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Entrepreneurship The Entrepreneurial Process. What does it take to get started?

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Presentation on theme: "Entrepreneurship The Entrepreneurial Process. What does it take to get started?"— Presentation transcript:

1 Entrepreneurship The Entrepreneurial Process

2 What does it take to get started?

3 The Timmons Model of the Entrepreneurial Process Opportunity (2) Resources (4) Team (3) CreativityLeadership Communication Business Plan Fits and gaps AmbiguityExogenous forces Capital market contextUncertainty Founder (1)

4 The Entrepreneurial Process THREE MAIN COMPONENTS Idea => Opportunity 90% of opportunities arise from your employment 8-10 years of experience typical Resources Champions (Entrepreneur and team) Build an organization You do need money, but not necessarily a lot of money, to get started

5 Value Creation: The Driving Forces A core, fundamental entrepreneurial process Central themes or driving forces dominate this highly dynamic entrepreneurial process It is opportunity driven It is driven by a lead entrepreneur and an entrepreneurial team It is resource parsimonious and creative It depends on the fit and balance among these It is integrated and holistic

6 What is an Opportunity? It has the qualities of being attractive, durable, and timely and is anchored in a product or service that creates or adds value for the end user (or buyer). Opportunities arise from… Societal change Market & regulatory dynamics & change Technology change

7 What is an Opportunity? A belief that achievement of that state is possible Recognizing a desired future state involving growth or change OPPORTUNITYOPPORTUNITY

8 The Opportunity Market Demand Reachable customer Payback < 1 year Share Growth 20%+ and Durable Market Structure/Size Emerging/Fragmented $50 million => 1 billion Barriers to entry Margin Analysis Low cost provider Low capital requirements Break even 1-2 years Value added increase of P/E ratio

9 The Opportunity A good idea is not necessarily a good opportunity. For every 100 ideas presented to investors, usually fewer than 4 get funded. An investor has to be able to quickly evaluate whether potential exists and to decide how much time and effort to invest. Underlying market demand drives the value creation potential. The greater the growth, size, durability, and robustness of the gross and net margins and free cash flow, the greater the opportunity.

10 Resources – Creative and Parsimonious Basic Resources Financial Resources, Assets, People, Your Business Plan One of the most common misconceptions is that you first need to have all the resources in place, especially the money, to succeed. Money follows high potential opportunities conceived of and led by a strong management team.

11 Minimize and Control vs. Maximize and Own Successful entrepreneurs devise ingeniously creative and stingy strategies to marshal and gain control of resources Example – Howard Head (metal ski) Bootstrapping can create a significant competitive advantage. Think Cash Last! Such strategies encourage a discipline of leanness, where everyone knows that every rupee counts.

12 The Entrepreneurial Team Key ingredient in the higher potential venture VC John Doerr: I prefer a Grade A entrepreneur and team with a Grade B idea, … over a Grade B team with a Grade A idea Biggest challenge – building a Great Team

13 An Entrepreneurial Leader Learns and teachesfaster, better Deals with adversity, is resilient Exhibits integrity, dependability, honesty Builds entrepreneurial culture and organisation

14 Quality of the Team Relevant experience and track record Motivation to excel Commitment, Determination and Persistence Tolerance of risk, ambiguity, and uncertainty Creativity Team locus of control Adaptability Opportunity obsession Leadership and courage Communication

15 Importance of Fit and Balance Concept of fit and balance between and among the three forces When envisioning a companys future, the entrepreneur can ask: What pitfalls will I encounter to get to the next boundary of success? Will my current team be large enough? Are my resources sufficient (or too abundant)? Vivid examples of the failure to maintain a balance are everwhere

16 Importance of Fit and Balance The entrepreneurial process is based on both: Logic, and, Trial and error Some of the most successful investments ever were turned down by numerous investors before the founders received backing. The unique combination of people, opportunity, and resources coming together at a particular time may determine a ventures ultimate chance for success.

17 ENLIGHTENED SERENDIPITY Being in the right place At the right time, Recognizing it, and Acting upon it, APPROPRIATELY and PASSIONATELY!!!

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