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Searching... | 30000010122571 | HD30.28 G86 2007 | Open Access Book | Book | Searching... |
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Summary
Summary
The Princeton Review and Entrepreneur Announce America′s Top-Ranking Schools for Entrepreneurship. DePaul University made the top three on the graduate side.The Ryan Creativity Center at DePaul received recognition for its Idea Clinic as one of the top ten business programs in universities that are "entrepreneurial hot spots" programs. Lisa Gundry has been awarded the Innovation in Business Education Award in 1997, by the American Assembly of Collegiate Schools of Business (AACSB) Mid-Continent East Association. She has also received the DePaul University Excellence in Teaching Award. Jill Kickul received the 2000 Management Department Teaching Innovation and Assessment Award. In this engaging and practical book, authors Lisa K. Gundry and Jill R. Kickul uniquely approach entrepreneurship across the life cycle of business growth--offering entrepreneurial strategies for the emerging venture, for the growing venture, and for sustaining growth in the established venture. Written from the point of view of the founder or the entrepreneurial team, the book offers powerful and practical tools to increase a venture′s potential for success and growth. Key Features:
Presents the changing pattern of strategic needs faced by the new venture: The theories, practices, and tools in this book help enhance a venture′s creativity in the early days of business start-up and maintain the innovative edge throughout the life of the business. The authors emphasize the key strategic roles of creativity, opportunity identification, opportunity evaluation, and innovation in the emergence and growth of entrepreneurial firms. Offers real-world examples and contemporary cases: Each chapter contains up-to-date cases, Strategy in Action vignettes, Speaking of Strategy interviews with real-life entrepreneurs, and a Failures and Foibles segment to help readers learn from others′ experiences and missteps. Promotes innovative thinking: The Innovator′s Toolkit and Strategic Reflection Points give students the opportunity to reflect on the material presented. In addition, Research in Practice sections provide a summary of recent research on the chapter topic. Includes instructor resources on CD available upon request: This supportive CD contains PowerPoint slides, lecture outlines, sample syllabi, a guide to using the Special Elements in each chapter, and a listing of additional resources.Intended Audience: This is an ideal core textbook for advanced undergraduate and graduate courses such as Entrepreneurship and New Venture Management, Entrepreneurship Strategy, Strategic Management, Entrepreneurial Growth, Management of Innovation, Entrepreneurial Marketing, and Global Entrepreneurship in the fields of Management, Entrepreneurship, Marketing, and Organizational Behavior.
Table of Contents
| ForewordPaige Arnof-Fenn |
| Acknowledgments |
| Introduction |
| Part I Entrepreneurial Strategies for the Emerging Venture |
| 1 Entrepreneurship and Strategy: A Framework for New Venture Development |
| Contemporary Entrepreneurship: Trends and Patterns |
| Entrepreneurship That Matters: Social Value Creation |
| The Role of Innovation in Entrepreneurship Strategy |
| Beyond Traits: Scripting Our Own Entrepreneurial Strategies |
| Whole Brain Thinking: An Introduction to Strategy for the Emerging Venture Using the 7-S Model |
| Summary of Chapter Objectives |
| References |
| 2 Strategies for Opportunity Identification: The Creative Process |
| Creativity and Entrepreneurship: Turning Ideas Into New Venture Opportunities |
| Sources of Ideas for New Ventures |
| The Opportunity SEARCH |
| Building the Entrepreneurial Culture to Support Creativity and Innovation |
| Summary of Chapter Objectives |
| Notes and References |
| 3 Strategies for Evaluating Opportunities: The Assessment Process |
| Opportunity Evaluation: Will the Idea for the New Venture Work? |
| Four Primary Areas for Assessment |
| Assessing the Feasibility of the New Venture Idea |
| Fourteen Questions to Ask Every Time |
| The Feasibility Analysis: Beginning the Evaluation Process |
| From KIC to OOPs: The Opportunity Organizational Proposal |
| Summary of Chapter Objectives |
| Notes and References |
| Appendix 3.1 Sources for Industry and Market Research |
| Appendix 3.2 Estimating Start-Up Expenses |
| 4 Developing New Venture Strategy: Preparation and Launch |
| Strategic Planning and Entrepreneurship |
| Entrepreneurship and Strategic Management: The Creation of Wealth and Value |
| Creating the Strategic Vision: Articulating Need and Purpose |
| Values Creation: Developing Strategy in Good Company |
| Writing a Code of Ethics |
| Summary of Chapter Objectives |
| Notes and References |
| 5 Market Entry: Positioning the Firm for Strategic Advantage |
| Designing Your Firm's Value Solution(s) |
| The Key Drivers Integral to Buyers' Demands and Expectations Within Your Industry |
| Matrix Comparisons: Further Examining the Framework |
| Developing the Go-to-Market Strategy |
| The Strategic Plan Outline |
| Strategic Positioning: From SWOT to TOWS |
| Shifting the Focus of Strategy: Creating New Markets Versus Competing Directly |
| Summary of Chapter Objectives |
| References |
| Part II Entrepreneurial Strategies for the Growing Venture |
| 6 Financial Resource Capabilities |
| The Differences Between Debt and Equity Financing: Two Similar but Separate Audiences |
| Understanding the Financing Stages Along the Life Cycle of the Business |
| Further Descriptions on the Common Sources of Financing From a Debt Perspective |
| Preparing Your Information for the Lender |
| Equity Investors: Angel Investors and Venture Capital Firms |
| All Told, Why Entrepreneurs Don't Get Funding |
| Summary of Chapter Objectives |
| Appendix A Explanatory Term Sheet Sample |
| Appendix B Due Diligence Checklist Table |
| Appendix C Additional Guidelines For Presenting Your Business Plan |
| Notes |
| 7 The Evolving Management Team |
| Up and Running: Managing the Growing Firm |
| Building an Advisory Board: Seeking Advice and Advisers |
| Boards of Directors: Corporate Governance Considerations |
| Forms of Ownership: Legal Structure of the Organization |
| Summary of Chapter Objectives |
| Note and References |
| 8 Building Networks and Strategic Alliances |
| The Benefits and Outcomes of Creating and Sustaining Strategic Alliances |
| With Whom Should You Partner? |
| Understand the Value of Investing in the Social Capital That Can Drive Your Business |
| Summary of Chapter Objectives |
| Note and References |
| Part III Entrepreneurial Strategies for Sustaining Growth in the Established Venture |
| 9 Innovative Strategies for Entrepreneurial Growth |
| Strategies for Innovation: Incremental to Revolutionary Perspectives |
| Strategic Thinking: Ideas for Future Expansion |
| The Five Innovation Mistakes |
| Maintaining an Innovation-Friendly Environment in the Established Venture |
| Summary of Chapter Objectives |
| Notes and References |
| 10 Strategies for the Growing Venture: Mergers, Acquisitions, Franchising, and Exit Strategies |
| Mergers and Acquisitions: Growth Strategies of Promise and Peril |
| Franchising: Growth Through Systems Creation |
| Exit Strategies for the Entrepreneurial Firm |
| Valuation of the Business |
| Summary of Chapter Objectives |
| Notes and References |
| 11 Beyond the Strategic Entrepreneurial Model: Learning from Failure |
| The Other Side of Success: Rapid Growth |
| Solutions for Problems During Rapid Growth |
| Entrepreneurs and Failure: The Warning Signs |
| Learning From Failure |
| Summary of Chapter Objectives |
| Notes and References |
| Index |
| About the Authors |
