What complementary assets are critical to develop?

Slides:



Advertisements
Similar presentations
Good Practice Pilot Action for Innovative Industries: Education, Training and Exploitation.
Advertisements

1 IREX Social Enterprise Development Familiarization Training Gbanga, Liberia May 13 th – 17 th Kim Alter Virtue Ventures LLC.
The Motive of Business Why do businesses supply goods and services?
PowerPoint Presentation  Section 1.1  Pages 3-11.
The Nature & Importance of Entrepreneurship
Entrepreneurs discover an entrepreneurial opportunity when they find a compelling solution to an unsolved problem or unsatisfied need. The first step.
Strategy: Analysis and Practice Slide 1 ©The McGraw-Hill Companies, Competitive strategy: The analysis of strategic capability.
SM0374 Strategic Management and Leadership
Economic Development The New Themes & Benchmarks Eric Rinehart, Economic Development Solutions, inc. E-D-Solutions.com IDC-ISU#1.
Chapter 1: Creating Business Advantage with IT
CISB444 - Strategic Information Systems Planning
2 Entrepreneurship Entrepreneurial Opportunities: Their Origins, Forms, and Suitability for New Ventures.
Chapter One What is Business? © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved. McGraw-Hill/Irwin Introduction to Business.
IT Governance: Simultaneously Empowers and Controls Source: IT Governance, Chapter 1.
Chapter 3 Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability.
1 Strategy in the Global Environment Lecture 8. 2 Major Strategic Issues  Why go global?  What are the strategic choices?  Market selection  Market.
RESOURCE, CAPABILITIES, CORE COMPETENCIES, AND ACTIVITY ANALYSIS
Operations Management. O Operations management is about producing goods and/or services based on business objectives Business objectives Business strategies.
The Entrepreneurial start-up process
Turning today’s most promising Startups into tomorrow’s most successful businesses How to be a successful Entrepreneur Azhar Rizvi CEO & Director Tech.
DIMENSIONS OF BUSINESS GROWTH
WHAT IS ENTREPRENEURSHIP? UNIT 1 ENTREPRENEURSHIP AND THE ECONOMY.
Is the industry capital intensive?. Objectives Examine industry structure, with a focus on capital intensity, in the context of entrepreneurial industry.
1© John Mullins 2006 What to Run Before Your Business Plan Course John W. Mullins London Business School.
Business and Financial Planning. Strategic Project Plan Business Description – the purpose of the business, the product or service provided, an industry.
5.1 Understand the process and value of conducting a feasibility analysis for your business Key Terms: Industry Target customers Competitive grid Prototype.
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
What is the reputation of your competitors?. Objectives Examine reputation of competitors in the context of competition Explore the impact of competitors’
What is the average size of a company in the industry?
Can you build the right team at the right time?. Objectives Examine teaming at the opportunity identification phase of your new venture creation activities.
Are your interpersonal skills well developed?. Objectives Examine interpersonal skills in the context of entrepreneurial behaviors Explore the impact.
ANALYSIS OF THE FIRM Resources and Capabilities. Industry and Firm Analysis Industry Opportunities STRATEGY Firm Resources and Capabilities “Industry.
How does the learning curve influence your success?
SWOT Analysis CHAPTER 7. What is SWOT? SWOT is a business or strategic planning technique used to summarise the key components of your strategic environments.
Where can you reduce factors and not reduce value?
Are you rich in social capital?. Objectives Examine social capital in the context of entrepreneurial behaviors Explore the impact of social capital on.
Product Design and Development
Do entrepreneurs cause entrepreneurship?. ENTREPRENEURship Market opportunities, technology changes, etc. play roles in entrepreneurship The entrepreneur.
Is your advantage superior and sustainable?. Objectives Examine your competitive advantage at the opportunity identification phase of your new venture.
What political and regulatory forces will influence the market?
What demographic changes are creating new market needs?
Balancing Scores CMA Pankaj Jain Group CEO Logix Group ASSOCHAM National summit on Profit Re-Engineering ( ) Driving.
Which factors can you raise above competitors?. Objectives Explore value innovation as an approach to entrepreneurial opportunity analysis and new venture.
Is the industry advertising intensive?. Objectives Examine industry structure, with a focus on advertising intensity, in the context of entrepreneurial.
Strategic Entrepreneurship Hitt, Ireland, and Hoskisson
To Engage Your Customers With Your Brand Identity That Makes An Impact And Leave Your Imprint On The Market Break Through The Barriers That Block The Way.
Bell Ringer Activity Name a favorite product and brainstorm all of the things that have to happen before they see the product in the store.
Do you have high self-efficacy?. Objectives Examine self-efficacy in the context of entrepreneurial mindset Explore the impact of self-efficacy on success.
GO-FIGURE, INC MARIO RIVERA. Who the heck is Go-Figure? New company Owned by entrepreneur and current BOD Invented Intellectual property Patented technology.
What technical advancements are emerging?. Objectives Examine technical advancements in the context of macroeconomic change Explore the impact of technical.
Is the problem real?. Objectives Introduce opportunity identification as an approach to entrepreneurial opportunity analysis and new venture creation.
Are the demand conditions in your industry favorable?
AB209 Small Business Management Unit 3 – Planning the Business and its Products or Services.
Do you have a high need for achievement?. Objectives Examine need for achievement in the context of entrepreneurial mindset Explore the impact of need.
Building the Opportunity Analysis Canvas PART 2 OF 3
1© John Mullins 2009 Marston Venture Management: What happened? John W. Mullins London Business School.
What is your risk tolerance?. Objectives Examine risk tolerance in the context of entrepreneurial behaviors Explore the impact of risk tolerance on success.
What existing factors can you eliminate?. Objectives Introduce value innovation as an approach to entrepreneurial opportunity analysis and new venture.
What is the lifecycle stage of your industry?. Objectives Examine lifecycle stages in the context of entrepreneurial industry status Explore the impact.
Exploring Business 2.0 © 2012 Flat World Knowledge Chapter 10: Product Design and Development.
Building the Opportunity Analysis Canvas PART 3 OF 3
COMPLIMENTARY TEACHING MATERIALS
Chapter 6 Internal Analysis McGraw-Hill/Irwin
What impact do knowledge conditions have in your industry?
Do you have the confidence to attempt the difficult?
RESOURCE, CAPABILITIES, CORE COMPETENCIES, AND ACTIVITY ANALYSIS
Outsourcing Testing - Essential Things To Look For.
Chapter 10: Product Design and Development
Chapter 3 Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability.
Presentation transcript:

What complementary assets are critical to develop?

Objectives Examine complementary assets in the context of competition Explore the impact of complementary assets on your success as an entrepreneur

Macroeconomic Change Entrepreneurial Motivation Entrepreneurial Behavior Industry Condition Industry Status Opportunity Identification Value Curve Competition Learning curve Complementary assets Reputation effects The Opportunity Analysis Canvas TM Entrepreneurial Mindset

Defining complementary assets “capabilities or infrastructure to support commercialization, beyond assets fundamentally associated with the product” Includes tangible resources (money, equipment, and real estate) and intangible assets (knowledge, relationships, and IP) Entrepreneurs may have an advantage over competitors when their knowledge, relationships, and/or IP is significant

Avenues for complementary assets Build –For example, buy or rent a warehouse for order fulfillment, hire staff, manage operations, etc. Buy Collaborate –Often the fastest and cheapest path for entrepreneurs

Famigo + AT&T collaboration

Complementary assets may increase demand and commercialization Improved benefits, utility, interoperability, etc. can drive market demand higher –Sony PS3 sales increased with Blue-ray DVDs availability for sale and for rent

A venture opportunity could be to develop Complementary Assets for new products

Summary Beware of starting a company in an area where the company with the most money wins Instead, compete where knowledge, relationships, and/or IP are complimentary assets and key sources of competitive advantage Seek collaborative, innovation-based solutions to tackling competitors