New venture creation: an innovator's guide to entrepreneurship
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Los Angeles, Calif. [u.a.]
Sage
2014
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| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXIII, 412 S. Ill., graph. Darst. |
| ISBN: | 9781452257211 |
Internformat
MARC
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| 245 | 1 | 0 | |a New venture creation |b an innovator's guide to entrepreneurship |c Marc H. Meyer ; Frederick G. Crane |
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Datensatz im Suchindex
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|---|---|
| adam_text | Titel: New venture creation
Autor: Meyer, Marc H
Jahr: 2014
Acknowledgments xv
Introduction xvii
Entrepreneurship as a Learning Experience xviii
The Design of This Book xix
Pathways to Success xxi
PART 1: DEFINING THE FOCUS OF YOUR
VENTURE 1
Defining and Testing Your Venture
(Before Writing the Business Plan!) 2
Chapter 1: Defining Your Industry Focus and
the Type of Business You Want to Start 7
The Purpose of the Chapter 7
Learning Objectives 8
Are You Suited for Entrepreneurship? 8
Persistence and Perseverance: The Importance of Dispositional
Optimism 10
Taking Further Stock of Your Personal Factors 12
Developing an Industry Focus: Investigating the Potential of
an Industry 16
Industries, Segments, and Niches 16
Organizing Your Industry Learning 17
Conducting a Fast, Effective Industry Analysis 18
Industry Structure, Current Size, and Growth Rates 18
Major Trends Sweeping Across an Industry 19
Competition and the Existence of Successful Business Models 19
New Companies, Venture Deals, and M A Transactions 22
Stage of Industry Life Cycle 22
Channels of Distribution Within an Industry 24
Suppliers 24
Barriers to Entry 24
Defining the Type of Business You Might Want to Start 25
Different Types of Business Possibilities in the
Same Industry 26
Making Money Is Different Based on the Type of Business 27
Making the Choice of the Business Type for Your Venture 28
Reader Exercises 29
Step i: Score Your Individual LOT-R Test 29
Step 2: The Team Needs to Collectively Complete Figure 1.6 29
Step 3: Conduct an Industry Analysis 30
Step 4: Bring All of This Learning Together 30
Chapter 2: Defining the Target Customer: Users and Buyers 33
The Purpose of the Chapter 33
Learning Objectives 34
Creating a Customer Segmentation That Shows Users and Uses for
the Types of Products or Services You Wish to Provide 34
A Customer Segmentation Example for Services 37
Customer Segmentation Should Be Meaningful, Measureable, and
Actionable 38
The Importance of Finding Innovative Customers 41
Defining Your Own Customer Groups 42
Application of Customer Segmentation: Farming of the Future 44
With Customer Groups in Hand, Identify Different Basic Uses for Products
and Services 46
Reader Exercises 49
Step I: Try Your Hand on Customer Segmentation by User and
Uses for Flexible Solar Panels 49
Step 2: Spend Time With Your Target Customers and Their Uses 49
Step 3: Size Your Target Market 50
Chapter 3: Defining the Needs of Target Customers:
Getting Into Their Hearts and Minds 51
The Purpose of the Chapter 51
Learning Objectives 51
Getting Ready to Jump Into the Hearts and Minds of Your Customers 52
Doing the Field Research: Learning About the Attitudes,
Behaviors, and Core Needs of Target Customers 53
Further Appreciating the Differences Between End-Users and Buyers 54
Structuring Your Field Research 55
What Is the Correct Number of Interviews for This Stage of the
Process? 56
Most Important: Work With Target Customers in Their Places of Use 56
The Mindset and Approach for an Effective Conversation
With Target Customers 57
Getting More Specific Insights From Your Field Research 59
Within Core Needs, Look for Latent Needs and Clear
Customer Frustrations 61
Look at the Before, During, and After of Each Use Case 64
Creating the Product or Service Concept 67
Summarizing Your Product or Service Concept—On One Page! 69
Where We Go Next 71
Reader Exercises 72
Step 1: Hit the Streets 72
Step 2: Create a Persona for the Target Customer 73
Step 3: Develop Use Cases 74
Step 4: Create Design Themes From Customer Needs, and Then Design Points
for Different Parts of Your Product or Service 74
Step 5: Develop the Product or Service Concept 75
Chapter 4: Defining Your Solutions for Customers: Developing a
Product Line and Services Strategy 76
The Purpose of the Chapter 76
Learning Objectives 76
Defining a New Product or Services Strategy 77
Defining a Product Portfolio With Good, Better, Best 77
Defining a Services Portfolio 80
Offshore Markets Affect the Product or Services Portfolio 82
Thinking About Modularity as You Craft Your Product or Services Portfolio 84
Thinking About Intellectual Property as You Craft Your Product/Services
Strategy 86
Patents 86
Other Important Forms of IP 87
The Scope of the IP Effort 87
The Last Step: Establish a Beachhead for Startup and
Build a Roadmap for the Future 88
Recap: What We ve Learned and Where We re Going 90
Reader Exercises 91
Step 1: Define Good, Better, Best 91
Step 2: Define Your Intellectual Property Strategy 91
Step 3: Define Your Beachhead and Growth Strategy 92
Step 4: Huge Extra Credit: Begin to Make Prototypes of Your New Products or
Services 93
Chapter 5: Defining the Business Model for a Venture 95
The Purpose of the Chapter 95
Learning Objectives 96
Defining a Business Model 96
Understand the Winning Business Models in Your Industry 99
Defining the Type of Revenue 100
Defining the Frequency of Revenue and Developing Recurring
Revenue 102
Defining Price Level of Revenue Relative to Competitors 103
Defining Distinct Streams of Revenue: Is a Single Stream Too Few or Five
Streams Too Much? 103
Operational Components of the Business Model 105
Defining Your R D Model: How to Create the Secret Sauce 105
Defining Your Production and Fulfillment Model 107
Defining Your Go-to-Market Model (Channel and Promotional
Strategies) 108
Two Examples of Business Model Definitions: Low-Tech and High-Tech 111
A Manufactured Product Line of Pet Snacks: HealthyWags 111
A High-Tech Example: Health Monitoring Systems 113
Innovating on Current Business Models for a Corporate Venture: The Case of
MyM M S 115
Some Final Words of Caution on Popular Business Model Trends 119
Reader Exercises 120
Step 1: Define the Revenue Model 120
Step 2: Define the Models for R D, Production, and Go-to-Market 121
Step 3: Integrate 121
Chapter 6: Positioning and Branding a Venture in the
Marketplace 122
The Purpose of the Chapter 122
Learning Objectives 123
The Importance of Positioning for New Ventures 123
Competitive Analysis 124
Types of Positioning: Functional, Emotional and Social, Against
Competitors, and for Customers 126
Functional Positioning 126
Emotional Positioning 129
Social Positioning 131
Building a Powerful and Distinctive Brand Based on Positioning 132
What Is a Brand? 132
Positioning and Branding Checklist 136
Reader Exercises 138
Step I: Do Your Competitive Analysis 138
Step 2: Do Your Functional Positioning 138
Step 3: Do Your Emotional and Social Positioning 140
Step 4: Develop Names, Imagery, and Messaging Within Your Brand
Architecture 140
Step 5: Review These Templates With a Few Select, Knowledgeable Target
Customers and/or Resellers 143
Chapter 7: Conduct a Reality Check on the Venture
Concept and Its Business Model 144
The Purpose of the Chapter 144
Learning Objectives 145
Developing the Field Research Instrument for the Reality Check 146
Creating a Statement of the Venture Concept to Show to Customers 147
The Questions That Follow a Venture Concept Statement 148
Organizing Customer Panels 149
Conducting the Field Research 150
Analyzing Your Data and Interpreting the Results 152
The Goal: Validate Your Customer Insights and Business
Model Vision 152
Validating the Core Needs, Attitudes, Behaviors, and
Demographics of Your Target Market 152
Validating Your Product or Services Strategy, Its Positioning and
Branding 156
Validating Your Go-to-Market Strategy 160
Getting a Handle on Revenue for a Scaled-Up Business 163
Reader Exercises 172
Step I: Create Your Venture Concept Dashboard 172
Step 2: Create Your Venture Concept Statement 172
Step 3: Create Your Discussion Guide/Survey 173
Step 4: Conduct the Field Research 173
Step 5: Analyze and Report the Data 173
Step 6: Take a First Crack at Revenue Projections for a Scaled-Up
Business 173
Step 7: Summarize and Report Your Reality Check 174
PART 2: WRITING THE BUSINESS PLAN AND
MAKING THE PITCH 177
Chapter 8: Financial Sources for Startups and Corporate
Ventures 181
The Purpose of the Chapter 181
Learning Objectives 182
The Stages of Venture Development and the Relevant Funding Types 182
Pre-Financing: To Develop Business Plans and Initial Prototypes 182
Seed Financing: To Develop Working Prototypes and Test With Live
Customers 183
Series A Financing: To Fully Develop Your Product,
Develop a Channel, and Launch 184
Series B Financing: To Expand Rapidly Into the Target Industry Niche 185
Series C Financing: To Consolidate Market Leadership
and Make Selective Acquisitions 186
Exit: Getting Acquired or Doing an IPO 186
Equity Versus Debt Financing 189
Sources of Venture Financing 193
Founder Self-Financing 194
Friends and Family 197
Angel Investors 197
Venture Capitalists 201
Strategic Corporate Investors 206
How Investors Make Money From Ventures 207
How Corporations Evaluate and Make Money From internal Corporate
Ventures 211
How Investors Value Your Business 212
Ways to Improve the Valuation for an Early-Stage Venture 214
The Do s and Don ts of Raising Capital 215
Do s 215
Don ts 217
Closing Thoughts: Getting Funded Is Not for the Faint of Heart 219
Reader Exercises 221
Step I: Get a Feel for Deals in Your Industry Sector 221
Step 2: Learn About Local Angels 221
Step 3: Find Actual Angel Investors 221
Step 4: Learn About the Venture Capital Industry 221
Step 5: Learn About Local VC Firms 221
Step 6: Learn About Potential Corporate Investors in Your Industry 221
Step 7: Develop a Strategy to Raise Funds 222
Chapter 9: Projecting the Financial Performance and Requirements
for the Venture 223
The Purpose of the Chapter 223
Learning Objectives 224
The Whiteboard Approach 224
The Financial Projections Necessary for a Business Plan 225
The Five-Year, Detailed Projection of Revenues 225
The Five-Year Projected P L 225
The Five-Year Projection of Cash Flow 226
The Five-Year Projected Balance Sheet 226
Projecting Revenue: Creating Realistic, Granular Projections 228
The Top-Down, Share of Market Approach 229
Being Specific About Key Assumptions Driving Revenue 233
Revenue Recognition 234
Shortening the Sales Cycle 235
Identify and Show the Recurring Revenue 236
Generating the P L 237
Management Salaries (Including Your Own Paycheck!) 242
Spending Money on Office Space and Furniture 242
Hiring Engineers 243
Hiring and Compensating Salespeople 244
Spending Money on Attorneys 244
Spending Money on Accountants 246
Spending Money on PR Firms 246
Closing Comments on the P L 246
Digging Into the Cash Flow of the Venture 247
Revenue Rich, Cash Poor 248
How Financial Projections Impact Investor Valuations of New Firms 250
Determining Venture Investment Amounts 251
A Closing Thought: Realistic Revenue, Please! 252
Reader Exercises 254
Step 1: Develop a Granular Projection of Revenue 254
Step 2: Develop a Pro Forma P L 254
Step 3: Develop a Cash Flow Projection 254
Step 4: Develop a Balance Sheet (Optional) 255
Step 5: Establish Financial Goalposts 255
Chapter 10: Organizing the Venture Team 257
The Purpose of the Chapter 257
Learning Objectives 257
For the Team Who Writes the Business Plan: Guard Your Founder s Stock
Carefully 258
The Team Who Actually Builds the Venture 259
Strive for a Balanced Management Team 259
The Importance of Building a High-Performance Culture of A Players 261
Create a Shared Vision and Culture of Teamwork and Success 263
Boards in a Venture 264
Create an Advisory Board From the Get-Go 264
The Board of Directors: Proceed With Care (If You Are Given a Choice) 265
Form a Customer Advisory Board 267
The Legal Organization of a Venture 268
Providing Rewards and Incentives for the Venture Team 270
Reader Exercises 272
Step i:Conductan Aggregated Skills Audit for Your Team 272
Step 2: Begin Building an Advisory Board 272
Step 3: Take a First Pass at Structuring Your Organization 272
Chapter 11: Writing the Business Plan! 274
The Purpose of the Chapter 274
Learning Objectives 275
The Outline of the Business Plan and Where Your Prior Work Fits 275
Appreciating Your Reader: The Professional Venture Investor 276
Appreciating the Reader: For Corporate Entrepreneurs 281
Before Writing, Storyboard the Plan 281
The Business Plan Sections and Format: Starting With the Title Page and
Executive Summary 284
The Business Model: A Summary of How You Make Money, as a Business 286
Revenue Model 286
R D Strategy (If Appropriate for Your Business) 286
Production/Manufacturing Strategy 287
Go-to-Market and Brand Development 287
Summary Financial Goals 287
Market Analysis 288
The Target Industry 288
The Target Customer 289
Competitors 290
Final Checklist for the Market Analysis Section 290
Solutions:Technology, Products, and Services 291
Product or Service Design 291
Product Line or Services Suite Strategy 291
Proprietary Technology and Intellectual Property 292
Development Plan and Key Milestones 292
Development Costs 293
Final Checklist for the Solutions Section 294
Sales Plan: Customer Targets, Distribution, Pricing, and Branding 294
Selling Strategy 295
Trade/Channel Strategy and Targeted Channel Partners 295
Pricing Strategy and Repeat Purchases/Recurring Revenue 296
Layout and Merchandizing (for Retail Ventures or Retailed Product
Ventures Only) 297
Branding, Advertising, and Promotion 297
Final Checklist for the Sales Section 298
Operations, Production, and Supply 298
Managing Suppliers 299
Managing Production 299
Managing Logistics/Fulfillment 300
Managing Customer Service 300
Final Checklist for the Operations Section 301
Organization Plan 301
The Management Team 301
The Staffing Plan 302
Board of Advisers/Directors 302
Final Checklist for the Organization Section 302
Major Milestones With Funding 303
Financial Projections 304
Format of Financial Statements 305
The Funding Request, Major Milestones, and Detailed Startup Costs 306
Exit Strategy 306
Closing Thoughts on Constructing Effective Written Business Plans 310
Reader Exercises 311
Step i: Storyboard Your Plan 311
Step 2: Write the First Draft of the Sections and Assemble 311
Step 3: Review and Critique 311
Step 4: Get Even More Specific on the Assumptions for the Financial
Section 311
Step 5: Review Funding Request With Details, Milestones,
and Startup Costs as a Team 311
Step 6: Polish—Formatting and Graphics 311
Chapter 12: Making the Pitch 313
The Purpose of the Chapter 313
Learning Objectives 314
There Are Presentations, and Then There Are Investor Presentations 314
The Foundations of a Great Investor Presentation 315
An Outline for the Presentation 315
Create a Set of Compelling Stories 316
The Story of Serving the Customer 317
Define the Customer and the Customer s Problem 317
Define the Addressable Market, the Size of the Opportunity 318
Describe the Solution, the Secret Sauce, and the Competitive
Positioning 318
The Story of the Business 320
Describe the Business Model 320
Describe the Go-to-Market Strategy 322
The Story of Your Milestones 322
Presentation Style 323
Use Graphics and Illustrations, and Avoid Sensationalism 323
Focus on Your Listeners: Watch Their Body Language and Adjust 323
Prepare for a Grilling (Where You Are the Meat) 324
What Tends to Happen After You Make the Pitch 326
Discussion on Company Valuation and Exit Strategy 327
Due Diligence 328
What If the Investor is Clearly Interested, but Shows Concern
About Your Age and Experience? 328
Understand That No Matter How Good the Pitch, It Just Might Be the Wrong
Investor for Your Venture 329
The Last Important Step: Go Get That Meeting! 330
Getting a Meeting With Angels 331
Getting a Meeting With VCs 331
Getting a Meeting With Corporate Strategic Investors 332
The Bottom Line for Making Investor Presentations 332
Appendix 333
SilverRail Technologies, Inc. 334
HomeMedTech: A Business Model for Home Healthcare 346
Street Furniture: Business Model Design 351
Ready Seafood: Business Model Innovation and Venturing in a Mature
Industry 358
My M M S®: An Internal Corporate Venture 367
Generate, Inc.: Partnering With a Strategic Investor 375
Sentillion, Inc.: The Anatomy of a Corporate Spin-off 385
mlnfo 395
Evergreen Memories: A Green Business With a Greater Purpose 401
Index 405
About the Authors 411
|
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| id | DE-604.BV040881102 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T00:34:34Z |
| institution | BVB |
| isbn | 9781452257211 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-025860857 |
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| spelling | Meyer, Marc H. Verfasser (DE-588)170201090 aut New venture creation an innovator's guide to entrepreneurship Marc H. Meyer ; Frederick G. Crane 2. ed. Los Angeles, Calif. [u.a.] Sage 2014 XXIII, 412 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Venture-Management (DE-588)4267767-1 gnd rswk-swf Unternehmensgründung (DE-588)4078599-3 gnd rswk-swf Unternehmensgründung (DE-588)4078599-3 s DE-604 Venture-Management (DE-588)4267767-1 s Crane, Frederick G. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025860857&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Meyer, Marc H. Crane, Frederick G. New venture creation an innovator's guide to entrepreneurship Venture-Management (DE-588)4267767-1 gnd Unternehmensgründung (DE-588)4078599-3 gnd |
| subject_GND | (DE-588)4267767-1 (DE-588)4078599-3 |
| title | New venture creation an innovator's guide to entrepreneurship |
| title_auth | New venture creation an innovator's guide to entrepreneurship |
| title_exact_search | New venture creation an innovator's guide to entrepreneurship |
| title_full | New venture creation an innovator's guide to entrepreneurship Marc H. Meyer ; Frederick G. Crane |
| title_fullStr | New venture creation an innovator's guide to entrepreneurship Marc H. Meyer ; Frederick G. Crane |
| title_full_unstemmed | New venture creation an innovator's guide to entrepreneurship Marc H. Meyer ; Frederick G. Crane |
| title_short | New venture creation |
| title_sort | new venture creation an innovator s guide to entrepreneurship |
| title_sub | an innovator's guide to entrepreneurship |
| topic | Venture-Management (DE-588)4267767-1 gnd Unternehmensgründung (DE-588)4078599-3 gnd |
| topic_facet | Venture-Management Unternehmensgründung |
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