“The Online Venture Challenge allows students to quickly move from the entrepreneurial drawing board to implementation without being caught in technical traps. In a semester, eight MBA student groups took the online venture challenge and grossed over $19,000 in one month of online sales. They were able to quickly design, implement, and adapt their social business models to meet the needs of their customers. This success was achieved in large part through the assistance of the Online Venture Challenge technical team, which enabled the teams to focus more on their customers than getting their website up and running. When students are free to use entrepreneurship to solve social and economic problems in their community, amazing things happen.”

Clay Dibrell, Ph.D. Associate Professor of Management, University of Mississippi

“My students have been taking the Online Venture Challenge since 2011 and together have started more than two dozen new businesses, generated over $24,000 in revenue, and contributed more that $14,000 to local social causes. The Online Venture Challenge gives my students something most don't get in business school - the opportunity to create and operate their own new venture where success is based on their creativity, perseverance, and their ability to make a sale.”

Chris Street, Ph.D Associate Professor, University of Regina

Over the years I have gradually evolved my marking rubric to incentivize a broad range of experimentation. Students have made the world aware of their offerings on Facebook, Twitter, LinkedIn and Pinterest. They have been written up in periodicals, featured on local TV and local and national radio. Some convert this interest into transactions. Others do not. One team had more than 110,000 page views in their first month online but failed to sell a single thing. Similarly, some have lost two or three hundred dollars in a maelstrom of bad decisions, and a few have made more than $6000 (in just one month). Some of the stores have carried on after class ended, and some of those have been sold for vast sums of money. An even more powerful endorsement comes when a charity takes over a student store as a spin-in. There is no more clear evidence that these endeavours have real world value than when a non-profit adopts one as an earned-income strategy.

Geoff Archer, Ph.D. Associate Professor, Royal Roads University