagassé
Center
is
based
of
this
institution.
12
DesMarais,
C.
(2012)

13. BMG
320
13
5.4
Babson
College
Babson
College
is
considered
the
benchmark
in
Entrepreneurship
in
North
America.
According
to
David
Monty,
every
year,
similar
programs
around
the
continent
go
to
this
Boston
area
school
every
year
to
study
its
structure
and
methods
in
the
form
of
seminars.
Based
on
a
survey
of
2,000
school
administrators
in
2014,
Babson
ranks
1st
in
undergraduate
entrepreneurship
program
and
second
in
graduate
entrepreneurship
programs.13
The
Princeton
review
also
ranks
it
1st
in
undergraduate
schools
for
entrepreneurship.14
Babson’s
entrepreneurship
MBA
ranks
number
1
according
to
the
U.S.
News
&
World
Report
(2016).
15
It
is
a
difficult
task
to
calculate
the
return
of
investment
of
such
programs.
In
order
to
do
so,
it
is
argued
that
the
best
way
is
to
calculate
graduation
rate,
average
student
salary
after
5
years
of
graduation
and
success
stories
that
flourished
from
Babson.
In
terms
of
categories
the
metrics
can
be
named
educational
quality,
affordability,
and
career
outcome.
According
to
Money
Magazine,
Babson
is
also
the
number
1
College
in
America.
This
is
very
impressive
considering
it
ranks
above
powerhouses
like
MIT
and
Harvard.
The
investment
itself
represents
the
money
invested
in
a
4-­‐year
program.
90%
of
its
students
graduate
within
6
years
of
enrollment
and
alumni
average
around
$59,700
annually
after
5
years
of
graduation.
Many
successful
businesses
and
entrepreneurs
have
also
taking-­‐off
in
this
accelerator.
The
following
are
3
examples
of
graduates
that
have
taking
their
experience
at
Babson
College
and
turned
it
into
great
success
stories.
Matthew
R.
Coffin
graduated
from
the
University
in
1990
and
in
2005
sold
his
business
called
LowerMyBills.com
for
$380
million
to
company
Experian.
He
was
also
named
Southern
California
Entrepreneur
of
the
Year
in
2006.
Mir
Ibrahim
Rahman
graduated
from
Babson
in
2000.
From
there
he
went
on
to
co-­‐found
Pakistan’s
most
13
Entrepreneur.
(2014)
14
The
Princeton
Review.
(n.d.)
15
U.S.
News
&
World
Report.
(2015)

14. 14
Bishop’s
University
Entrepreneurship
Culture
popular
and
largest
media
outlet,
GEO
TV
when
he
was
only
25.
He
went
on
to
win
many
awards,
notably
the
Robert
F.
Kennedy
award
for
Excellence
in
Public
Service
at
the
Harvard
Kennedy
School.
Lastly,
Babson
Entrepreneurship
center,
Arthur
M.
Blank
center,
is
named
after
the
co
founder
of
The
Home
Depot
who
graduated
from
Babson
in
1963.
How
is
Babson
able
to
stimulate
creative
minds
to
go
above
and
beyond
in
changing
the
environment
around
them
through
innovation?
There
are
many
characteristics
that
make
Babson
such
a
dominant
figure
in
the
world
of
entrepreneurship.
First,
Babson’s
entrepreneurship
program
offers
its
378
enrolled
students
79
full-­‐
time
courses
with
a
focus
on
practical
learning.
With
the
help
of
9
mentors
provided
by
a
sponsored
school
program,
they
constantly
work
on
projects
hands-­‐on
to
help
them
real
their
full
potential.16
These
programs
are
crucial
to
their
development
as
they
gain
the
necessary
tools
to
become
entrepreneurs
themselves.
They
are
rewarded
with
credits,
awards
and
bursaries.
In
the
last
5
years,
181
companies
have
launched
from
the
College.
The
second
dominant
factor
is
the
John
E.
and
Alice
L.
Butler
Venture
Accelerator
at
Babson.
This
center
represents
the
fundamentals
of
an
accelerator.
“Through
our
diverse
programs,
students
and
alumni
explore
opportunities
and
move
their
business
concepts
forward,
taking
advantage
of
workspace,
peer-­‐mentoring
programs,
expert
advisers,
and
other
valuable
resources.”
This
ecosystem
enables
16
Entrepreneur.
(2014)

15. BMG
320
15
companies
to
flourish
and
grow
at
an
accelerated
rate
following
the
3
stages
below.
It
offers
various
services
and
resources
like
legal
advice,
mentors,
workspace,
events,
etc.17
A
great
aspect
for
companies
is
that
students
aren’t
allowed
to
take
any
equity
an
external
business
coming
in
for
help
or
a
salary
before
graduation.
This
is
great
for
companies
looking
for
centralized
help
at
low
cost.
Both
parties
therefore
add
value
to
the
other
in
a
beneficial
matter.
In
term
of
financial
resources,
Babson
is
lucky
to
have
the
support
of
one
of
the
biggest
foundation
dedicated
to
Entrepreneurship
in
the
United
States,
the
Kauffman
Foundation.
The
foundation
based
out
of
Kansas
City
devotes
itself
to
“...foster
a
society
of
economically
independent
individuals
who
are
engaged
citizens
in
their
community.”
That
being
said
they
see
this
shift
happening
by
focusing
on
2
main
areas:
Education
and
Entrepreneurship.
The
Kauffman
foundation
is
also
involve
in
big
projects,
such
as
Khan
Academy,
an
online
website
dedicated
to
academic
help
through
informational
videos.
Babson
is
able
to
leverage
their
support.18
20
17
Babson
College.
(n.d.)
18
Kauffman
Foundation.
(n.d.)

16. 16
Bishop’s
University
Entrepreneurship
Culture
Finally,
Babson
offers
numerous
special
programs
&
events
dedicated
to
raising
entrepreneurial
awareness
and
culture
throughout
its
environment.
Here
are
some
of
the
most
important
ones:
• Babson
College
Entrepreneurship
Research
Conference:
This
conference
is
considered
one
of
the
best
in
the
world
in
the
field
of
entrepreneurship.
Each
year
over
350
scholars
join
the
conference.
• B.E.T.A.
Challenge
(Babson
Entrepreneurial
Thoughts
and
Actions):
This
challenge
award
$20,000
and
“service
in
kind”
to
a
group
of
individuals
to
reward
them
for
taking
an
idea
and
putting
it
into
action.
Cash
prizes
are
awarded
by
corporate
sponsors.
Two
prizes
of
$2,500
are
also
given
to
the
finalists.
• Rocket
Pitch:
Babson
College,
Olin’s
Engineering
and
Wellesley
College
student
are
welcomed
to
an
evening
where
they
are
invited
to
pitch
their
projects
to
investors,
alumni
and
school
representative.
These
officials
are
located
in
several
rooms
and
do
not
give
feedback
until
the
end
of
the
evening
when
a
networking
session
occurs
and
students
gets
to
meet
these
people
and
chat
business
opportunities
with
them.
• Summer
Venture
Program:
This
program
lasts
10
week
and
start-­‐up
and
companies
take
place
in
workshops
and
are
provided
the
mentoring
necessary
to
help
accelerate
their
business.
• Alumni
Entrepreneur
Hall-­‐of-­‐Fame:
Just
like
the
3
success
stories
presented
at
the
beginning
of
this
section,
Babson
graduates
that
have
contributed
to
their
environment
with
great
innovation
are
recognized
in
its
hall-­‐of-­‐fame.
5.5
Common
Success
Factors
Both
systems
are
able
to
take
small
ideas
and
create
a
number
of
real
successful
projects.
Although
they
are
fundamentally
somewhat
different,
they
are
truly
one
of
kind
for
that
exact
reason.
We
now
observe
some
of
the
common
key
factors
that
contributed
to
both’
success.

17. BMG
320
17
First,
these
environments
possessed
their
full
organization
&
community
faith
&
support.
This
category
is
very
important
when
trying
to
put
forward
a
culture
revolving
around
entrepreneurship.
As
an
organization,
both
of
those
universities
understood
the
importance
of
putting
forward
creative
thinking
and
innovation.
They’ve
giving
these
programs
their
full
support
to
implement
centralization
of
knowledge
and
resources
to
help
departments
build
together,
financial
aid
(if
necessary),
etc.
These
programs
now
represent
their
pride
and
joy
and
are
at
the
center
of
not
only
the
school
itself,
but
also
the
community
in
which
they
live
in.
The
biggest
aspect
to
retain
from
this
point
is
that
they
were
able
to
align
the
values
of
all
spheres
of
the
organizations
towards
innovation,
as
a
common
goal.
They
both
employ
practical
learning
methods
for
students.
In
this
regard,
programs
curriculum
are
based
off
real
life
experiences
where
students
work
with
mentors
and
companies
to
improve
their
knowledge
of
disciplines.
They
also
are
encouraged
to
start
projects
of
their
own,
for
which
they
are
rewarded
with
credits
and/or
bursaries.
These
rewards
ultimately
aim
to
take
these
projects
one-­‐step
further
and
put
them
into
action.
For
students
of
these
schools,
creating
is
part
of
their
degree
and
innovation
is
the
norm.
Students
that
have
been
rewarded
for
entrepreneurial
thinking
are
also
publicly
acclaimed
throughout
the
universities.
Events
and
contest
are
constantly
occurring,
engaging
the
students
in
an
interactive
manner.
Both
of
these
schools
possess
a
tremendous
access
to
resources,
which
broaden
the
scale
of
possibilities
and
quality
of
engagements.
It
is
one
thing
to
be
sponsored
by
the
largest
foundation
pro
entrepreneurship
in
the
US
or
being
able
to
afford
to
move
the
facilities
in
one
of
the
better
looking
buildings
downtown
Toronto,
but
this
also
involves
the
amount
of
mentors
available,
access
to
technology
and
specialist
from
all
disciplines.
Yes,
Babson
and
Ryerson
are
fortunate
to
have
such
generous
donors,
but
they
also
put
these
resources
into
good
use.
They
are
now
on
the
path
to
self-­‐sufficiency
and
independence
from
the
school

18. 18
Bishop’s
University
Entrepreneurship
Culture
itself.
The
number
of
alumni
mentors
and
entrepreneurs
helping
those
students
and
start-­‐ups
through
the
process
is
also
very
high.
So
these
young
minds
constantly
have
specialists
to
help
them
gain
perspective
on
the
topic
at
hand.
6.
ENTREPRENEURSHIP
AT
BISHOP’S
6.1
Introduction
To
determine
the
state
of
entrepreneurship
at
Bishops
University,
a
number
of
informal
interviews
were
conducted
with
people
of
interest
across
campus.
These
included,
students,
professors,
staff
and
alumni
who
were
perceived
to
be
knowledgeable
in
the
area.
These
interviews
contained
a
number
of
open-­‐ended
questions
that
encouraged
unbounded
conversations.
Through
these
discussions,
there
was
a
great
amount
of
valuable
input
received
that
helped
assess
said
state
at
Bishops.
These
interviews
placed
limitations
on
the
evaluation
as
it
lacked
objectivity.
Talking
to
a
number
of
different
people
with
different
opinions
and
perceptions
led
to
a
great
deal
of
subjectivity
on
this
topic.
While
some
believed
there
is
a
great
deal
of
positivity
and
a
strong
entrepreneurial
culture
that
exists
on
campus
and
in
the
surrounding
community,
there
was
opposition
and
nevertheless
a
lot
of
criticism.
This
criticism
not
only
touched
on
the
culture
but
also
focused
on
the
bigger
picture
with
issues
involving
Bishop’s
University
as
a
whole.

19. BMG
320
19
6.2
Overall
Culture
While
the
overall
culture
of
entrepreneurship
at
Bishop’s
is
subjective,
varying
from
one
to
another,
there
are
many
existing
elements
that
are
clear
and
objective.
Many
of
these
aspects
play
a
major
role
in
the
culture
but
are
however
intangible.
With
less
than
3,000
students
enrolled
at
the
university,
the
small
size
has
several
big
advantages.
Because
the
majority
of
students
are
not
locals
and
come
from
a
distance,
it
is
very
common
for
them
to
live
within
Lennoxville
and
hence
very
close
to
campus.
The
creation
of
this
bubble
not
only
increases
the
likelihood
of
students
getting
involved
in
extra
curricular
activities,
but
makes
it
very
accessible
for
them.
The
scale
of
Bishops
University
has
led
to
the
development
of
a
very
tight
knit
community,
which
helps
fosters
a
strong
entrepreneurial
spirit.
This
spirit
is
generated
with
the
willingness
of
students
to
be
apart
and
make
a
difference
within
the
community.
Bishops
encourages
and
enables
its
students
to
get
involved
with
the
many
clubs
and
or
other
activities
on
campus.
The
spirit
that
exists
encourages
participation
and
involvement
amongst
students.
A
part
of
the
culture
that
is
accompanied
with
these
factors
is
a
heavy
social
presence
at
the
school.
Bishop’s
is
known
to
have
a
student
population
that
enjoys
celebrating
together
and
organizing
communal
events.
Some
of
these
events
have
generated
revenue
that
is
then
donated
to
charity
while
creating
memories
that
will
last
forever.
Within
the
existence
of
this
spirit,
some
elements
attempt
to
breed
creative
and
critical
thinking.
This
mindset
is
crucial
for
entrepreneurial
culture
and
needs
to
be
emphasized
more
at
Bishop’s.
Many
of
the
professors
interviewed
complained
that
the
lack
of
competition
amongst
students
in
the
business
department
restricts
the
generation
of
this
mentality.
They
want
to
see
professors
and
students
alike
push
each
other
to
create
a
strong
attitude
that
will
help
lead
to
success.
With
a
lack
of
funding
and
restrictive
financial
budget
at
the
university,
the
major
investment
made
on
students
is
not
tangible.
The
investment
is
to
breed
entrepreneurial
mindsets
that
will
help
create
a
strong
network
in
the
environment.
Because
of
the
tight
community
and
level
of
engagement
that
exists,
alumni
will
be
much
more
willing
to
give
back.
Developing
strong
alumni
and
keeping
them
connected
is

20. 20
Bishop’s
University
Entrepreneurship
Culture
important
in
adding
value
to
the
culture.
While
there
are
some
initiatives
within
departments
across
campus,
there
is
not
an
entrepreneurial
backbone
that
is
present
across
the
university.
One
of
the
issues
with
the
culture
is
the
lack
of
consistency.
According
to
used
definition
20
of
entrepreneurship
culture
requires
it
“to
be
embraced
by
most
and
have
shared
values
by
people
at
different
levels
of
the
institutions
hierarchy”.
6.3
Influencers
With
a
lack
of
uniform
entrepreneurial
practices,
the
Dobson-­‐Lagasse
Center
working
alongside
the
Williams
School
of
Business
are
the
main
influencers
for
the
culture.
6.3.1
Dobson-­‐Lagassé
Center
Before
the
inauguration
of
the
Williams
School
of
Business
in
1997,
Bishops
University
did
not
offer
any
entrepreneurship
courses
to
its
students.
John
Oldland
a
marketing
professor
at
the
university
with
an
entrepreneurial
background
had
a
vision
to
incorporate
these
classes
into
the
curriculum.
Alongside
his
wife
Alice,
Oldland
founded
Hatley
in
1986,
a
brand
that
produced
clothing
and
an
assortment
of
gifts
geared
towards
cottagers.
Today,
the
label
has
grown
to
become
tremendously
successful,
reaching
to
over
20
countries
worldwide
and
wholesaling
to
more
than
3,000
stores.
In
addition,
it
owns
and
operates
21
stores
across
Canada,
the
United
States
of
America
and
New
Zealand.
With
the
creation
of
his
own
company,
Oldland
saw
the
importance
of
recognizing
opportunities
and
taking
action
in
the
market.
He
wanted
to
encourage
this
amongst
his
students
and
foster
an
entrepreneurial
spirit
across
the
university.
At
the
time
there
were
financial
limitations
that
existed
that
restricted
him
from
achieving
his
goal.
This
obstacle
was
overcome
soon
thereafter
with
the
help
of
John
Dobson,
a
premier
supporter
of
20
Journal
of
Entrepreneurial
Education

21. BMG
320
21
entrepreneurship
in
Canada
and
Louie
Lagassé,
one
of
the
most
influential
business
in
the
country.
Together
in
1998,
they
co-­‐founded
the
Dobson-­‐Lagassé
Center
that
brought
funding
to
the
table
enabling
entrepreneurship
courses
to
be
taught
in
the
business
school.
Furthermore,
the
center
had
a
mission
to
develop
the
community
by
integrating
both
English
and
French
culture.
The
Dobson-­‐Lagassé
Center
follows
Babson
College’s
business
model
in
teaching
entrepreneurship
by
connecting
students
with
local
entrepreneurs
and
mentors
through
experiential
learning.
Facilitating
this
link
between
these
three
creates
a
network
and
adds
value
to
the
environment.
While
this
academic
segment
is
directly
linked
to
the
university
in
progressing
young
minds,
the
center
offers
consulting
to
local
entrepreneurs
independently.
The
services
that
they
offer
to
small
business
in
the
region
are;
market
research,
accounting
support,
mentorship,
counseling,
and
training
and
speed
coaching.
In
2006,
the
center
was
facing
financial
difficulties,
as
they
lost
primary
sources
of
funding
and
had
to
reduce
their
cash
flow
in
half.
Dobson-­‐
Lagassé
brought
in
Dave
Monty,
the
current
executive
director,
to
help
alleviate
the
problem.
With
expertise
in
strategic
positioning,
Monty
developed
a
new
inventory
plan
for
the
center.
It
is
a
significant
part
of
Bishop’s
University
as
it
has
helped
over
2,000
students
and
800
local
businesses.
The
director
wants
to
continue
to
see
it
grow
and
support
entrepreneurs
in
the
environment
however
would
like
to
see
it
disassociated
itself
from
the
school
and
operate
as
an
independent
entity.
6.3.2
Williams
School
of
Business
The
Williams
School
of
Business
is
designed
to
provide
an
interactive,
hands-­‐on
learning
experience
that
attempts
to
prepare
students
to
take
on
the
world.
The
small
classroom
size
enables
students
to
be
engaged
with
peers
and
professors
and
helps
them
develop
a
strong
network
both
inside
and
out
of
the
classroom.
Unlike
big
universities,
professors
are
easily
approachable
and
accessible
and
care
about
the
education
they
are
providing.
At
Babson
College,
the
average
class
size
is
29
students
provides
one
of
the
best
return
on
investments
in
the
United
States.
With
more
than
80
%
of
business
professors
as
full
time
and
tenured,
they
view
students
as
more
than
just
a

22. 22
Bishop’s
University
Entrepreneurship
Culture
number
and
have
a
big
impact
on
developing
these
young
minds.
The
Williams
School
of
Business
places
a
heavy
emphasis
on
teamwork
for
student
projects.
While
entrepreneurs
often
embark
on
ventures
independently,
the
ability
to
work
in
a
team
is
tremendously
important.
In
order
to
succeed
in
future
endeavors,
it
is
vital
for
them
to
have
this
skill.
As
Ewing
Marion
Kauffman,
founder
of
one
of
the
largest
private
foundations
in
the
United
States
said:
“All
of
the
money
in
the
world
cannot
solve
problems
unless
we
work
together.
And
if
we
work
together,
there
is
no
problem
in
the
world
that
can
stop
us,
as
we
seek
to
develop
people
to
their
highest
potential.”
21
6.3.4
SEED
One
of
the
highlights
of
the
business
school
is
the
SEED
portfolio
geared
towards
the
finance
department.
In
1985,
chartered
financial
analyst
Stephen
Barlow
came
to
Bishop’s
to
help
out
the
finance
program.
With
an
extensive
background
in
the
field,
he
recognized
a
much
higher
need
for
financial
services
over
corporate
finance.
With
a
greater
number
of
jobs
in
this
industry,
he
began
transitioning
the
department
to
increase
the
focus
on
capital
markets
and
securities.
This
shift
was
tremendously
beneficial
to
the
department
as
its
growth
over
the
next
decade
made
it
become
the
university’s
most
prominent
business
program.
While
Barlow
had
made
great
efforts
and
strides
with
the
finance
department,
he
longed
to
continually
improve
upon
its
strong
foundation.
With
the
help
of
a
$3,000,000
donation
by
David
A.
Williams,
a
successful
investment
manager
and
Bishop’s
graduate
(1963),
the
SEED
portfolio
was
created.
SEED
(Success
through
Education,
Entrepreneurship
and
Determination)
is
“an
exclusive
opportunity
for
students
to
experience
the
risks
and
rewards
of
portfolio
management”
(website).
This
practical
learning
experience
allows
students
to
gain
valuable
knowledge
and
essential
tools
that
can
be
applied
in
the
market.
This
program
is
important
in
breeding
creative
and
critical
thinking
that
are
crucial
for
entrepreneurial
minds.
In
addition
it
is
one
of
21
Kauffman
Foundation

23. BMG
320
23
the
major
aspects
that
give
the
Williams
School
of
Business
a
competitive
advantage
over
many
Canadian
business
schools.
The
Williams
School
of
Business
promotes
entrepreneurship
with
the
help
of
the
Dobson-­‐Lagassé
Centre
by
connecting
students
with
local
companies
and
giving
them
the
opportunity
to
gain
real
world
experience.
This
allows
them
to
learn
the
ins
and
outs
of
the
business
and
create
entrepreneurial
solutions
to
operational
problems.
Reviews
that
cover
entrepreneurial
education
highlight
the
fact
that
it
is
fundamental
to
incorporate
this
aspect
into
its
teaching.
Researcher
Dr.
Martin
J
Bliemel
at
University
of
New
South
Wales
in
Australia
heavily
stresses
the
importance
of
gaining
real
business
world
involvement
in
his
article,
Getting
Entrepreneurship
Education
Out
of
the
Classroom
and
into
Students’
Heads
published
in
the
Entrepreneurship
Research
Journal
22.
The
conclusion
made
by
Vivek
Wadhwa,
an
academic
who
specializes
in
technological
entrepreneurship
was
that
through
“education,
exposure
and
networks
[…established…]
lead
these
people
to
pursue
the
entrepreneurial
path”
23.
It
is
this
mindset
that
inspires
students
to
start
new
ventures
that
the
entrepreneurial
culture
of
Bishop’s
University
strives
to
achieve.
While
the
Dobson-­‐Lagassé
Center
is
very
beneficial
and
helps
many
reach
this
goal,
the
environment
it
operates
in,
restricts
the
level
of
growth.
Once
again,
the
major
problem
at
hand
stems
from
financial
limitations.
There
is
need
for
a
dominant
foundation
that
exists
to
help
finance
entrepreneurship
in
the
country.
South
of
the
border
in
the
United
States,
the
Kauffman
foundation
is
a
private
non-­‐profit
organization
that
financially
supports
individuals
aiming
to
help
improve
communities.
Based
out
of
Kansas
City,
Missouri,
the
foundation
focuses
on
supporting
entrepreneurial
education
and
creates
programs
that
will
give
students
valuable
experiences
while
allowing
them
to
gain
skills
that
will
be
of
great
use
in
the
future.
With
an
endowment
of
$2
billion
dollars,
they
are
able
to
spend
millions
dollars
on
grants
yearly
aimed
to
help
create
“a
society
of
economically
independent
individuals
who
are
engaged
citizens,
contributing
to
the
improvement
of
their
22
Entrepreneurship
Research
Journal
23
Tech
Crunch

24. 24
Bishop’s
University
Entrepreneurship
Culture
communities.”
19
The
Kauffman
foundation
has
conducted
great
amount
of
research
in
the
area
of
entrepreneurship
education.
Vice
President
of
research,
Bob
Litan
determined
the
field
is
a
teachable
subject,
however
requires
“practical,
relevant
knowledge”
24.
Fast
Trac,
is
one
of
Kauffman’s
program
that
supports
the
growth
of
start
up
business.
This
program
started
in
1993
and
has
helped
train
more
than
300,000
entrepreneurs
in
the
last
two
decades.
6.3.4
BUCS
Within
the
Williams
School
of
Business
is
BUCS
(Bishops
University
Commerce
Society),
a
student
run
organization
that
aims
to
support
business
students.
BUCS
does
not
focus
on
one
specific
business
department
but
has
the
goal
to
integrate
all
concentrations
outside
the
classroom.
This
past
year,
2015,
they
were
awarded
the
Canadian
Association
of
Business
Students
rising
star
award.
While
they
do
not
directly
promote
entrepreneurship,
they
encourage
taking
action
within
the
market
and
creating
strong
networks.
One
of
their
new
strategies
allows
business
students
to
submit
contribution
forms
for
a
program
or
an
application
that
will
be
beneficial.
The
most
recent
contribution
form
that
resulted
in
action
was
the
investment
club.
Proactive
students
are
able
to
realize
their
visions
and
establish
groups
with
the
help
of
BUCS
funding.
This
will
in
turn,
create
new
developments
and
progressive
elements
that
will
help
the
Williams
School
of
Business.
Some
of
the
notable
events
that
BUCS
organizes
are
the
wine
&
cheeses,
career
cocktails,
banker’s
day
and
case
competitions.
These
give
students
important
networking
opportunities
and
allow
them
to
gain
essential
experiences
that
will
help
widen
their
scope
of
contacts.
The
case
competition
that
was
another
new
addition
by
BUCS
this
winter
fosters
strong
competition
amongst
different
groups,
while
giving
students
great
exposure
and
a
solid
monetary
reward.
This
helps
encourage
students
to
think
critically
in
order
to
advance
themselves
and
their
careers.
BUCS
is
an
important
support
system
that
entrepreneurs
can
fall
back
and
use
at
Bishop’s.
24
Fast
Trac

25. BMG
320
25
6.3.5
ENACTUS
Enactus
is
a
global
non-­‐profit
organization
that
has
the
purpose
of
fostering
entrepreneurial
action.
They
are
an
international
community
of
students,
educators
and
business
leaders
that
exists
in
over
1,700
universities
in
36
countries
across
the
world.
Founded
in
1975
in
Springfield,
Missouri,
it
was
originally
called
Students
in
Free
Enterprise.
Its
three
pillars
are
the
ability
to
perceive
opportunity
in
the
market
and
subsequently
create
value,
making
an
impact
that
is
sustainable
and
the
collaboration
between
students,
academics
and
business
leaders
to
make
the
world
a
better
place.
While
SAFE
was
a
prominent
organization
that
had
partnerships
and
associations
across
the
globe,
they
underwent
a
rebranding
in
2012.
In
order
to
show
their
dedication
to
entrepreneurial
action,
they
were
renamed
Enactus,
stemming
from
the
three
words,
entrepreneurship,
action
and
us.
With
a
consistent
brand
name
Enactus
was
committed
to
improving
many
communities
across
the
world.
They
are
able
to
get
this
done
through
their
six
main
values,
imagination,
courage,
partnership,
determination,
accountability
and
curiosity.
Formerly
known
as
ACE,
Advancing
Canadian
Entrepreneurship,
founded
in
2002,
was
Canada’s
own
version
of
Enactus
before
its
global
rebranding
in
2012.
Present
in
over
66
campus
across
the
country,
it
has
helped
employ
1,600
people
and
impacted
643,026
people.

26. 26
Bishop’s
University
Entrepreneurship
Culture
Bishops
University
is
one
of
the
thousand
universities
worldwide
that
has
its
own
Enactus
program.
Similarly
to
the
limitations
with
Dobson
Lagassé
and
the
Williams
School
of
Business,
this
program
has
scarce
resources
available,
which
is
very
restrictive.
While
comparing
it
to
the
Enactus
programs
at
bigger
schools
like
Concordia
or
Ryerson,
the
budget
and
number
of
people
involved
is
a
fraction
of
what
they
are
working
with.
While
it
is
hard
to
have
the
same
resources
at
a
school
of
such
a
small
scale,
it
limits
the
level
of
competition
at
inter
collegiate
Enactus
events.
In
addition,
Enactus
requires
its
programs
to
simultaneously
work
on
entrepreneurial,
community
and
social
segments.
At
a
small
school
like
Bishop’s
University,
it
may
be
more
beneficial
to
put
all
eggs
in
one
basket
and
excel
in
one
segment.
The
two
projects
Enactus
Bishop’s
is
currently
working
on
are
uConversations
and
Praxis
Malawi.
uConversations
aims
to
develop
an
app
that
will
integrate
all
events
occurring
on
campus
and
in
the
community.
In
addition
it
looks
to
be
a
platform
that
connects
current
entrepreneurship
students
with
alumni
that
are
able
to
mentor
them.
Its
purpose
it
to
have
a
platform
that
is
a
hub
of
communication
that
also
serves
as
a
strong
networking
tool.
With
the
release
of
the
Bishop’s
student
representative
council
app
this
winter,
there
is
competition
that
rivals
its
launch.
Praxis
Malawi
has
the
goal
of
entering
one
of
the
poorest
countries
in
the
world
to
make
a
significant
impact.
This
project
attempts
to
develop
a
business
model
that
will
enable
the
African
communities
to
build
stone
oven
for
themselves
and
in
turn
use
it
to
sell
to
neighboring
villages.
This
will
help
them
become
sustainable
and
make
a
tremendous
impact
in
the
life
of
all
residents.

27. BMG
320
27
6.4
Student
Projects
&
Initiatives
As
mentioned
earlier,
Bishop’s
University
is
a
school
that
is
very
accessible
to
its
students.
Seeing
how
the
majority
of
these
students
live
nearby,
they
are
more
willing
to
be
proactive
within
the
university
community.
Because
it
is
very
easy
for
them
to
get
involved,
there
are
a
number
of
student
projects
and
initiatives
that
exist
and
more
and
more
that
are
started.
The
ones
that
follow
were
identified
to
be
amongst
the
most
prominent
at
the
university.
Build
A
Better
Purple
is
a
fundraising
campaign
that
targets
senior
students
that
are
graduating
as
there
primary
donors.
While
this
campaign
has
always
existed
at
Bishop’s
it
successfully
rebranded
in
the
past
couple
years.
Its
motto,
“give
a
little
purple
back”
encourages
student
to
give
a
donation
of
$10
dollars,
which
coincides
with
the
fact
that
the
bill
is
purple.
In
addition,
they
organize
many
events
in
grad
week
one
of
the
last
weeks
before
exams.
This
included
trivia
night
and
happy
hour
at
The
Gait
and
a
very
popular
event
amongst
students,
the
rubber
mallard
golf
tournament.
The
money
raised
is
used
to
fund
a
student
project
that
will
be
voted
upon
by
the
following
year’s

28. 28
Bishop’s
University
Entrepreneurship
Culture
graduate.
The
projects
that
are
proposed
must
first
and
foremost
be
conceivable,
generate
impact
and
lastly
have
a
sense
of
creativity.
This
program
is
very
entrepreneurial
as
it
gives
Bishop’s
students
the
opportunity
to
improve
the
community
and
leave
a
lasting
legacy.
The
project
that
was
voted
upon
by
the
graduating
class
was
a
student
run
radio
station.
This
dream
became
a
realization,
and
in
February
2015,
Bishop’s
Toast
Radio
was
born.
The
capital
raised
through
Build
A
Better
Purple
as
well
as
a
kick
starter
campaign
and
additional
funding
from
the
university’s
student
representative
council
enabled
a
successful
launch.
The
money
was
used
to
purchase
equipment
that
enables
the
radio
to
broadcast
online.
The
idea
of
a
student
run
radio
station
was
positively
received
across
the
school,
as
many
were
eager
to
get
involved.
A
total
of
56
applications
were
received
which
resulted
in
a
6
day
broadcasting
schedule
with
51
different
shows
covering
a
wide
scope.
Toast
Radio’s
launch
party
was
a
success,
which
helped
generate
a
buzz
for
the
station.
Within
the
first
three
weeks
of
broadcasts,
the
Facebook
page
gained
15,000
visits
and
the
program
has
been
streamed
nearly
4,000
times.
In
addition,
it
has
gained
a
worldwide
reached,
listened
to
throughout
16
different
countries.
This
radio
station
gives
students
the
opportunity
to
get
involved
with
the
school
and
have
a
unique
experience
of
been
a
DJ
or
talk
show
host.
Toast
Radio
has
a
great
amount
of
potential
that
can
be
used
to
enhance
the
culture
at
the
school
and
help
the
community.
While
this
is
the
beginning
there
are
many
strides
that
need
to
be
take
to
obtain
a
strong
and
sustainable
future
for
Toast.
BMK
355,
a
marketing
class
the
curriculum
offers
uses
the
Dobson
Lagassé
center
to
link
students
with
local
business
to
develop
a
marketing
plan.
One
student
group
that
was
linked
with
the
sports
center
developed
a
promotional
plan
that
used
a
team
of
students.
This
plan
was
then
used
and
put
into
action
to
promote
the
athletic
program
and
subsequently
Gaiters
home
games.
This
promotional
team
focused
on
using
targeting
students
alike,
which
ultimately
are
the
schools
greatest
assets.
They
use
social
media
platforms
to
relay
sports
information
to
followers
and
engage
students
collaboration.
This
team
called
the
Gaiter
Squad,
makes
home
games
a
special

29. BMG
320
29
experience
by
increasing
the
atmosphere,
including
special
contests
and
crowd
involvement
that
results
in
greater
attendance.
This
team
puts
in
a
great
amount
of
hard
work
and
effort
and
receives
minimal
reward
or
recognition.
It
is
essential
to
build
upon
this
initial
team
that
was
introduced
this
year
by
developing
a
structure
and
continually
improving
on
what
can
be
done.
This
year,
Bishop’s
University
hosted
the
RSEQ
Final
Four
basketball
championship
at
the
new
sports
center.
This
is
an
experience
that
gives
students
a
good
opportunity
to
market
to
a
large
audience
and
help
give
the
school
and
athletics
more
exposure.
Looking
forward
to
next
year,
Bishop’s
will
be
hosting
the
Baggataway
Cup,
the
Canadian
University
Field
Lacrosse
Associations
national
championship.
Bishop’s
can
offer
credits
or
incentives
to
the
team
so
that
they
continue
to
seize
opportunities
on
campus
while
raising
awareness
and
stimulating
the
Gaiters
with
a
loud
and
energized
crowd
rooting
for
the
home
team.
This
student
initiative
turned
into
a
project
that
can
help
students
gain
skills
that
can
be
used
in
order
to
properly
market
and
gain
success
in
future
endeavors.
Another
project
that
was
conceived
within
a
class
was
the
Dragon’s
Den
pitch
that
came
from
BMG
320.
Through
the
Topics
of
Entrepreneurship
action
plan
project,
students
organized
a
competition
style
event
where
student
entrepreneurs
pitch
their
business
idea
to
a
panel
of
judges.
This
can
be
linked
to
beginner
entrepreneur
class
BMG
214,
where
students
must
create
their
own
start
up
in
theory
and
develop
a
feasible
business
plan.
This
event
stimulates
entrepreneurial
spirit
as
it
highlights
the
best
action
plans
on
seizing
opportunity
in
the
surrounding
market.
It
generates
a
spirit
of
competition
that
is
lacking
throughout
the
Williams
School
of
Business
as
the
winner
receives
a
monetary
reward.
In
addition,
this
event
is
great
to
showcase
talent
that
exists
within
the
university,
allows
ideas
to
be
shared
with
the
community
and
provides
great
networking.

30. 30
Bishop’s
University
Entrepreneurship
Culture
Another
major
initiative
that
has
developed
into
one
of
Bishop’s
biggest
social
and
charity
events
is
the
fashion
show.
Five
years
ago
it
was
brought
on
campus
as
an
event
that
would
bring
the
community
together
at
Centennial
Theater.
Now
it
has
become
a
staple
during
the
winter
at
Bishop’s.
The
fashion
show
is
put
together
to
allow
students
to
gain
another
opportunity
to
get
involved
at
the
school
and
be
apart
of
something
unique.
A
major
part
of
Bishop’s
is
the
diversity
of
students
coming
from
different
regions
and
backgrounds
meshing
together
in
the
Lennoxville
bubble.
With
heavy
engagement
from
everyone,
a
strong
buzz
is
created
that
helps
generate
a
successful
event
in
the
community.
This
past
year,
the
committee
went
above
and
beyond
to
incorporate
many
fund
raising
events
over
the
course
of
the
year.
They
utilized
on
campus
with
The
Gait,
off
campus
through
The
Golden
Lion
and
Provigo
amongst
others
to
fundraise
and
raise
awareness
for
the
show.
In
addition,
they
wanted
to
show
their
charity,
the
Lennoxville
Youth
Center,
a
local
non-­‐profit
organization
its
significance.
For
the
first
time
they
had
two
shows,
having
one
specifically
for
members
of
the
charity
and
community.
They
reached
great
success,
raising
$18,000
which
was
the
highest
grossing
amount
raised
by
the
student
body.
6.
INVOLVEMENT
OF
OTHER
DEPARTMENTS
Bishop’s
Entrepreneurial
Culture
doesn’t
necessarily
imply
actions
taken
by
the
department
only.
Many
other
departments
are
involved
in
the
act
of
innovating
and
creating.
The
following
is
a
list
of
current
enterprises
taking
place
on
campus
at
the
moment.
Chemistry
Professor
Dale
Wood
has
his
own
brewing
company:
Arches
Brewery.
He
also
gives
a
class
focused
on
sharing
his
knowledge
of
brewing
with
students.

31. BMG
320
31
Computer
Science
Que
Innovation
has
to
be
one
of
the
most
notable
projects
on
campus.
Dr.
Tammy
Salter
and
her
husband
founded
the
company
in
2010
focusing
on
technology
and
solving
a
need.
Their
mission
statement
goes
as
follows:
“Que
Innovations
is
committed
to
providing
well
crafted,
genius
yet
simple
and
functioning
technology
devices.
Que
Innovations
believes
in
developing
superior
products
that
are
way
above
anything
else
available
and
that
truly
serve
a
purpose.”
In
doing
so
she
employs
Bishop’s
top
computer
science
students
and
gives
them
a
unique
perspective
of
actual
work
in
field.
One
of
their
main
products
is
the
Que
Ball
dedicated
to
help
autistic
children
learn
how
to
interact
and
emotions
through
play.
The
company
was
also
name
as
a
2012
Computerworld
Honors
Laureate.
Award
given
to
people
and
organization
create
information
technology
that
aims
to
promote
positive
social,
economic
and
educational
change.25
Bishop’s
University
Bishop’s
Business
Bootcamp
offers
workshops
to
students
to
teach
them
how
to
prepare
for
the
real
world.
Whether
it
is
networking
strategies
or
simply
how
to
make
a
good
resume,
they
are
thought
how
to
improve
their
image
and
presence.
The
Top
10
After
10
(Hall-­‐of-­‐Fame)
is
ceremony
where
we
reward
our
best
alumni’s
accomplishment
after
10
years
of
graduation.
Arts
–
English
–
Humanities
Quebec
Universities
English
Undergraduate
Conference
(Q.U.E.U.C.)
is
an
annual
conference
hosted
by
the
University.
During
the
3
day
period,
visitors
from
around
the
world
are
welcomed
to
take
place
in
thematic
events,
such
as
Shakespeare
Mock
Trial,
a
Edgar
Allen
Poe-­‐themed
social
event,
and
the
annual
Literary-­‐themed
Cranium
Night.
25
QueInnovations.
(2014)

32. 32
Bishop’s
University
Entrepreneurship
Culture
Bishop’s
University
Film
Festival
(B.U.F.F.)
is
the
annual
competition
where
students
create
short-­‐films
for
a
chance
to
compete
in
Le
Festival
Cinéma
du
Monde
de
Sherbrooke
and/or
Le
Festival
du
Nouveau
Cinéma
in
Montreal.
Awards
are
also
given
for
numerous
categories
during
the
night
of
the
screening.
TEDxBishopsU
is
a
conference
platform
where
speakers
come
following
the
theme
of
“Illuminating
Education”
when
talking
about
their
own
discipline.
The
goal
is
to
provoke
young
minds,
test
their
perceptions
and
open
their
mind.
TEDxBishopsU
is
an
independent
entity
and
is
not
related
to
the
famous
TedxTalks.
8.
SUPPORT
SYSTEMS
In
addition
to
the
Dobson
Lagassé
Center
and
the
Bishop’s
University
Commerce
Society,
there
are
several
support
systems
that
are
in
place
and
meant
to
encourage
creative
and
critical
thinking
and
promote
entrepreneurship
on
campus.
The
two
major
elements
of
support
were
financial
and
psychological
through
programs
offered.
In
order
to
adhere
to
the
financial
need
of
many
students
accepted
to
Bishops
there
are
a
number
of
different
monetary
support
systems
that
exist.
With
the
help
of
a
number
of
very
gracious
benefactors
who
have
given
generous
donations,
the
school
offers
scholarships,
bursaries
and
funds
to
assist
students
in
their
undergraduate
studies.
Bishop’s
offers
entry
scholarships
to
ensure
they
retain
and
ensure
many
of
the
talented
students
with
high
averages.
This
is
important
to