Entrepreneurship: a process perspective
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Mason, Ohio
Thomson South Western
2008
|
| Ausgabe: | 2. ed., internat. student ed. |
| Schriftenreihe: | International student edition
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XV, 476 S. Ill., graph. Darst. |
| ISBN: | 9780324539691 032453969X |
Internformat
MARC
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| 245 | 1 | 0 | |a Entrepreneurship |b a process perspective |c Robert A. Baron ; Scott A. Shane |
| 250 | |a 2. ed., internat. student ed. | ||
| 264 | 1 | |a Mason, Ohio |b Thomson South Western |c 2008 | |
| 300 | |a XV, 476 S. |b Ill., graph. Darst. | ||
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Datensatz im Suchindex
| _version_ | 1804137586986319872 |
|---|---|
| adam_text | part 1 / Entrepreneurship: Who, What, Why? 01
Chapter 1 Entrepreneurship: A Field, an Activity, and a Way
of Life 02
Chapter 2 Entrepreneurial Opportunities: Their Origins,
Forms, and Suitability for New Ventures 37
Chapter 3 Cognitive Foundations of Entrepreneurship:
Creativity and Opportunity Recognition 66
pfrtyt 2 Assembling the Resources 101
Chapter 4 What Entrepreneurs Need to Know Before They
Start: Acquiring and Interpreting Information about
Markets, Competitors, and Government 102
Chapter 5 Assembling the Team: Acquiring and Utilizing
Essential Human Capital 135
Chapter 6 Financial Resources for New Ventures: How to
Get Them, How to Manage Them 167
Chapter 7 Writing an Effective Business Plan: Building
a Roadmap to Success 204
pfrtyt 3 Launching the New Venture 235
Chapter 8 Legal Issues Relating to New Ventures: Protecting
Your Reputation, Your Assets, and Your
Ideas 236
Chapter 9 Marketing in a New Venture 279
Chapter 10 Strategy: Planning for Competitive
Advantage 313
p fyt 4- Running the Business: Building Lasting
Success 349
Chapter 11 Preparing for and Attaining Growth: Strategies for
Building Lasting Success 350
Chapter 1 2 Managing New Ventures for Growth 374
p ^t ^ Harvesting the Rewards 411
Chapter 13 Exit Strategies for Entrepreneurs: The Concluding
Act 412
Appendix Accounting for Entrepreneurs: A Review
of Key Principles and Essential Practices 446
Glossary 455
Name Index 464
Subject Index 467
iv
Entrepreneurship:
Who, What, Why? 1
Chapter 1
Entrepreneurship: A Field, an Activity,
and a Way of Life 2
The Field of Entrepreneurship: Its Nature and Roots 4
Entrepreneurship: An Engine of Economic Growth 8
The Field of Entrepreneurship: Foundations in Other
Disciplines 9
What Entrepreneurs Do Versus What, Perhaps, They
Should Do: Where Research-Based Principles
Meet Actual Practice 11
Entrepreneurship: A Process Perspective 13
Levels of Analysis: Micro Versus Macro Revisited 15
Entrepreneurship: The Intersection of Valuable
Opportunities and Enterprising Individuals 18
The Cutting Edge: Emerging Issues and Questions 19
University-Based Technology Transfer: How Universities
Encourage Entrepreneurship 20
Incubators and Science Parks: Helping New Ventures
Grow 20
Entrepreneurial Cognition: A Look Inside the Mind
of the Entrepreneur 21
Sources of Knowledge About Entrepreneurship:
How We Know What We Know 22
Observation, Reflection, and Experimentation:
Alternative Routes to Knowledge 23
Theory: Answering the Questions Why? and
How? 26
A User s Guide to This Text 29
Summary and Review of Key Points 30
Chapter 2
Entrepreneurial Opportunities: Their Origins,
Forms, and Suitability for New Ventures 37
Sources of Opportunities: The Origins of New Ventures 39
Technological Change 40
Political and Regulatory Change 41
Social and Demographic Change 41
Forms of Opportunity: Beyond New Products and
Services 43
QUALIFYING COMMON SENSE: Big companies are
plodding dinosaurs, and new ventures can often run
circles around them. 46
Industries That Favor New Firms: Fertile Grounds
for New Ventures 46
Knowledge Conditions: How Is New Knowledge
Generated and Shared? 47
Demand Conditions: Certain Kinds of Markets
Favor New Ventures 48
Industry Life Cycles: New Ventures Often Do Better in Young
Industries Than Mature Ones 49
Industry Structure: Competition and Size
of Competitors 51
DANGER! PITFALL AHEAD1 Enter Mature Industries
at Your Own Peril 52
Opportunities That Favor New Firms 54
Most Opportunities favor Established Firms 54
Opportunities That Favor New Firms 56
Summary and Review of Key Points 59
Chapter 3
Cognitive Foundations of Entrepreneurship:
Creativity and Opportunity Recognition 66
The Raw Materials for Creativity and Opportunity
Recognition: Cognitive Systems That Allow
Us to Store—and Use—Information 69
Memory: Our Cognitive System for Storing
Information 69
Limited Capacity to Process Information and Its Role in
Cognitive Errors 72
DANGERI PITFALL AHEADI Too Much Invested
to Quit : The Potentially Devastating
Effects of Sunk Costs 74
Creativity: Escaping from Mental Ruts 76
Creativity: Generating the Extraordinary 76
Concepts: Building Blocks of Creativity 77
Creativity and Human Intelligence 80
Encouraging Creativity: The Confluence Approach 81
Opportunity Recognition: A Cognitive Perspective 83
Access to Information and Its Effective Use: The Core of
Opportunity Recognition 84
Additional Aspects of Opportunity Recognition: Active
Searches, Alertness, Prior Knowledge, and Social
Networks 85
QUALIFYING COMMON SENSE: Good Opportunities are
Always Spotted Quickly... 88
Opportunity Recognition As Pattern Recognition: Do
Entrepreneurs Connect the Dots to Identify New Business
Opportunities? 90
Training Entrepreneurs to Be Better at Recognizing
Opportunities 91
Summary and Review of Key Points 93
Assembling the Resources 101
Chapter 4
What Entrepreneurs Need to Know Before They
Start: Acquiring and Interpreting Information about
Markets, Competitors, and Government 102
Feasibility Analysis: Is the Idea Really Viable? 104
Product or Service Feasibility 105
Industry/Market Feasibility 105
Competitor Analysis: Who s Already Out There
or Soon Will Be? 106
Organizational Feasibility: Are the Founding Team s
Management Skills Sufficient? 107
Financial Feasibility 107
QUALIFYING COMMON SENSE: Being the first to
market is always a big advantage ... 708
Market Information: Determining What Your Customers
Really Want 109
Direct Techniques for Gathering Market Information:
Surveys, Perceptual Mapping, and Focus Groups 110
Indirect Techniques for Gathering Market Information:
The Entrepreneur As Private Investigator 114
Government Policies and Regulations: How They Affect
New Ventures 115
Taxes: An Important Consideration for Entrepreneurs 115
Government Policy: Increasingly Favorable to
New Ventures 117
Government Regulations: What Every Entrepreneur
Should Know 119
DANGER! PITFALL AHEAD! How Good Ideas Sometimes
Fail: The Potential Costs of Ignoring Government
Regulations 123
Interpreting Information: Potential Pitfalls for
Decision-Making Groups 124
Group Polarization: Why Groups Often Go Off the
Deep End 124
Groupthink: When Too Much Cohesion Among Group
Members Is a Dangerous Thing 125
Biased Processing of Information in Groups 127
Improving Group Decisions: Techniques for Countering
the Pitfalls 128
Summary and Review of Key Points 129
Chapter 5
Assembling the Team: Acquiring and Utilizing
Essential Human Capital 135
The New Venture Team: Foundation for Success 137
Human Capital and Social Capital: Key Resources Provided
by the Founding Team 139
QUALIFYING COMMON SENSE: It s usually best to
choose partners similar to yourself... 140
Beyond the Founding Team: Board of Directors, Key
Employees, Advisers 142
Board of Directors 142
Recruiting Key Employees 142
Board of Advisers 145
Investors, Consultants, and Government Programs 145
DANGER! PITFALL AHEAD! The Risks of Choosing
Cofounders You Don t Know—And How to Reduce
Them 146
Utilizing the New Venture s Human Resources: Building Strong
Working Relationships Among the Founding Team 148
Roles: The Clearer, the Better 149
Perceived Fairness: An Elusive But Essential
Component 150
Effective Communication 153
Protecting the New Venture s Most Precious Human Resource:
Stress Management for Entrepreneurs 155
Stress: Its Nature and Causes 155
The Adverse Effects of Stress: Why It s Often
Dangerous 157
Stress: Personal Techniques for Managing It Effectively 158
Summary and Review of Key Points 160
Chapter 6
Financial Resources for New Ventures: How to Get
Them, How to Manage Them 167
Managing the New Venture s Financial Resources: Basic
Principles of Financial Management 169
Measuring the New Venture s Current Financial State:
Historical Financial Statements 170
DANGER! PITFALL AHEAD! How Profitable New Ventures
Can Sometimes Fail 172
Forecasting: Predicting the New Venture s Future Financial
Outcomes 173
Raising Capital For New Ventures: Why It s
Often a Difficult Task 175
Information Asymmetry Problems: Entrepreneurs Know
More About Their Companies Than Investors 175
Uncertainty Problems: The Difficulty of Predicting Which
New Ventures Will Succeed 176
Solutions to Venture Finance Problems 177
QUALIFYING COMMON SENSE: To raise money, all you
need is a great idea—the rest is just icing on the
cake. 177
Amounts and Sources of Capital: How Much and What Type
Does a New Venture Need? 180
Amount and Timing of Start-Up Capital 181
Estimating Financial Needs: Start-Up Costs, Proforma
Financial Statements, Cash Flow Statements, and
Breakeven Analysis 182
Types of Capital: Debt Versus Equity 185
Sources of Capital 186
The Structure of Venture Finance 190
The Equity Financing Process 191
Staging of Financing 192
The Cost of Capital 192
Social Capital and the Behavioral Side of Venture Finance 195
Social Ties and the Process of Raising Money 195
Behaviors and Actions That Encourage Investors 196
Summary and Review of Key Points 197
Chapter 7
Writing an Effective Business Plan: Building a
Roadmap to Success 204
Why Wrife a Business Plan? 206
Benefits to the Founding Team: The Value of Clear-Cut
Goals 206
Business Plans As a Tool for Gaining Financial
Support 208
Components of a Business Plan: Basic Requirements 209
The Executive Summary 211
Background, Product, and Opportunity 213
Market Analysis 214
Development, Production, and Location 215
The Management Team 215
Financial Plans and Projections 216
Critical Risks: Describing What Might Go Wrong 217
Reaping the Rewards: Harvest and Exit 218
Scheduling and Milestones 218
Appendices 219
A Note on the Intangibles 219
DANGER! PITFALL AHEADI The Seven Deadly Sins for New
Venture Business Plans 220
How VCs Actually Evaluate Business Plans: Identifying the Key
Factors 222
QUALIFYING COMMON SENSE: Business plans don t
really matter much—they aren t strongly related to a new
venture s later success. 223
Making an Effective Business Plan Presentation: The Ball Is
Definitely in Your Court 225
Summary and Review of Key Points 228
Launching the New Venture 235
Chapter 8
Legal Issues Relating to New Ventures:
Protecting Your Reputation, Your Assets,
and Your Ideas 236
Legal and Ethical Issues Involved in Starting a New Venture:
Protecting Your Reputation 238
Legal Issues Relating to Former Employers 238
DANGER! PITFALL AHEADI The Noncompete Agreements
You Sign Today May Well Come Back to Haunt You
Tomorrow 239
Ownership of the New Venture: The Founders
Agreement 240
Choosing the Legal Form of the New Venture: Protecting Your
Assets 241
Sole Proprietorship: One Company, One Owner 242
Partnership: Different Forms, Different Benefits 242
Corporations: Limited Liability, But at a Cost 244
The S Corporation 246
The Limited Liability Company (LLC) 246
The Professional Corporation 247
The Legal Environment of New Ventures: Some Basics 248
Business Contracts: Their Essential Components 248
Basic Elements of a Contract 248
Legal Issues Relating to the Internet 249
Franchising: An Alternative Way to Start a New
Venture 251
7ypes of Franchising 252
The Benefits of Becoming a Franchisee 253
Drawbacks of Becoming a Franchisee 254
Is Becoming a Franchisee for You? 256
Legal Aspects of Franchising 257
QUALIFYING COMMON SENSE: Opening a franchise is
a safe way to become an entrepreneur... 258
Intellectual Property: Protecting Your Ideas 260
New Product Development: One of /fie Few
Advantages New Ventures Have Over Large
Companies 260
Trust-and Over-Trust-Among Entrepreneurs: Another
Reason Why Intellectual Property Protection Is
Important 261
Forms of Intellectual Property Protection Based on the Legal
System; Patents, Trademarks, Copyrights, and Trade
Secrets 262
Forms of Intellectual Property Protection Based on Business
Practices and Strategies 267
Summary and Review of Key Points 271
Chapter 9
Marketing in a New Venture 279
Assessing the Market: Finding Out What Customers Want and
Providing It to Them 281
What Needs Will the Product or Service Meet? 282
How Will the New Product or Service Meet These Needs?
Assessing Customer Preferences 284
Conjoint Analysis: Determining Which Dimensions Are
Most Important to Customers 287
QUALIFYING COMMON SENSE: Even if a product or
service is entirely new, we can find out how potential
customers will react to it—we just have to ask them! 289
Market Dynamics: How Markets Change and What It Means
for Entrepreneurs 290
Knowing Your Market: The Importance of Market Size and
Market Growth 291
Timing the Market: The S-Curve Story 291
Achieving Market Acceptance: How New Ventures Gain the
Customers They Need 294
Adoption Patterns: Understanding Which Customers Adopt
New Products—And When 294
Crossing the Chasm: Moving from Early Adopters to tfie
Early Majority 296
Focus: Choosing the Right Customers to
Target First 297
Pricing New Products: The Role of Cost Structure and
Supply and Demand 298
Dominant Design: Product Convergence and Its Effect on
New Ventures 300
DANGER! PITFALL AHEAD! Crushed by the Dominant
Design: The Story of Electric Vehicles 301
Technical Standards: Getting Customers to Adopt Your
Design As rfie Market Standard 302
Marketing by New Ventures: Techniques That Work and Are
Cost Effective 304
Context As a Key Factor in Marketing 304
Choose a Different Route for Reaching Customers 305
Use the Media 306
Summary and Review of Key Points 307
Chapter 10
Strategy: Planning for Competitive
Advantage 313
Competitive Advantage: Why Having It Is Essential 315
Competitive Advantage: How To Get It and Keep It 317
Secrecy: Keeping Others from Learning About or
Understanding How to Exploit an Opportunity 317
DANGER! PITFALL AHEAD! Arrow s Paradox:
The Problem of Disclosure 320
Establishing Barriers to Imitation 321
QUALIFYING COMMON SENSE: Once you have a
patent, there s nothing more to worry about... 323
Developing Effective Strategies: Procedures That Help 325
Methods for Making Strategic Decisions: Who Is Involved
and What Input Is Used? 325
The Role of Goal Setting: Why Writing an Excellent
Business Plan Is Useful 326
The Effects of New Venture Structure and Trust Among the
Founding Team 327
Market-Based Modes of Opportunity Development: When
Franchising and Licensing Are Good Strategic Choices 328
Minimizing Hie Cost of Exploiting the Opportunity 330
Accelerating the Pace to Market 330
Making Use of the Best Capabilities 331
Managing Information Problems in Organizing 332
Managing Information Asymmetry and Uncertainty in the
Pursuit of Opportunity 336
Growth from Small Scale 336
Forming Alliances and Partnerships with Established
Firms 338
Generating Legitimacy for the Opportunity and the New
Venture 339
Summary and Review of Key Points 341
Running the Business:
Building Lasting Success 349
Chapter 11
Preparing for and Attaining Growth: Strategies for
Building Lasting Success 350
Why New Ventures Seek Growth 352
Economies of Scale: When Growth Lowers Costs 353
Market Leadership: The Benefits of Being Number
One 353
A Scalable Business Model: Another Reason Why Bigger
Can Be Better 353
Size and Survival 354
The Challenges of Growth 355
Growth: Is It for Everyone? 355
Limits on Growth: Managerial Capacity 355
Handling the Day-to-Day Challenges 356
DANGER! PITFALL AHEAD! The Dangers of Undirected
Growth 356
Characteristics of High-Growth New Ventures 358
Founder Characteristics: What Are the Founders
of High-Growth Companies Like? 358
Company Characteristics: What Do High-Growth
Companies Do to Encourage Rapid Growth? 359
Business Practices: Creating Unique Value for
Customers 359
Human Resource Practices: Maximizing Motivation and
Commitment 360
QUALIFYING COMMON SENSE: To achieve high growth,
you have to be in the right industry or a red-hot
market. 361
Strategies for Growth 362
Internal Strategies for Encouraging Growth 362
External Strategies for Encouraging Growth 365
Summary and Review of Key Points 369
Chapter 12
Managing New Ventures for Growth 374
Building the New Venture s Human Capital 376
Selecting High-Performing Employees 376
Increasing Employees Motivation and Commitment 380
Retaining High-Performing Employees: Once you Have
Them, How Do You Keep Them? 385
Working Effectively with Others to Achieve Growth: Key
Management Skills for Entrepreneurs 388
Building Trust and Cooperation 388
Managing Conflict 392
DANGER! PITFALL AHEAD! Conflicts Can Be
Costly-Even for CEOs 395
Leading Successfully: Entrepreneurs As Guides to
Growth 396
Effective Leadership: Some Key Ingredients 397
Transformational Leaders: Leaders Who Generate and
Guide Rapid Change 398
QUALIFYING COMMON SENSE: Starting a venture is the
hard part; once it is operating, /fie rest is mainly routine—
and boring. 401
Summary and Review of Key Points 402
Harvesting the Rewards 411
Chapter 13
Exit Strategies for Entrepreneurs:
The Concluding Act 412
Exit Strategies: Some Major Forms 414
Sale or Transfer to Insiders: Succession,
Leveraged Buyouts, and Employee Stock
Ownership Plans 415
Sale to Outsiders: When Valuation Becomes
Crucial 418
Determining the Value of a Business: A Little Art, a Little
Science 420
Balance Sheet Methods 420
Earnings Methods 420
Market Method 422
Taking a Company Public: More Complex Than It
Seems 423
Going Public: Potential Benefits, Potential Costs 424
Going Public: The Major Steps 425
Going Public: Other Important Considerations 426
QUALIFYING COMMON SENSE: Going public should be
every entrepreneur s dream ... 428
Bankruptcy: When Exit Is Involuntary 430
Bankruptcy: Its Major Forms 430
Negofiafion over the Sale of a Business ... or
Anything Else 432
Negotiation: Its Basic Nature 432
Tactics of Negotiation: Procedures for Reducing an
Opponent s Aspirations 432
DANGER! PITFALL AHEAD) The Costs of Negotiating to
Win : Watch Out for the Ankle-Biters ! 437
Exit Strategies and the Lifespan: Different Needs and Goals at
Different Times of Life 438
Summary and Review of Key Points 440
Appendix Accounting for Entrepreneurs:
A Review of Key Principles and
Essential Practices 446
Glossary 455
Name Index 464
Subject Index 467
|
| adam_txt |
part 1 / Entrepreneurship: Who, What, Why? 01
Chapter 1 Entrepreneurship: A Field, an Activity, and a Way
of Life 02
Chapter 2 Entrepreneurial Opportunities: Their Origins,
Forms, and Suitability for New Ventures 37
Chapter 3 Cognitive Foundations of Entrepreneurship:
Creativity and Opportunity Recognition 66
pfrtyt 2 Assembling the Resources 101
Chapter 4 What Entrepreneurs Need to Know Before They
Start: Acquiring and Interpreting Information about
Markets, Competitors, and Government 102
Chapter 5 Assembling the Team: Acquiring and Utilizing
Essential Human Capital 135
Chapter 6 Financial Resources for New Ventures: How to
Get Them, How to Manage Them 167
Chapter 7 Writing an Effective Business Plan: Building
a Roadmap to Success 204
pfrtyt 3 Launching the New Venture 235
Chapter 8 Legal Issues Relating to New Ventures: Protecting
Your Reputation, Your Assets, and Your
Ideas 236
Chapter 9 Marketing in a New Venture 279
Chapter 10 Strategy: Planning for Competitive
Advantage 313
p fyt 4- Running the Business: Building Lasting
Success 349
Chapter 11 Preparing for and Attaining Growth: Strategies for
Building Lasting Success 350
Chapter 1 2 Managing New Ventures for Growth 374
p ^t ^ Harvesting the Rewards 411
Chapter 13 Exit Strategies for Entrepreneurs: The Concluding
Act 412
Appendix Accounting for Entrepreneurs: A Review
of Key Principles and Essential Practices 446
Glossary 455
Name Index 464
Subject Index 467
iv
Entrepreneurship:
Who, What, Why? 1
Chapter 1
Entrepreneurship: A Field, an Activity,
and a Way of Life 2
The Field of Entrepreneurship: Its Nature and Roots 4
Entrepreneurship: An Engine of Economic Growth 8
The Field of Entrepreneurship: Foundations in Other
Disciplines 9
What Entrepreneurs Do Versus What, Perhaps, They
Should Do: Where Research-Based Principles
Meet Actual Practice 11
Entrepreneurship: A Process Perspective 13
Levels of Analysis: Micro Versus Macro Revisited 15
Entrepreneurship: The Intersection of Valuable
Opportunities and Enterprising Individuals 18
The Cutting Edge: Emerging Issues and Questions 19
University-Based Technology Transfer: How Universities
Encourage Entrepreneurship 20
Incubators and Science Parks: Helping New Ventures
Grow 20
Entrepreneurial Cognition: A Look Inside the Mind
of the Entrepreneur 21
Sources of Knowledge About Entrepreneurship:
How We Know What We Know 22
Observation, Reflection, and Experimentation:
Alternative Routes to Knowledge 23
Theory: Answering the Questions "Why?" and
"How?" 26
A User's Guide to This Text 29
Summary and Review of Key Points 30
Chapter 2
Entrepreneurial Opportunities: Their Origins,
Forms, and Suitability for New Ventures 37
Sources of Opportunities: The Origins of New Ventures 39
Technological Change 40
Political and Regulatory Change 41
Social and Demographic Change 41
Forms of Opportunity: Beyond New Products and
Services 43
QUALIFYING COMMON SENSE: "Big companies are
plodding dinosaurs, and new ventures can often run
circles around them." 46
Industries That Favor New Firms: Fertile Grounds
for New Ventures 46
Knowledge Conditions: How Is New Knowledge
Generated and Shared? 47
Demand Conditions: Certain Kinds of Markets
Favor New Ventures 48
Industry Life Cycles: New Ventures Often Do Better in Young
Industries Than Mature Ones 49
Industry Structure: Competition and Size
of Competitors 51
DANGER! PITFALL AHEAD1 Enter Mature Industries
at Your Own Peril 52
Opportunities That Favor New Firms 54
Most Opportunities favor Established Firms 54
Opportunities That Favor New Firms 56
Summary and Review of Key Points 59
Chapter 3
Cognitive Foundations of Entrepreneurship:
Creativity and Opportunity Recognition 66
The Raw Materials for Creativity and Opportunity
Recognition: Cognitive Systems That Allow
Us to Store—and Use—Information 69
Memory: Our Cognitive System for Storing
Information 69
Limited Capacity to Process Information and Its Role in
Cognitive Errors 72
DANGERI PITFALL AHEADI Too Much Invested
to Quit": The Potentially Devastating
Effects of Sunk Costs 74
Creativity: Escaping from Mental Ruts 76
Creativity: Generating the Extraordinary 76
Concepts: Building Blocks of Creativity 77
Creativity and Human Intelligence 80
Encouraging Creativity: The Confluence Approach 81
Opportunity Recognition: A Cognitive Perspective 83
Access to Information and Its Effective Use: The Core of
Opportunity Recognition 84
Additional Aspects of Opportunity Recognition: Active
Searches, Alertness, Prior Knowledge, and Social
Networks 85
QUALIFYING COMMON SENSE: "Good Opportunities are
Always Spotted Quickly." 88
Opportunity Recognition As Pattern Recognition: Do
Entrepreneurs "Connect the Dots" to Identify New Business
Opportunities? 90
Training Entrepreneurs to Be Better at Recognizing
Opportunities 91
Summary and Review of Key Points 93
Assembling the Resources 101
Chapter 4
What Entrepreneurs Need to Know Before They
Start: Acquiring and Interpreting Information about
Markets, Competitors, and Government 102
Feasibility Analysis: Is the Idea Really Viable? 104
Product or Service Feasibility 105
Industry/Market Feasibility 105
Competitor Analysis: Who's Already Out There
or Soon Will Be? 106
Organizational Feasibility: Are the Founding Team's
Management Skills Sufficient? 107
Financial Feasibility 107
QUALIFYING COMMON SENSE: "Being the first to
market is always a big advantage ." 708
Market Information: Determining What Your Customers
Really Want 109
Direct Techniques for Gathering Market Information:
Surveys, Perceptual Mapping, and Focus Groups 110
Indirect Techniques for Gathering Market Information:
The Entrepreneur As Private Investigator 114
Government Policies and Regulations: How They Affect
New Ventures 115
Taxes: An Important Consideration for Entrepreneurs 115
Government Policy: Increasingly Favorable to
New Ventures 117
Government Regulations: What Every Entrepreneur
Should Know 119
DANGER! PITFALL AHEAD! How Good Ideas Sometimes
Fail: The Potential Costs of Ignoring Government
Regulations 123
Interpreting Information: Potential Pitfalls for
Decision-Making Groups 124
Group Polarization: Why Groups Often Go Off the
Deep End 124
Groupthink: When Too Much Cohesion Among Group
Members Is a Dangerous Thing 125
Biased Processing of Information in Groups 127
Improving Group Decisions: Techniques for Countering
the Pitfalls 128
Summary and Review of Key Points 129
Chapter 5
Assembling the Team: Acquiring and Utilizing
Essential Human Capital 135
The New Venture Team: Foundation for Success 137
Human Capital and Social Capital: Key Resources Provided
by the Founding Team 139
QUALIFYING COMMON SENSE: "It's usually best to
choose partners similar to yourself." 140
Beyond the Founding Team: Board of Directors, Key
Employees, Advisers 142
Board of Directors 142
Recruiting Key Employees 142
Board of Advisers 145
Investors, Consultants, and Government Programs 145
DANGER! PITFALL AHEAD! The Risks of Choosing
Cofounders You Don't Know—And How to Reduce
Them 146
Utilizing the New Venture's Human Resources: Building Strong
Working Relationships Among the Founding Team 148
Roles: The Clearer, the Better 149
Perceived Fairness: An Elusive But Essential
Component 150
Effective Communication 153
Protecting the New Venture's Most Precious Human Resource:
Stress Management for Entrepreneurs 155
Stress: Its Nature and Causes 155
The Adverse Effects of Stress: Why It's Often
Dangerous 157
Stress: Personal Techniques for Managing It Effectively 158
Summary and Review of Key Points 160
Chapter 6
Financial Resources for New Ventures: How to Get
Them, How to Manage Them 167
Managing the New Venture's Financial Resources: Basic
Principles of Financial Management 169
Measuring the New Venture's Current Financial State:
Historical Financial Statements 170
DANGER! PITFALL AHEAD! How Profitable New Ventures
Can Sometimes Fail 172
Forecasting: Predicting the New Venture's Future Financial
Outcomes 173
Raising Capital For New Ventures: Why It's
Often a Difficult Task 175
Information Asymmetry Problems: Entrepreneurs Know
More About Their Companies Than Investors 175
Uncertainty Problems: The Difficulty of Predicting Which
New Ventures Will Succeed 176
Solutions to Venture Finance Problems 177
QUALIFYING COMMON SENSE: 'To raise money, all you
need is a great idea—the rest is just icing on the
cake." 177
Amounts and Sources of Capital: How Much and What Type
Does a New Venture Need? 180
Amount and Timing of Start-Up Capital 181
Estimating Financial Needs: Start-Up Costs, Proforma
Financial Statements, Cash Flow Statements, and
Breakeven Analysis 182
Types of Capital: Debt Versus Equity 185
Sources of Capital 186
The Structure of Venture Finance 190
The Equity Financing Process 191
Staging of Financing 192
The Cost of Capital 192
Social Capital and the Behavioral Side of Venture Finance 195
Social Ties and the Process of Raising Money 195
Behaviors and Actions That Encourage Investors 196
Summary and Review of Key Points 197
Chapter 7
Writing an Effective Business Plan: Building a
Roadmap to Success 204
Why Wrife a Business Plan? 206
Benefits to the Founding Team: The Value of Clear-Cut
Goals 206
Business Plans As a Tool for Gaining Financial
Support 208
Components of a Business Plan: Basic Requirements 209
The Executive Summary 211
Background, Product, and Opportunity 213
Market Analysis 214
Development, Production, and Location 215
The Management Team 215
Financial Plans and Projections 216
Critical Risks: Describing What Might Go Wrong 217
Reaping the Rewards: Harvest and Exit 218
Scheduling and Milestones 218
Appendices 219
A Note on the Intangibles 219
DANGER! PITFALL AHEADI The Seven Deadly Sins for New
Venture Business Plans 220
How VCs Actually Evaluate Business Plans: Identifying the Key
Factors 222
QUALIFYING COMMON SENSE: "Business plans don't
really matter much—they aren't strongly related to a new
venture's later success." 223
Making an Effective Business Plan Presentation: The Ball Is
Definitely in Your Court 225
Summary and Review of Key Points 228
Launching the New Venture 235
Chapter 8
Legal Issues Relating to New Ventures:
Protecting Your Reputation, Your Assets,
and Your Ideas 236
Legal and Ethical Issues Involved in Starting a New Venture:
Protecting Your Reputation 238
Legal Issues Relating to Former Employers 238
DANGER! PITFALL AHEADI The Noncompete Agreements
You Sign Today May Well Come Back to Haunt You
Tomorrow 239
Ownership of the New Venture: The Founders'
Agreement 240
Choosing the Legal Form of the New Venture: Protecting Your
Assets 241
Sole Proprietorship: One Company, One Owner 242
Partnership: Different Forms, Different Benefits 242
Corporations: Limited Liability, But at a Cost 244
The S Corporation 246
The Limited Liability Company (LLC) 246
The Professional Corporation 247
The Legal Environment of New Ventures: Some Basics 248
Business Contracts: Their Essential Components 248
Basic Elements of a Contract 248
Legal Issues Relating to the Internet 249
Franchising: An Alternative Way to Start a New
Venture 251
7ypes of Franchising 252
The Benefits of Becoming a Franchisee 253
Drawbacks of Becoming a Franchisee 254
Is Becoming a Franchisee for You? 256
Legal Aspects of Franchising 257
QUALIFYING COMMON SENSE: "Opening a franchise is
a safe way to become an entrepreneur." 258
Intellectual Property: Protecting Your Ideas 260
New Product Development: One of /fie Few
Advantages New Ventures Have Over Large
Companies 260
Trust-and Over-Trust-Among Entrepreneurs: Another
Reason Why Intellectual Property Protection Is
Important 261
Forms of Intellectual Property Protection Based on the Legal
System; Patents, Trademarks, Copyrights, and Trade
Secrets 262
Forms of Intellectual Property Protection Based on Business
Practices and Strategies 267
Summary and Review of Key Points 271
Chapter 9
Marketing in a New Venture 279
Assessing the Market: Finding Out What Customers Want and
Providing It to Them 281
What Needs Will the Product or Service Meet? 282
How Will the New Product or Service Meet These Needs?
Assessing Customer Preferences 284
Conjoint Analysis: Determining Which Dimensions Are
Most Important to Customers 287
QUALIFYING COMMON SENSE: "Even if a product or
service is entirely new, we can find out how potential
customers will react to it—we just have to ask them!" 289
Market Dynamics: How Markets Change and What It Means
for Entrepreneurs 290
Knowing Your Market: The Importance of Market Size and
Market Growth 291
Timing the Market: The S-Curve Story 291
Achieving Market Acceptance: How New Ventures Gain the
Customers They Need 294
Adoption Patterns: Understanding Which Customers Adopt
New Products—And When 294
Crossing the Chasm: Moving from Early Adopters to tfie
Early Majority 296
Focus: Choosing the Right Customers to
Target First 297
Pricing New Products: The Role of Cost Structure and
Supply and Demand 298
Dominant Design: Product Convergence and Its Effect on
New Ventures 300
DANGER! PITFALL AHEAD! Crushed by the Dominant
Design: The Story of Electric Vehicles 301
Technical Standards: Getting Customers to Adopt Your
Design As rfie Market Standard 302
Marketing by New Ventures: Techniques That Work and Are
Cost Effective 304
Context As a Key Factor in Marketing 304
Choose a Different Route for Reaching Customers 305
Use the Media 306
Summary and Review of Key Points 307
Chapter 10
Strategy: Planning for Competitive
Advantage 313
Competitive Advantage: Why Having It Is Essential 315
Competitive Advantage: How To Get It and Keep It 317
Secrecy: Keeping Others from Learning About or
Understanding How to Exploit an Opportunity 317
DANGER! PITFALL AHEAD! Arrow's Paradox:
The Problem of Disclosure 320
Establishing Barriers to Imitation 321
QUALIFYING COMMON SENSE: "Once you have a
patent, there's nothing more to worry about." 323
Developing Effective Strategies: Procedures That Help 325
Methods for Making Strategic Decisions: Who Is Involved
and What Input Is Used? 325
The Role of Goal Setting: Why Writing an Excellent
Business Plan Is Useful 326
The Effects of New Venture Structure and Trust Among the
Founding Team 327
Market-Based Modes of Opportunity Development: When
Franchising and Licensing Are Good Strategic Choices 328
Minimizing Hie Cost of Exploiting the Opportunity 330
Accelerating the Pace to Market 330
Making Use of the Best Capabilities 331
Managing Information Problems in Organizing 332
Managing Information Asymmetry and Uncertainty in the
Pursuit of Opportunity 336
Growth from Small Scale 336
Forming Alliances and Partnerships with Established
Firms 338
Generating Legitimacy for the Opportunity and the New
Venture 339
Summary and Review of Key Points 341
Running the Business:
Building Lasting Success 349
Chapter 11
Preparing for and Attaining Growth: Strategies for
Building Lasting Success 350
Why New Ventures Seek Growth 352
Economies of Scale: When Growth Lowers Costs 353
Market Leadership: The Benefits of Being Number
One 353
A Scalable Business Model: Another Reason Why Bigger
Can Be Better 353
Size and Survival 354
The Challenges of Growth 355
Growth: Is It for Everyone? 355
Limits on Growth: Managerial Capacity 355
Handling the Day-to-Day Challenges 356
DANGER! PITFALL AHEAD! The Dangers of Undirected
Growth 356
Characteristics of High-Growth New Ventures 358
Founder Characteristics: What Are the Founders
of High-Growth Companies Like? 358
Company Characteristics: What Do High-Growth
Companies Do to Encourage Rapid Growth? 359
Business Practices: Creating Unique Value for
Customers 359
Human Resource Practices: Maximizing Motivation and
Commitment 360
QUALIFYING COMMON SENSE: "To achieve high growth,
you have to be in the right industry or a red-hot
market." 361
Strategies for Growth 362
Internal Strategies for Encouraging Growth 362
External Strategies for Encouraging Growth 365
Summary and Review of Key Points 369
Chapter 12
Managing New Ventures for Growth 374
Building the New Venture's Human Capital 376
Selecting High-Performing Employees 376
Increasing Employees' Motivation and Commitment 380
Retaining High-Performing Employees: Once you Have
Them, How Do You Keep Them? 385
Working Effectively with Others to Achieve Growth: Key
Management Skills for Entrepreneurs 388
Building Trust and Cooperation 388
Managing Conflict 392
DANGER! PITFALL AHEAD! Conflicts Can Be
Costly-Even for CEOs 395
Leading Successfully: Entrepreneurs As Guides to
Growth 396
Effective Leadership: Some Key Ingredients 397
Transformational Leaders: Leaders Who Generate and
Guide Rapid Change 398
QUALIFYING COMMON SENSE: "Starting a venture is the
hard part; once it is operating, /fie rest is mainly routine—
and boring." 401
Summary and Review of Key Points 402
Harvesting the Rewards 411
Chapter 13
Exit Strategies for Entrepreneurs:
The Concluding Act 412
Exit Strategies: Some Major Forms 414
Sale or Transfer to Insiders: Succession,
Leveraged Buyouts, and Employee Stock
Ownership Plans 415
Sale to Outsiders: When Valuation Becomes
Crucial 418
Determining the Value of a Business: A Little Art, a Little
Science 420
Balance Sheet Methods 420
Earnings Methods 420
Market Method 422
Taking a Company Public: More Complex Than It
Seems 423
Going Public: Potential Benefits, Potential Costs 424
Going Public: The Major Steps 425
Going Public: Other Important Considerations 426
QUALIFYING COMMON SENSE: "Going public should be
every entrepreneur's dream ." 428
Bankruptcy: When Exit Is Involuntary 430
Bankruptcy: Its Major Forms 430
Negofiafion over the Sale of a Business . or
Anything Else 432
Negotiation: Its Basic Nature 432
Tactics of Negotiation: Procedures for Reducing an
Opponent's Aspirations 432
DANGER! PITFALL AHEAD) The Costs of Negotiating to
"Win": Watch Out for the "Ankle-Biters"! 437
Exit Strategies and the Lifespan: Different Needs and Goals at
Different Times of Life 438
Summary and Review of Key Points 440
Appendix Accounting for Entrepreneurs:
A Review of Key Principles and
Essential Practices 446
Glossary 455
Name Index 464
Subject Index 467 |
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| classification_rvk | QP 230 |
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| dewey-full | 338.04 |
| dewey-hundreds | 300 - Social sciences |
| dewey-ones | 338 - Production |
| dewey-raw | 338.04 |
| dewey-search | 338.04 |
| dewey-sort | 3338.04 |
| dewey-tens | 330 - Economics |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 2. ed., internat. student ed. |
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| id | DE-604.BV023272481 |
| illustrated | Illustrated |
| index_date | 2024-07-02T20:36:27Z |
| indexdate | 2024-07-09T21:14:39Z |
| institution | BVB |
| isbn | 9780324539691 032453969X |
| language | English |
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| series2 | International student edition |
| spelling | Baron, Robert A. 1943- Verfasser (DE-588)143146882 aut Entrepreneurship a process perspective Robert A. Baron ; Scott A. Shane 2. ed., internat. student ed. Mason, Ohio Thomson South Western 2008 XV, 476 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier International student edition Entrepreneurship New business enterprises Unternehmensgründung (DE-588)4078599-3 gnd rswk-swf Entrepreneurship (DE-588)7588126-3 gnd rswk-swf Entrepreneurship (DE-588)7588126-3 s DE-604 Unternehmensgründung (DE-588)4078599-3 s 1\p DE-604 Shane, Scott Andrew 1964- Verfasser (DE-588)124786383 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016457465&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Baron, Robert A. 1943- Shane, Scott Andrew 1964- Entrepreneurship a process perspective Entrepreneurship New business enterprises Unternehmensgründung (DE-588)4078599-3 gnd Entrepreneurship (DE-588)7588126-3 gnd |
| subject_GND | (DE-588)4078599-3 (DE-588)7588126-3 |
| title | Entrepreneurship a process perspective |
| title_auth | Entrepreneurship a process perspective |
| title_exact_search | Entrepreneurship a process perspective |
| title_exact_search_txtP | Entrepreneurship a process perspective |
| title_full | Entrepreneurship a process perspective Robert A. Baron ; Scott A. Shane |
| title_fullStr | Entrepreneurship a process perspective Robert A. Baron ; Scott A. Shane |
| title_full_unstemmed | Entrepreneurship a process perspective Robert A. Baron ; Scott A. Shane |
| title_short | Entrepreneurship |
| title_sort | entrepreneurship a process perspective |
| title_sub | a process perspective |
| topic | Entrepreneurship New business enterprises Unternehmensgründung (DE-588)4078599-3 gnd Entrepreneurship (DE-588)7588126-3 gnd |
| topic_facet | Entrepreneurship New business enterprises Unternehmensgründung |
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