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©2008 Prentice Hall 9-1 Chapter 9 Entrepreneurship: Successfully Launching New Ventures, 2/e Bruce R. Barringer R. Duane Ireland
©2008 Prentice Hall 9-2 Chapter Objectives (1 of 2) 1.Identify the primary elements of a new venture team. 2.Explain the term liabilities of newness. 3.Discuss the difference between heterogeneous and homogenous founding teams. 4.Identify the personal attributes that strengthen a founder’s chances of successfully launching an entrepreneurial venture. 5.Explain an executive search firm’s actions.
©2008 Prentice Hall 9-3 Chapter Objectives (2 of 2) 6.Describe a board of directors and explain the differences between inside directors and outside directors. 7.Identify the two primary ways in which the nonemployee members of a start-up’s new venture team help the firm. 8.Describe the concept of signaling and explain why it’s important. 9.Discuss the purpose of forming an advisory board. 10.Explain why new venture firms use consultants for help and advice.
©2008 Prentice Hall 9-4 New Venture Team –Is the group of founders, key employees, and advisers that move a new venture from an idea to a fully functioning firm. –Usually, the team doesn’t come together all at once. Instead, it is built as the new firm can afford to hire additional personnel. –The team also involves more than paid employees. Many firms have boards of directors, boards of advisers, and professionals on whom they rely for direction and advice.
©2008 Prentice Hall 9-5 Overcoming Liabilities of Newness Liabilities of Newness –New ventures have a high propensity to fail. –The high failure rate is due in part to what researchers call the liability of newness, which refers to the fact that companies often falter because the people who start the firms can’t adjust quickly enough to their new roles and because the firm lacks a “track record” with outside buyers and sellers. –Assembling a talented and experienced new venture team is one path that firms can take to overcome these limitations.
©2008 Prentice Hall 9-6 Separate Elements of a New Venture Team Elements of a New Venture Team
©2008 Prentice Hall 9-7 The Founder or Founders (1 of 4) Founder or Founders –The characteristics of the founder or founders of a firm and their early decisions have a significant impact on the manner in which the new venture team takes shape. Size of the Founding Team –Studies have shown that 50% to 70% of all new ventures are started by more than one individual. –It is believed that new ventures that are started by a team rather than a single individual have an advantage.
©2008 Prentice Hall 9-8 The Founder or Founders (2 of 4) Qualities of Founders –Several factors are thought to be significant to a founder’s success. Higher education. Prior entrepreneurial experience. Relevant industry experience. The ability to “network” effectively. –The importance of these attributes are described on the next two slides.
©2008 Prentice Hall 9-9 The Founder or Founders (3 of 4) Preferred Attributes of the Founder or Founders of a Firm
©2008 Prentice Hall 9-10 The Founder or Founders (4 of 4) Preferred Attributes of the Founder or Founders of a Firm
©2008 Prentice Hall 9-11 Recruiting and Selecting Key Employees Recruiting Key Employees –Start-ups vary in terms of how quickly they need to add personnel. –In some instances, the founders will work alone for a period of time. In other instances, employees are hired immediately. –Some founders draw upon their network of contacts to identify candidates for key positions (or go through placement offices like those at your college or university), and some rely on executive search firms.
©2008 Prentice Hall 9-12 The Roles of the Board of Directors (1 of 3) Board of Directors –If a new venture organizes as a corporation, it is legally required to have a board of directors. –A board of directors is a panel of individuals who are elected by a corporation’s shareholders to oversee the management of the firm. –A board is typically made up of both inside directors and outside directors. An inside director is a person who is also an officer of the firm. An outside director is someone who is not employed by the firm.
©2008 Prentice Hall 9-13 The Roles of the Board of Directors (2 of 3) Formal Responsibility of the Board –A board of directors has three formal responsibilities. Appoint the officers of the firm. Declare dividends. Oversee the affairs of the corporation. Frequency of Meetings and Compensation –Most boards of directors meet three to four times a year. –New ventures are more likely to pay their boards in company stock or ask them to serve on a voluntary basis rather than pay a cash honorarium.
©2008 Prentice Hall 9-14 The Roles of the Board of Directors (3 of 3) FunctionImportance of Function Provide Guidance Lend Legitimacy Ways a Board of Directors Can Help a New Venture Get Off to a Good Start Although a board of directors has formal governance responsibilities, its most useful role is to provide guidance and support to the firm’s managers. Many founders and CEOs interact with their board members frequently and obtain important input and advice. Another important function of a board of directors is to lend legitimacy to a firm. Well-known and respected board members bring instant credibility to a firm.
©2008 Prentice Hall 9-15 Rounding Out the Team: The Role of Professional Advisors Board of Advisers Lenders and InvestorsOther Professionals
©2008 Prentice Hall 9-16 Board of Advisers (1 of 4) Board of Advisers –A board of advisers is a panel of experts who are asked by a firm’s managers to provide counsel and advice on an ongoing basis. –Unlike a board of directors, an advisory board possesses no legal responsibility for the firm and gives nonbinding advice. –An advisory board can be established for general purposes or can be set up to address a specific issue or need. Some firms have special advisory boards, like a “customer advisory board” to advise the firm on customer-related issues.
©2008 Prentice Hall 9-17 Board of Advisers (2 of 4) Board of Advisers (continued) –Many people are more willing to serve on a company’s board of advisers than its board of directors because it requires less time and there is no potential legal liability involved. –Like the members of a board of directors, the members of a company’s board of advisers provide guidance and lend credibility to the firm. –An example of a board of advisers is shown on the next slide.
©2008 Prentice Hall 9-18 Board of Advisers (3 of 4) Board of Advisers of Ugobe NameProfessionRole on Advisory Board Steven Mayer Curtis Sasaki Phil Schlein Abraham Wei Bill Hillard Adviser to corporations such as Intel and Nintendo Managing Partner, Hillard Equities/Sonn-Hill Consulting Vice President, Sun Microsystems Senior Managing Director, Chinavest Merchant Bank Partner, U.S. Venture Partners Adds legitimacy and provides the firm advice on management issues Adds legitimacy and provides the firm advice product/market issues Adds legitimacy and provides the firm advice on financial-related issues Adds legitimacy and provides the firm advice on financial- and management- related issues
©2008 Prentice Hall 9-19 Board of Advisers (4 of 4) Guidelines to Organizing a Board of Advisers –Advisers will become disillusioned if they don’t play a meaningful role in the firm’s development and growth. –A firm should look for board members who are compatible and complement one another in terms of experience and expertise. –When inviting people to serve on its board of advisors, a company should carefully spell out to the individuals involved the rules in terms of access to confidential information.
©2008 Prentice Hall 9-20 Lenders and Investors (1 of 2) Lenders and Investors –Lenders and investors have a vested interest in the companies they finance, often causing them to become very involved in helping the firms they fund. –Like the other non-employee members of a firm’s new venture team, lenders and investors help new firms by providing guidance and lending advice. –In addition, a firm’s lenders and investors assume the natural role of providing financial oversight.
©2008 Prentice Hall 9-21 Lenders and Investors (2 of 2) Beyond Financing and Funding: Ways Lenders and Investors Add Value to an Entrepreneurial Venture Help identify and recruit key management personnel Provide insight into the industry and markets in which the venture intends to participate Help the venture fine-tune its business model Serve as a sounding board for new ideas Provide introductions to additional sources of capital Serve on the new venture’s board of directors or board of advisors
©2008 Prentice Hall 9-22 Other Professionals –The other professionals that make up a firm’s new venture team, which vary by firm, include attorneys, accountants, and business consultants. Business Consultants –A business consultant is an individual who gives professional or expert advice. –Business consultants fall into two categories: paid consultants and consultants who are available for free or at a reduced rate through a nonprofit of governmental agency.
©2006 Prentice Hall 6-1 Chapter 6 Entrepreneurship: Successfully Launching New Ventures, 1/e Bruce R. Barringer R. Duane Ireland.
©2010 Prentice Hall 9-1 Chapter 9 Building a New- Venture Team Bruce R. Barringer R. Duane Ireland.
1 New Venture Team. 2 New Venture Team –Is the group of founders, key employees, and advisers that move a new venture from an idea to a fully functioning.
Copyright ©2012 Pearson Education Chapter 9 Building a New- Venture Team Bruce R. Barringer R. Duane Ireland 9-1.
Chapter 9 Building a New- Venture Team Bruce R. Barringer R. Duane Ireland Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 9-1.
Chapter 9 Building a New- Venture Team Bruce R. Barringer R. Duane Ireland Copyright ©2016 Pearson Education, Inc. 9-1.
Entrepreneurship: Successfully Launching New Ventures Modified from Barringer and Ireland (2006) Chapter 6 Successfully Building a New Venture Team.
Lesson 11 Team & Organization Building Text Book: Barringer B. and Ireland D. Entrepreneurship: Successfully Launching New Ventures 4 th edition, Pearson.
9-1 Chapter 9 Building a New Venture Team Entrepreneurship: Successfully Launching New Ventures, 2/e Bruce R. Barringer R. Duane Ireland.
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©2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2010 Prentice Hall 4-1 Chapter 4 Writing a Business Plan Bruce R. Barringer R. Duane Ireland.
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©2008 Prentice Hall 8-1 Chapter 8 Entrepreneurship: Successfully Launching New Ventures, 2/e Bruce R. Barringer R. Duane Ireland.
Copyright © 2009 The McGraw-Hill Companies, Inc., All Rights Reserved. McGraw-Hill/Irwin.
©2010 Pearson Education 4-1 Chapter 4 Writing a Business Plan Bruce R. Barringer R. Duane Ireland.
TOPIC 4 BUSINESS ORGANIZATIONS. SOLE PROPRIETORSHIPS Sole proprietorships are the smallest form of business, and they are owned and operated by one person.
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