Download presentation
1
Chapter 1 The Power of Entrepreneurship
Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
2
Definition of entrepreneurship
Schumpeter An entrepreneur is the person who destroys the existing economic order by introducing new products and services, by introducing new methods of production, by creating new forms of organization, or by exploiting new raw materials. Simpler An entrepreneur is the person who perceives an opportunity and creates an organization to pursue it. Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
3
Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. ©
Business in the US 99.5% are small businesses (with 500 or fewer employees) Part-time employees 24 million businesses Full-time employees Have only 1 employee Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
4
10-year survival rates of business establishments
81 % survive 40 % survive 1 year 5 years 2 years 10 years 65 % survive 25 % survive Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
5
Web 2.0 companies From 2002 to 2006, some 40 percent of Web 2.0 deals were located in the Bay Area. That figure dropped to just 20 percent during the first half. From , valuations of Web 2.0 companies doubled over the last year – VCs have to invest more than double the amount to get the same ownership slice as they did in 2006.
6
Change in share price for Web 2.0 companies since 2012
7
Chapter 2 The Entrepreneurial Process
Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
9
Entrepreneurship Defined:
Entrepreneur: someone who perceives an opportunity and builds an organization to pursue that opportunity. Entrepreneurship involves all the functions, activities, and actions associated with perceiving opportunities and creating organizations to pursue them. These include: Market and Customer Research Service and Product Innovation Team Building Finding & Managing Resources Leadership Etc…
10
Factors Influencing the Decision to Start a Company
Personal Attributes Environmental Factors Higher Internal Locus of Control Desire for Financial Success Desire to Achieve Self-Realization Desire for Recognition Joy of Innovation Risk Tolerance Local, Regional, or National attitudes towards entrepreneurship Social and cultural pressures for or against risk taking and entrepreneurship Access to entrepreneurial role models Responsibilities to family and community Remember: No single type of person is best suited for entrepreneurship! Entrepreneurs come from all walks of life, backgrounds, etc!
11
Before Making the Commitment Would be Entrepreneurs Must:
1) Assess their own financial reality. It can be very difficult to sustain a salary in the early years of starting a new business, and as a result it is essential for would be entrepreneurs to work through their own personal income needs. If they have a family or other responsibilities that make taking a financial risk more difficult, entrepreneurs must complete an honest assessment of whether and when the company will be able to match past salary levels. 2) Identify key contacts in their networks. The people in an entrepreneur’s network are his or her greatest potential source of capital, clients, employees, and feedback. Before jumping into an entrepreneurial endeavor it’s essential to take an inventory of the resources in one’s network. 3) Reach out to sources of free advice and feedback. Most people root for the underdog, and as a result would be entrepreneurs have at their disposal the advice and good will of countless people in their communities and the business world at large. The best entrepreneurs reach out to these communities for all the free advice and wisdom they can get.
12
The Timmons Model for Entrepreneurial Success:
13
The Tenets of the Timmons Model:
1) The Opportunity Is there a clear customer need for the proposed product or service? Is the timing right: is the team ready, is the market ready? Ideas are a dime a dozen – it’s the combination of the factors above and the execution of the business plan that makes an idea an opportunity. 2) The Lead Entrepreneur and Management Team Experience within the proposed industry can be essential to success. Investors and other backers prefer to see a track record of driving growth and profits. An ‘A’ team with a ‘B’ idea is almost always better than the opposite. 3) The Resources Resources include capital, technology, equipment, and most importantly – people. The entrepreneur’s mantra is one of Low Overhead, High Productivity, and Controlling but not Owning resources. The best entrepreneurs are incredibly creative at finding ways to get things done inexpensively and effectively. You can always find ways to do things faster, cheaper, or better!
14
There are Two Key Forms of Start Up Capital
Debt Equity Requires no transfer of ownership of the company. Presents potential for higher risk for the entrepreneur. Requires repayment, and therefore careful cash flow planning. Investors gain an ownership stake in the company through a transfer of shares. This transfers most of the risk to the investor, which explains the costs and expected returns. Does not require repayment, but does require careful capital planning and investment. Remember: Most companies will never take on outside investors, and many will never use debt financing for growth.
15
Happiness is a Positive Cash Flow!
It’s Essential to Understand the Difference between Profits and Cash Flow: A profitable company can have a negative cash flow and risk running out of money. An unprofitable company can have a positive cash flow and be on a healthy trajectory. Profit is measured as a Gain or Loss on the Income Statement, however… It is typically measured on an accrual basis, and therefore does not accurately reflect the cash inflows and outflows of the company. Some transactions of cash occur off the Income Statement, and therefore impact cash flow but not profits. A good example is repayment of a loan, which reduces cash balances but has no impact on profits or losses. Cash Flow measures the increase/decrease of cash during a given timeframe: It is comprised of three elements: operations, investing, and financing. Each of these areas can have a tangible impact on the Cash Flows of a business, and must be planned and monitored closely. Positive or Negative Cash Flows are not necessarily good or bad on their own. What matters is the context – is the company growing, struggling, etc?
16
Entrepreneurial opportunities
Attractive, timely, durable, provide value
17
Defined Situations in which new goods, services, raw materials, and organizing methods can be introduced and sold at a price that is greater than their cost of production (Casson, 1982) An opportunity that is attractive, durable, timely, and grounded in a product or service that delivers value to a customer (Armstrong)
18
Run a prison! Timely? Durable? Attractive?
Grounded in a product or service that delivers value to a customer?
19
Pet rocks! Timely? Durable? Attractive?
Grounded in a product or service that delivers value to a customer?
20
Type writer repair! Timely? Durable? Attractive?
Grounded in a product or service that delivers value to a customer?
21
“Handheld electronic device”
Timely? Durable? Attractive? Grounded in a product or service that delivers value to a customer? Apple Newton Message Pad,
22
Takeaways You must meet all criteria (attractive, timely, durable, provides value) to ensure quality of opportunity Experiment, prototype, and protect intellectual property (see Apple Newton example) Prepare for imitators – what is unique about your offering?
23
Opportunity Recognition, Shaping and Re-shaping
24
Idea-to-opportunity transition
Seed of idea Idea Viable Opportunity Passion Professional Experience Idea Multiplication
25
Designing a better consumer experience
Observation Brainstorming Rapid prototyping Refining Implementing
26
Government Regulations
The opportunity space Global Business Environment Competitors Suppliers Your Company Customers Competitors Competitors Government Regulations
27
Target Audience Categories
The customer Target Audience Categories Primary Target Audience Secondary Target Audience Tertiary Target Audience Common Demographic/Psychographic Categories Demographics Psychographics Age Gender Household Income Family Size/Family Lifecycle Occupation Education Level Religion Ethnicity/Heritage Nationality Social Class Marital Status Social group (e.g., white collar, blue collar, etc.) Lifestyle (e.g., mainstream, sexual orientation, materialistic, active, athletic, etc.) Personality Traits (Worriers, Type A’s, Shy, Extroverted, etc.) Values (Liberal, Conservative, Open-Minded, Traditional, etc.)
28
Macro trends Important Trends over the Last 50 Years Trend Impact
Baby Boom Generation Pampers, Rock & Roll, Television, Minivans, Real Estate, McMansions, etc. Personal Computing Internet, media on demand, electronic publishing, spreadsheets, electronic communication Obesity Drain on healthcare system, growth of diet industry, changes in food industry, health clubs, home gyms Dual-Income households Child care, Home services – landscaping, house cleaning, prepared foods
29
S-curve Market Adoption Time 1 2 3 Obsolescence Phase Competitors New
Enter Market Adoption Window of Opportunity 1 2 3 Time
30
Setting prices
31
Reaching customer – the value chain
Example - Value Chain of Gourmet Chili Base Ingredients Gourmet Chili Food Distributors Grocery Stores Beef, Sauce, etc. From Food Distributor 80% 90% 85% 75% - - 30% - - 30% 25% 35% - - - COGS 70 - COGS 75 COGS 65 COGS 70 GM 20 GM 25 GM 10 GM 15 Example in Excel
32
Using the “business model canvas”
Business Models Using the “business model canvas”
33
The business model canvas
34
1 Customer Segments The Customer Segments Building Block defines
the different groups of people or organizations an enterprise aims to reach and serve
35
Customer Segments Customer groups represent separate segments if:
Their needs require and justify a distinct offer They are reached through different distribution channels They require different types of relationships They have substantially different profitabilities They are willing to pay for different aspects of the offer
36
Examples of Customer Segments
Mass market Niche market Segmented Diversified Multi-sided platforms (or multi-sided markets)
37
2 Value Propositions The Value Propositions Building Block describes the bundle of products and services that create value for a specific Customer Segment The Value Proposition is the reason why customers turn to one company over another.
38
Examples of Value Propositions
Newness Performance Customization “Getting the job done” Design Brand/status Price
39
3 Channels The Channels Building Block describes how a company communicates with and reaches its Customer Segments to deliver a Value Proposition
40
Channels Communication, distribution, and sales Channels comprise a company's interface with customers. Channels are customer touch points that play an important role in the customer experience.
41
Channels Channels serve several functions, including:
Raising awareness among customers about a company’s products and services Helping customers evaluate a company’s value Proposition Allowing customers to purchase specific products and services Delivering a Value Proposition to customers Providing post-purchase customer support
42
Channels – Key Questions
Through which Channels do our Customer want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines?
43
Channel phases Awareness: raise awareness about products and services
Evaluation: help customers evaluate product Purchase: how do customers purchase? Delivery: deliver the value proposition to the customer After sales: provide post-purchase customer support
44
4 Customer relationships
The Customer Relationships Building Block describes the types of relationships a company establishes with specific Customer Segments Driven by customer acquisition, retention, and upselling
45
Categories of customer relationships
Personal assistance Dedicated personal assistance (bankers for high net worth individuals) Self-service (no direct relationship with customer) Automated service (personal online profiles give access to personalized services) Communities (especially online) Co-creation (e.g., Amazon’s customers write reviews, eBay’s seller ratings)
46
5 Revenue Streams Transactions from one-off customer payments
Recurring revenues from ongoing payments for continuous delivery of value proposition or post-purchase consumer support
47
Revenue Streams come from
Asset sales – sales of a physical product Usage fee – minutes on phone, nights in hotel room Subscription fees – selling continuous access to a service Lending/renting/leasing – temporarily grant exclusive access to an asset Licensing – give customers permission to use protected IP Brokerage fees – intermediation services Advertising – fees for promoting product, service, or brand
48
6 Key resources Allow the business to create and deliver the value proposition, reach customers, maintain relationships, and generate revenues Physical, financial, intellectual, human ; owned, leased, or borrowed
49
7 Key activities Actions a company must take to be successful
Microsoft – develop software, Facebook – develop platforms, Dell – supply chain management, McKinsey – problem solving Categories: production, problem solving, platform/network
50
8 Key partnerships Alliances to optimize business models, reduce risk, or acquire resources Four types Strategic alliances between non-competitors Cooperation between competitors Joint ventures to develop new businesses Buyer-supplier relationships to ensure reliable supplies
51
9 Cost structure The costs associated with the other 8 pieces of the business model Approaches: cost-driven versus value-driven Characteristics: fixed, variable, economies of scale, economies of scope
52
Chapter 5 Entrepreneurial Marketing
Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
53
Entrepreneurial Marketing
Definition of marketing by the American Marketing Association: an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stake holders. Marketing practices vary depending on the type of company and the products and services it sells. Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
54
Entrepreneurial Marketing
Why Marketing is Critical for Entrepreneurs Because no venture can become established and grow without a customer market; Because it is difficult and expensive to bring new products and services to market; To differentiate product or service to customers makes the company distinctive and valuable; Companies must be able to switch marketing gears quickly to attract new customer segments. Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
55
Entrepreneurial Marketing
Entrepreneurs Face Unique Marketing Challenges limited resources in financial, managerial, and time; limited market information; decision-making inclined to be muddled by personal biases and beliefs; poorly established relations with multiple audiences. Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
56
Entrepreneurial Marketing
Acquiring Market Information Marketing research could cover information such as: -Product attributes important to customers; -Possibility of customers’ buying willingness by marketing behaviors; -Market trend; -The location of the customers’ preference. Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
57
Entrepreneurial Marketing Acquiring Market Information
Two basic types of market data Primary data Data you collect yourself Limitations of primary data Secondary data Economical and usually used to collect baseline information Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
58
Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. ©
Market dynamics Entrepreneurs are more successful in large and growing markets Large markets amortize the fixed costs of getting started over a larger number of units It’s easier to sell into rapidly growing markets Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
59
Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. ©
Market dynamics The performance of product adoption follows an S shape Initially, need a large amount of effort to achieve small improvements in product performance Then performance improvements accelerate and small efforts can lead to large improvements Later, must make large efforts to achieve small improvements Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
60
Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. ©
Market dynamics Established firms rarely compete with entrepreneurs to develop new products on the early part of the S curve The new product usually begins with inferior performance that hurts the company’s overall performance Managers of established companies believe they can always improve the performance of their existing products to compete with new products Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
61
Entrepreneurial Marketing
Marketing Strategy for Entrepreneurs A company’s marketing strategy must closely align with its resources and capabilities; Segmentation, targeting, and positioning are key marketing dimensions that set the strategic framework. Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
62
Entrepreneurial Marketing
Marketing Strategy for Entrepreneurs/the Marketing Mix promotion Product Strategy place Pricing Strategy Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
63
Entrepreneurial Marketing
Marketing Skills for Managing Growth Understanding and Listening to the Customer Building brand awareness and building brand equity Bygrave & Zacharakis, Entrepreneurship, New York: Wiley. ©
Similar presentations
© 2025 SlidePlayer.com Inc.
All rights reserved.