Entrepreneurship for Dummies:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Newark
John Wiley & Sons, Incorporated
2023
|
| Ausgabe: | 2nd ed |
| Schlagworte: | |
| Online-Zugang: | FHD01 HWR01 UER01 |
| Beschreibung: | 1 Online-Ressource (451 Seiten) |
| ISBN: | 9781119912644 9781119912637 |
Internformat
MARC
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| 100 | 1 | |a Allen, Kathleen R. |e Verfasser |0 (DE-588)173328261 |4 aut | |
| 245 | 1 | 0 | |a Entrepreneurship for Dummies |
| 250 | |a 2nd ed | ||
| 264 | 1 | |a Newark |b John Wiley & Sons, Incorporated |c 2023 | |
| 264 | 4 | |c ©2023 | |
| 300 | |a 1 Online-Ressource (451 Seiten) | ||
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| 505 | 8 | |a Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- Entrepreneurship Has Changed -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- How This Book Is Organized -- Where to Go from Here -- Part 1 Getting Started in Entrepreneurship -- Chapter 1 Understanding Entrepreneurship -- Anyone Can Become an Entrepreneur -- Recognizing an Entrepreneurial Venture -- Understanding the Entrepreneurial Ecosystem -- Distinguishing Entrepreneurial Ventures from Small Businesses and Why That Matters -- Considering the Many Ways to Be an Entrepreneur -- The home-based entrepreneur -- The Internet entrepreneur -- The serial entrepreneur -- The gig economy entrepreneur -- The traditional entrepreneur -- The corporate entrepreneur -- Considering Your Personal Goals -- Why do you want to start a business? -- How will starting a business affect your personal life? -- Are you in sufficient physical shape to start a business? -- What aspects of business make you very uncomfortable? -- How will your feelings about your business affect its potential growth? -- Clearing Up the Myths and Stereotypes about Entrepreneurs -- You need a lot of money -- You need a great idea -- You must take big risks -- You need to be young -- Looking Ahead -- Chapter 2 Entrepreneurship in the 21st Century -- Dealing with the Boom and Bust Economy of the 2020s -- Finding the good news -- Funding with venture capital is strong at all levels -- Startups are still going strong -- Dealing with the not-so-good news -- Competition for talent is tough -- Digital platforms are more accessible to startups (and to everyone else) -- Some startups are too big to fail -- The Global Entrepreneurship Picture -- A different kind of entrepreneurship -- The need for speed -- Scaling quickly for competitive advantage -- Harnessing technology for competitive advantage | |
| 505 | 8 | |a Turning information into intelligence -- Managing the new work environment -- Breaking the link between information and things -- Cryptocurrency as an opportunity -- Everyone's value chain is shorter -- Making yourself obsolete (before someone does it for you) -- Facing technology disruption -- Technology enables and disrupts constantly -- Understanding the Latest Big Trends -- Easier access to entrepreneurship education -- Sustainable finance -- DIY coding -- Sharing what you have -- Personalized and direct to customers -- Using micro influencers for social media marketing -- Investing in climate tech is hot -- Chapter 3 Preparing to Seek Opportunity -- Understanding Ideas versus Opportunities, Creativity versus Innovation -- Starting with an Idea May Not Be the Best Idea -- Changing an existing business -- Solving a problem with creativity -- Spotting Obstacles in Your Path -- You think you're not innovative (think again!) -- You dislike criticism (don't we all?) -- You're a creature of habit (so is everyone) -- You lack confidence (you can do it!) -- You're overconfident (jumbo ego) -- Clearing Away the Obstacles -- Going back to familiar territory -- Tapping your personal network -- Designing an Environment that Inspires Creativity and Innovation -- Making time to be creative -- Find a favorite thinking space -- Play with toys, games, and kids -- Finding the right place for innovation -- Making your work environment friendly -- Growing Ideas with Outside Help: Incubators and Accelerators -- Spotting the Best Opportunities -- Finding opportunity in failure (yours and others) -- Finding opportunity for underrepresented communities -- Finding opportunity in things that don't go together -- Chapter 4 Testing an Opportunity Before You Leap -- Starting with Your First Risk: You! -- Turning Your Opportunity into a Business Concept | |
| 505 | 8 | |a Benefits versus Features: What Do Customers Buy? -- Why isn't money part of the concept? -- Trying out your business concept skills -- Quick-Testing Your Concept: The Lean Method -- Getting Serious with Feasibility Analysis and the Lean Method -- Feasibility versus business plan: Double the work? -- Introducing the feasibility analysis framework -- Executive summary -- Business concept -- Industry analysis -- Market/customer analysis -- Founding team analysis -- Product/service development analysis -- Financial analysis -- Feasibility decision -- Timeline to launch -- Part 2 Testing the Feasibility of Your Business Concept -- Chapter 5 Understanding Your Industry -- Understanding Your Industry -- Using a Framework of Industry Structure -- Carrying capacity, uncertainty, and complexity -- Threats to new entrants -- Threats from substitute products/services -- Threats from buyers' bargaining power -- Threats from suppliers' bargaining power -- Rivalry among existing firms -- Understanding the Value Chain -- Deciding on an Entry Strategy -- Differentiation -- Niche -- Cost superiority -- Researching Your Industry -- Answering key questions about your industry -- Studying public companies -- Searching for data at government websites -- Going offline for more research -- Benchmarking Against the "Perfect" Industry -- Chapter 6 What Your Customers Can Tell You -- Conducting Customer Discovery -- Segmenting your market -- Defining your niche -- Discovering Your Customers -- Finding the data you need -- Looking at the total accessible market -- Conducting customer discovery in the field -- Observing customers in their natural habitats -- Survey by email and telephone -- Conduct interviews and focus groups -- Building an early customer profile -- Identifying more important people to interview -- Graphing a customer segmentation matrix | |
| 505 | 8 | |a Competitive Intelligence: Checking Out the Competition -- Pounding the pavement -- Buying your competitors' products -- Revving up the search engines -- Forecasting Demand: Tough but Crucial -- Triangulating to demand -- Use substitute products and services to gauge demand -- Interview customers and intermediaries -- Go into limited production with a test market -- Forecasting new product demand -- Chapter 7 Designing Solutions for a New Marketplace -- Zeroing-in on a Product Solution -- Becoming an inventor -- Teaming with an inventor -- Licensing an invention -- Moving Rapidly to a Prototype: The Minimum Viable Product -- Bootstrapping Product Development -- Understanding the product life cycle -- Finding the money -- Seeking government grants -- Going after investor capital -- Crowdfunding -- Developing New Products: The Process -- Getting the feedback you need -- Overcoming scarce resources with a plan -- Developing in a digital world -- Moving Rapidly to the Prototype Stage -- Designing right the first time -- Sourcing your materials -- Making your minimum viable product -- The one-minute product solution plan -- Chapter 8 Protecting Your Products and Services -- Understanding Intellectual Property Rights -- Protecting Your Better Mousetrap with a Patent -- Timing is everything -- America Invents Act -- Is it patentable? -- Types of patents -- The patent process -- The provisional patent application -- Filing a provisional patent application -- Filing a nonprovisional patent application -- Protecting your rights in foreign countries -- Copyrighting Your Original Work of Authorship -- Claiming copyright -- Things you can't copyright -- Protecting Your Logo with a Trademark -- Protecting Your Trade Secrets -- Contracts -- Nondisclosure agreements -- Strategies for Protecting Your IP -- Offensive strategies -- IP acquisition | |
| 505 | 8 | |a Licensing your own IP -- The license agreement -- Defensive strategies -- International strategies -- Chapter 9 Putting Together Your Founding Team -- A Little Science Behind Founding Teams -- Who's on First? -- The rules with family and friends -- Covering all the bases -- Putting everything in writing -- Benchmarking the perfect team -- Forming a Diverse Board of Advisors -- Yes, you need attorneys -- Accountants can help you survive -- Your banker can dispense advice, if not money -- Don't forget your insurance broker -- Forming a Board of Directors -- Getting people on your board -- Deciding when you need a formal board -- Creating a Personal Board: Your Mentors -- Pulling Yourself Up by the Bootstraps -- Outsourcing savvy -- Leasing your staff -- Chapter 10 Getting Solutions to Customers: The Supply Chain -- Understanding Supply Chains, Logistics, and Distribution Channels -- Looking at Logistics -- Distributing through Consumer and Industrial Market Channels -- Consumer channels -- Selling direct to customers -- Using retailers to reach customers -- Using wholesalers and distributors to reach customers -- Hiring manufacturer reps to find customers -- Industrial channels -- Using intermediaries -- Evaluating Your Channel -- The cost of the channel -- Channel coverage -- Distribution control -- When Your Supply Chain Is International -- Chapter 11 Developing and Testing Your Business Model -- Understanding Business Models -- The business model canvas approach -- A software company business model -- Your restaurant business model -- A retail business model -- Providing a service with an upside -- Producing multiple products and services -- Making money while you sleep -- Evolving Digital Business Models -- Using an advertising model -- Using a subscription-based model -- Growing a hybrid model -- Thinking micro -- Testing Your Business Model | |
| 505 | 8 | |a Chapter 12 Assessing Your Initial Financial Needs | |
| 653 | 6 | |a Electronic books | |
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Datensatz im Suchindex
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| author | Allen, Kathleen R. |
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| bvnumber | BV048632857 |
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| contents | Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- Entrepreneurship Has Changed -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- How This Book Is Organized -- Where to Go from Here -- Part 1 Getting Started in Entrepreneurship -- Chapter 1 Understanding Entrepreneurship -- Anyone Can Become an Entrepreneur -- Recognizing an Entrepreneurial Venture -- Understanding the Entrepreneurial Ecosystem -- Distinguishing Entrepreneurial Ventures from Small Businesses and Why That Matters -- Considering the Many Ways to Be an Entrepreneur -- The home-based entrepreneur -- The Internet entrepreneur -- The serial entrepreneur -- The gig economy entrepreneur -- The traditional entrepreneur -- The corporate entrepreneur -- Considering Your Personal Goals -- Why do you want to start a business? -- How will starting a business affect your personal life? -- Are you in sufficient physical shape to start a business? -- What aspects of business make you very uncomfortable? -- How will your feelings about your business affect its potential growth? -- Clearing Up the Myths and Stereotypes about Entrepreneurs -- You need a lot of money -- You need a great idea -- You must take big risks -- You need to be young -- Looking Ahead -- Chapter 2 Entrepreneurship in the 21st Century -- Dealing with the Boom and Bust Economy of the 2020s -- Finding the good news -- Funding with venture capital is strong at all levels -- Startups are still going strong -- Dealing with the not-so-good news -- Competition for talent is tough -- Digital platforms are more accessible to startups (and to everyone else) -- Some startups are too big to fail -- The Global Entrepreneurship Picture -- A different kind of entrepreneurship -- The need for speed -- Scaling quickly for competitive advantage -- Harnessing technology for competitive advantage Turning information into intelligence -- Managing the new work environment -- Breaking the link between information and things -- Cryptocurrency as an opportunity -- Everyone's value chain is shorter -- Making yourself obsolete (before someone does it for you) -- Facing technology disruption -- Technology enables and disrupts constantly -- Understanding the Latest Big Trends -- Easier access to entrepreneurship education -- Sustainable finance -- DIY coding -- Sharing what you have -- Personalized and direct to customers -- Using micro influencers for social media marketing -- Investing in climate tech is hot -- Chapter 3 Preparing to Seek Opportunity -- Understanding Ideas versus Opportunities, Creativity versus Innovation -- Starting with an Idea May Not Be the Best Idea -- Changing an existing business -- Solving a problem with creativity -- Spotting Obstacles in Your Path -- You think you're not innovative (think again!) -- You dislike criticism (don't we all?) -- You're a creature of habit (so is everyone) -- You lack confidence (you can do it!) -- You're overconfident (jumbo ego) -- Clearing Away the Obstacles -- Going back to familiar territory -- Tapping your personal network -- Designing an Environment that Inspires Creativity and Innovation -- Making time to be creative -- Find a favorite thinking space -- Play with toys, games, and kids -- Finding the right place for innovation -- Making your work environment friendly -- Growing Ideas with Outside Help: Incubators and Accelerators -- Spotting the Best Opportunities -- Finding opportunity in failure (yours and others) -- Finding opportunity for underrepresented communities -- Finding opportunity in things that don't go together -- Chapter 4 Testing an Opportunity Before You Leap -- Starting with Your First Risk: You! -- Turning Your Opportunity into a Business Concept Benefits versus Features: What Do Customers Buy? -- Why isn't money part of the concept? -- Trying out your business concept skills -- Quick-Testing Your Concept: The Lean Method -- Getting Serious with Feasibility Analysis and the Lean Method -- Feasibility versus business plan: Double the work? -- Introducing the feasibility analysis framework -- Executive summary -- Business concept -- Industry analysis -- Market/customer analysis -- Founding team analysis -- Product/service development analysis -- Financial analysis -- Feasibility decision -- Timeline to launch -- Part 2 Testing the Feasibility of Your Business Concept -- Chapter 5 Understanding Your Industry -- Understanding Your Industry -- Using a Framework of Industry Structure -- Carrying capacity, uncertainty, and complexity -- Threats to new entrants -- Threats from substitute products/services -- Threats from buyers' bargaining power -- Threats from suppliers' bargaining power -- Rivalry among existing firms -- Understanding the Value Chain -- Deciding on an Entry Strategy -- Differentiation -- Niche -- Cost superiority -- Researching Your Industry -- Answering key questions about your industry -- Studying public companies -- Searching for data at government websites -- Going offline for more research -- Benchmarking Against the "Perfect" Industry -- Chapter 6 What Your Customers Can Tell You -- Conducting Customer Discovery -- Segmenting your market -- Defining your niche -- Discovering Your Customers -- Finding the data you need -- Looking at the total accessible market -- Conducting customer discovery in the field -- Observing customers in their natural habitats -- Survey by email and telephone -- Conduct interviews and focus groups -- Building an early customer profile -- Identifying more important people to interview -- Graphing a customer segmentation matrix Competitive Intelligence: Checking Out the Competition -- Pounding the pavement -- Buying your competitors' products -- Revving up the search engines -- Forecasting Demand: Tough but Crucial -- Triangulating to demand -- Use substitute products and services to gauge demand -- Interview customers and intermediaries -- Go into limited production with a test market -- Forecasting new product demand -- Chapter 7 Designing Solutions for a New Marketplace -- Zeroing-in on a Product Solution -- Becoming an inventor -- Teaming with an inventor -- Licensing an invention -- Moving Rapidly to a Prototype: The Minimum Viable Product -- Bootstrapping Product Development -- Understanding the product life cycle -- Finding the money -- Seeking government grants -- Going after investor capital -- Crowdfunding -- Developing New Products: The Process -- Getting the feedback you need -- Overcoming scarce resources with a plan -- Developing in a digital world -- Moving Rapidly to the Prototype Stage -- Designing right the first time -- Sourcing your materials -- Making your minimum viable product -- The one-minute product solution plan -- Chapter 8 Protecting Your Products and Services -- Understanding Intellectual Property Rights -- Protecting Your Better Mousetrap with a Patent -- Timing is everything -- America Invents Act -- Is it patentable? -- Types of patents -- The patent process -- The provisional patent application -- Filing a provisional patent application -- Filing a nonprovisional patent application -- Protecting your rights in foreign countries -- Copyrighting Your Original Work of Authorship -- Claiming copyright -- Things you can't copyright -- Protecting Your Logo with a Trademark -- Protecting Your Trade Secrets -- Contracts -- Nondisclosure agreements -- Strategies for Protecting Your IP -- Offensive strategies -- IP acquisition Licensing your own IP -- The license agreement -- Defensive strategies -- International strategies -- Chapter 9 Putting Together Your Founding Team -- A Little Science Behind Founding Teams -- Who's on First? -- The rules with family and friends -- Covering all the bases -- Putting everything in writing -- Benchmarking the perfect team -- Forming a Diverse Board of Advisors -- Yes, you need attorneys -- Accountants can help you survive -- Your banker can dispense advice, if not money -- Don't forget your insurance broker -- Forming a Board of Directors -- Getting people on your board -- Deciding when you need a formal board -- Creating a Personal Board: Your Mentors -- Pulling Yourself Up by the Bootstraps -- Outsourcing savvy -- Leasing your staff -- Chapter 10 Getting Solutions to Customers: The Supply Chain -- Understanding Supply Chains, Logistics, and Distribution Channels -- Looking at Logistics -- Distributing through Consumer and Industrial Market Channels -- Consumer channels -- Selling direct to customers -- Using retailers to reach customers -- Using wholesalers and distributors to reach customers -- Hiring manufacturer reps to find customers -- Industrial channels -- Using intermediaries -- Evaluating Your Channel -- The cost of the channel -- Channel coverage -- Distribution control -- When Your Supply Chain Is International -- Chapter 11 Developing and Testing Your Business Model -- Understanding Business Models -- The business model canvas approach -- A software company business model -- Your restaurant business model -- A retail business model -- Providing a service with an upside -- Producing multiple products and services -- Making money while you sleep -- Evolving Digital Business Models -- Using an advertising model -- Using a subscription-based model -- Growing a hybrid model -- Thinking micro -- Testing Your Business Model Chapter 12 Assessing Your Initial Financial Needs |
| ctrlnum | (ZDB-30-PQE)EBC7150269 (ZDB-30-PAD)EBC7150269 (ZDB-89-EBL)EBL7150269 (OCoLC)1352968893 (DE-599)BVBBV048632857 |
| edition | 2nd ed |
| format | Electronic eBook |
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-- How will starting a business affect your personal life? -- Are you in sufficient physical shape to start a business? -- What aspects of business make you very uncomfortable? -- How will your feelings about your business affect its potential growth? -- Clearing Up the Myths and Stereotypes about Entrepreneurs -- You need a lot of money -- You need a great idea -- You must take big risks -- You need to be young -- Looking Ahead -- Chapter 2 Entrepreneurship in the 21st Century -- Dealing with the Boom and Bust Economy of the 2020s -- Finding the good news -- Funding with venture capital is strong at all levels -- Startups are still going strong -- Dealing with the not-so-good news -- Competition for talent is tough -- Digital platforms are more accessible to startups (and to everyone else) -- Some startups are too big to fail -- The Global Entrepreneurship Picture -- A different kind of entrepreneurship -- The need for speed -- Scaling quickly for competitive advantage -- Harnessing technology for competitive advantage</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Turning information into intelligence -- Managing the new work environment -- Breaking the link between information and things -- Cryptocurrency as an opportunity -- Everyone's value chain is shorter -- Making yourself obsolete (before someone does it for you) -- Facing technology disruption -- Technology enables and disrupts constantly -- Understanding the Latest Big Trends -- Easier access to entrepreneurship education -- Sustainable finance -- DIY coding -- Sharing what you have -- Personalized and direct to customers -- Using micro influencers for social media marketing -- Investing in climate tech is hot -- Chapter 3 Preparing to Seek Opportunity -- Understanding Ideas versus Opportunities, Creativity versus Innovation -- Starting with an Idea May Not Be the Best Idea -- Changing an existing business -- Solving a problem with creativity -- Spotting Obstacles in Your Path -- You think you're not innovative (think again!) -- You dislike criticism (don't we all?) -- You're a creature of habit (so is everyone) -- You lack confidence (you can do it!) -- You're overconfident (jumbo ego) -- Clearing Away the Obstacles -- Going back to familiar territory -- Tapping your personal network -- Designing an Environment that Inspires Creativity and Innovation -- Making time to be creative -- Find a favorite thinking space -- Play with toys, games, and kids -- Finding the right place for innovation -- Making your work environment friendly -- Growing Ideas with Outside Help: Incubators and Accelerators -- Spotting the Best Opportunities -- Finding opportunity in failure (yours and others) -- Finding opportunity for underrepresented communities -- Finding opportunity in things that don't go together -- Chapter 4 Testing an Opportunity Before You Leap -- Starting with Your First Risk: You! -- Turning Your Opportunity into a Business Concept</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Benefits versus Features: What Do Customers Buy? -- Why isn't money part of the concept? -- Trying out your business concept skills -- Quick-Testing Your Concept: The Lean Method -- Getting Serious with Feasibility Analysis and the Lean Method -- Feasibility versus business plan: Double the work? -- Introducing the feasibility analysis framework -- Executive summary -- Business concept -- Industry analysis -- Market/customer analysis -- Founding team analysis -- Product/service development analysis -- Financial analysis -- Feasibility decision -- Timeline to launch -- Part 2 Testing the Feasibility of Your Business Concept -- Chapter 5 Understanding Your Industry -- Understanding Your Industry -- Using a Framework of Industry Structure -- Carrying capacity, uncertainty, and complexity -- Threats to new entrants -- Threats from substitute products/services -- Threats from buyers' bargaining power -- Threats from suppliers' bargaining power -- Rivalry among existing firms -- Understanding the Value Chain -- Deciding on an Entry Strategy -- Differentiation -- Niche -- Cost superiority -- Researching Your Industry -- Answering key questions about your industry -- Studying public companies -- Searching for data at government websites -- Going offline for more research -- Benchmarking Against the "Perfect" Industry -- Chapter 6 What Your Customers Can Tell You -- Conducting Customer Discovery -- Segmenting your market -- Defining your niche -- Discovering Your Customers -- Finding the data you need -- Looking at the total accessible market -- Conducting customer discovery in the field -- Observing customers in their natural habitats -- Survey by email and telephone -- Conduct interviews and focus groups -- Building an early customer profile -- Identifying more important people to interview -- Graphing a customer segmentation matrix</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Competitive Intelligence: Checking Out the Competition -- Pounding the pavement -- Buying your competitors' products -- Revving up the search engines -- Forecasting Demand: Tough but Crucial -- Triangulating to demand -- Use substitute products and services to gauge demand -- Interview customers and intermediaries -- Go into limited production with a test market -- Forecasting new product demand -- Chapter 7 Designing Solutions for a New Marketplace -- Zeroing-in on a Product Solution -- Becoming an inventor -- Teaming with an inventor -- Licensing an invention -- Moving Rapidly to a Prototype: The Minimum Viable Product -- Bootstrapping Product Development -- Understanding the product life cycle -- Finding the money -- Seeking government grants -- Going after investor capital -- Crowdfunding -- Developing New Products: The Process -- Getting the feedback you need -- Overcoming scarce resources with a plan -- Developing in a digital world -- Moving Rapidly to the Prototype Stage -- Designing right the first time -- Sourcing your materials -- Making your minimum viable product -- The one-minute product solution plan -- Chapter 8 Protecting Your Products and Services -- Understanding Intellectual Property Rights -- Protecting Your Better Mousetrap with a Patent -- Timing is everything -- America Invents Act -- Is it patentable? -- Types of patents -- The patent process -- The provisional patent application -- Filing a provisional patent application -- Filing a nonprovisional patent application -- Protecting your rights in foreign countries -- Copyrighting Your Original Work of Authorship -- Claiming copyright -- Things you can't copyright -- Protecting Your Logo with a Trademark -- Protecting Your Trade Secrets -- Contracts -- Nondisclosure agreements -- Strategies for Protecting Your IP -- Offensive strategies -- IP acquisition</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Licensing your own IP -- The license agreement -- Defensive strategies -- International strategies -- Chapter 9 Putting Together Your Founding Team -- A Little Science Behind Founding Teams -- Who's on First? -- The rules with family and friends -- Covering all the bases -- Putting everything in writing -- Benchmarking the perfect team -- Forming a Diverse Board of Advisors -- Yes, you need attorneys -- Accountants can help you survive -- Your banker can dispense advice, if not money -- Don't forget your insurance broker -- Forming a Board of Directors -- Getting people on your board -- Deciding when you need a formal board -- Creating a Personal Board: Your Mentors -- Pulling Yourself Up by the Bootstraps -- Outsourcing savvy -- Leasing your staff -- Chapter 10 Getting Solutions to Customers: The Supply Chain -- Understanding Supply Chains, Logistics, and Distribution Channels -- Looking at Logistics -- Distributing through Consumer and Industrial Market Channels -- Consumer channels -- Selling direct to customers -- Using retailers to reach customers -- Using wholesalers and distributors to reach customers -- Hiring manufacturer reps to find customers -- Industrial channels -- Using intermediaries -- Evaluating Your Channel -- The cost of the channel -- Channel coverage -- Distribution control -- When Your Supply Chain Is International -- Chapter 11 Developing and Testing Your Business Model -- Understanding Business Models -- The business model canvas approach -- A software company business model -- Your restaurant business model -- A retail business model -- Providing a service with an upside -- Producing multiple products and services -- Making money while you sleep -- Evolving Digital Business Models -- Using an advertising model -- Using a subscription-based model -- Growing a hybrid model -- Thinking micro -- Testing Your Business Model</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Chapter 12 Assessing Your Initial Financial Needs</subfield></datafield><datafield tag="653" ind1=" " ind2="6"><subfield code="a">Electronic books</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Allen, Kathleen</subfield><subfield code="t">Entrepreneurship for Dummies</subfield><subfield code="d">Newark : John Wiley & Sons, Incorporated,c2023</subfield><subfield code="z">9781119912637</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-034007875</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/th-deggendorf/detail.action?docID=7150269</subfield><subfield code="l">FHD01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">FHD01_PQE_Kauf</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=7150269</subfield><subfield code="l">HWR01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/erlangen/detail.action?docID=7150269</subfield><subfield code="l">UER01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">UER_Einzelkauf_2023</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV048632857 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:16:06Z |
| indexdate | 2024-07-10T09:44:33Z |
| institution | BVB |
| isbn | 9781119912644 9781119912637 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034007875 |
| oclc_num | 1352968893 |
| open_access_boolean | |
| owner | DE-2070s DE-1050 DE-29 |
| owner_facet | DE-2070s DE-1050 DE-29 |
| physical | 1 Online-Ressource (451 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE FHD01_PQE_Kauf ZDB-30-PQE HWR_PDA_PQE ZDB-30-PQE UER_Einzelkauf_2023 |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | John Wiley & Sons, Incorporated |
| record_format | marc |
| spelling | Allen, Kathleen R. Verfasser (DE-588)173328261 aut Entrepreneurship for Dummies 2nd ed Newark John Wiley & Sons, Incorporated 2023 ©2023 1 Online-Ressource (451 Seiten) txt rdacontent c rdamedia cr rdacarrier Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- Entrepreneurship Has Changed -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- How This Book Is Organized -- Where to Go from Here -- Part 1 Getting Started in Entrepreneurship -- Chapter 1 Understanding Entrepreneurship -- Anyone Can Become an Entrepreneur -- Recognizing an Entrepreneurial Venture -- Understanding the Entrepreneurial Ecosystem -- Distinguishing Entrepreneurial Ventures from Small Businesses and Why That Matters -- Considering the Many Ways to Be an Entrepreneur -- The home-based entrepreneur -- The Internet entrepreneur -- The serial entrepreneur -- The gig economy entrepreneur -- The traditional entrepreneur -- The corporate entrepreneur -- Considering Your Personal Goals -- Why do you want to start a business? -- How will starting a business affect your personal life? -- Are you in sufficient physical shape to start a business? -- What aspects of business make you very uncomfortable? -- How will your feelings about your business affect its potential growth? -- Clearing Up the Myths and Stereotypes about Entrepreneurs -- You need a lot of money -- You need a great idea -- You must take big risks -- You need to be young -- Looking Ahead -- Chapter 2 Entrepreneurship in the 21st Century -- Dealing with the Boom and Bust Economy of the 2020s -- Finding the good news -- Funding with venture capital is strong at all levels -- Startups are still going strong -- Dealing with the not-so-good news -- Competition for talent is tough -- Digital platforms are more accessible to startups (and to everyone else) -- Some startups are too big to fail -- The Global Entrepreneurship Picture -- A different kind of entrepreneurship -- The need for speed -- Scaling quickly for competitive advantage -- Harnessing technology for competitive advantage Turning information into intelligence -- Managing the new work environment -- Breaking the link between information and things -- Cryptocurrency as an opportunity -- Everyone's value chain is shorter -- Making yourself obsolete (before someone does it for you) -- Facing technology disruption -- Technology enables and disrupts constantly -- Understanding the Latest Big Trends -- Easier access to entrepreneurship education -- Sustainable finance -- DIY coding -- Sharing what you have -- Personalized and direct to customers -- Using micro influencers for social media marketing -- Investing in climate tech is hot -- Chapter 3 Preparing to Seek Opportunity -- Understanding Ideas versus Opportunities, Creativity versus Innovation -- Starting with an Idea May Not Be the Best Idea -- Changing an existing business -- Solving a problem with creativity -- Spotting Obstacles in Your Path -- You think you're not innovative (think again!) -- You dislike criticism (don't we all?) -- You're a creature of habit (so is everyone) -- You lack confidence (you can do it!) -- You're overconfident (jumbo ego) -- Clearing Away the Obstacles -- Going back to familiar territory -- Tapping your personal network -- Designing an Environment that Inspires Creativity and Innovation -- Making time to be creative -- Find a favorite thinking space -- Play with toys, games, and kids -- Finding the right place for innovation -- Making your work environment friendly -- Growing Ideas with Outside Help: Incubators and Accelerators -- Spotting the Best Opportunities -- Finding opportunity in failure (yours and others) -- Finding opportunity for underrepresented communities -- Finding opportunity in things that don't go together -- Chapter 4 Testing an Opportunity Before You Leap -- Starting with Your First Risk: You! -- Turning Your Opportunity into a Business Concept Benefits versus Features: What Do Customers Buy? -- Why isn't money part of the concept? -- Trying out your business concept skills -- Quick-Testing Your Concept: The Lean Method -- Getting Serious with Feasibility Analysis and the Lean Method -- Feasibility versus business plan: Double the work? -- Introducing the feasibility analysis framework -- Executive summary -- Business concept -- Industry analysis -- Market/customer analysis -- Founding team analysis -- Product/service development analysis -- Financial analysis -- Feasibility decision -- Timeline to launch -- Part 2 Testing the Feasibility of Your Business Concept -- Chapter 5 Understanding Your Industry -- Understanding Your Industry -- Using a Framework of Industry Structure -- Carrying capacity, uncertainty, and complexity -- Threats to new entrants -- Threats from substitute products/services -- Threats from buyers' bargaining power -- Threats from suppliers' bargaining power -- Rivalry among existing firms -- Understanding the Value Chain -- Deciding on an Entry Strategy -- Differentiation -- Niche -- Cost superiority -- Researching Your Industry -- Answering key questions about your industry -- Studying public companies -- Searching for data at government websites -- Going offline for more research -- Benchmarking Against the "Perfect" Industry -- Chapter 6 What Your Customers Can Tell You -- Conducting Customer Discovery -- Segmenting your market -- Defining your niche -- Discovering Your Customers -- Finding the data you need -- Looking at the total accessible market -- Conducting customer discovery in the field -- Observing customers in their natural habitats -- Survey by email and telephone -- Conduct interviews and focus groups -- Building an early customer profile -- Identifying more important people to interview -- Graphing a customer segmentation matrix Competitive Intelligence: Checking Out the Competition -- Pounding the pavement -- Buying your competitors' products -- Revving up the search engines -- Forecasting Demand: Tough but Crucial -- Triangulating to demand -- Use substitute products and services to gauge demand -- Interview customers and intermediaries -- Go into limited production with a test market -- Forecasting new product demand -- Chapter 7 Designing Solutions for a New Marketplace -- Zeroing-in on a Product Solution -- Becoming an inventor -- Teaming with an inventor -- Licensing an invention -- Moving Rapidly to a Prototype: The Minimum Viable Product -- Bootstrapping Product Development -- Understanding the product life cycle -- Finding the money -- Seeking government grants -- Going after investor capital -- Crowdfunding -- Developing New Products: The Process -- Getting the feedback you need -- Overcoming scarce resources with a plan -- Developing in a digital world -- Moving Rapidly to the Prototype Stage -- Designing right the first time -- Sourcing your materials -- Making your minimum viable product -- The one-minute product solution plan -- Chapter 8 Protecting Your Products and Services -- Understanding Intellectual Property Rights -- Protecting Your Better Mousetrap with a Patent -- Timing is everything -- America Invents Act -- Is it patentable? -- Types of patents -- The patent process -- The provisional patent application -- Filing a provisional patent application -- Filing a nonprovisional patent application -- Protecting your rights in foreign countries -- Copyrighting Your Original Work of Authorship -- Claiming copyright -- Things you can't copyright -- Protecting Your Logo with a Trademark -- Protecting Your Trade Secrets -- Contracts -- Nondisclosure agreements -- Strategies for Protecting Your IP -- Offensive strategies -- IP acquisition Licensing your own IP -- The license agreement -- Defensive strategies -- International strategies -- Chapter 9 Putting Together Your Founding Team -- A Little Science Behind Founding Teams -- Who's on First? -- The rules with family and friends -- Covering all the bases -- Putting everything in writing -- Benchmarking the perfect team -- Forming a Diverse Board of Advisors -- Yes, you need attorneys -- Accountants can help you survive -- Your banker can dispense advice, if not money -- Don't forget your insurance broker -- Forming a Board of Directors -- Getting people on your board -- Deciding when you need a formal board -- Creating a Personal Board: Your Mentors -- Pulling Yourself Up by the Bootstraps -- Outsourcing savvy -- Leasing your staff -- Chapter 10 Getting Solutions to Customers: The Supply Chain -- Understanding Supply Chains, Logistics, and Distribution Channels -- Looking at Logistics -- Distributing through Consumer and Industrial Market Channels -- Consumer channels -- Selling direct to customers -- Using retailers to reach customers -- Using wholesalers and distributors to reach customers -- Hiring manufacturer reps to find customers -- Industrial channels -- Using intermediaries -- Evaluating Your Channel -- The cost of the channel -- Channel coverage -- Distribution control -- When Your Supply Chain Is International -- Chapter 11 Developing and Testing Your Business Model -- Understanding Business Models -- The business model canvas approach -- A software company business model -- Your restaurant business model -- A retail business model -- Providing a service with an upside -- Producing multiple products and services -- Making money while you sleep -- Evolving Digital Business Models -- Using an advertising model -- Using a subscription-based model -- Growing a hybrid model -- Thinking micro -- Testing Your Business Model Chapter 12 Assessing Your Initial Financial Needs Electronic books Erscheint auch als Druck-Ausgabe Allen, Kathleen Entrepreneurship for Dummies Newark : John Wiley & Sons, Incorporated,c2023 9781119912637 |
| spellingShingle | Allen, Kathleen R. Entrepreneurship for Dummies Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- Entrepreneurship Has Changed -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- How This Book Is Organized -- Where to Go from Here -- Part 1 Getting Started in Entrepreneurship -- Chapter 1 Understanding Entrepreneurship -- Anyone Can Become an Entrepreneur -- Recognizing an Entrepreneurial Venture -- Understanding the Entrepreneurial Ecosystem -- Distinguishing Entrepreneurial Ventures from Small Businesses and Why That Matters -- Considering the Many Ways to Be an Entrepreneur -- The home-based entrepreneur -- The Internet entrepreneur -- The serial entrepreneur -- The gig economy entrepreneur -- The traditional entrepreneur -- The corporate entrepreneur -- Considering Your Personal Goals -- Why do you want to start a business? -- How will starting a business affect your personal life? -- Are you in sufficient physical shape to start a business? -- What aspects of business make you very uncomfortable? -- How will your feelings about your business affect its potential growth? -- Clearing Up the Myths and Stereotypes about Entrepreneurs -- You need a lot of money -- You need a great idea -- You must take big risks -- You need to be young -- Looking Ahead -- Chapter 2 Entrepreneurship in the 21st Century -- Dealing with the Boom and Bust Economy of the 2020s -- Finding the good news -- Funding with venture capital is strong at all levels -- Startups are still going strong -- Dealing with the not-so-good news -- Competition for talent is tough -- Digital platforms are more accessible to startups (and to everyone else) -- Some startups are too big to fail -- The Global Entrepreneurship Picture -- A different kind of entrepreneurship -- The need for speed -- Scaling quickly for competitive advantage -- Harnessing technology for competitive advantage Turning information into intelligence -- Managing the new work environment -- Breaking the link between information and things -- Cryptocurrency as an opportunity -- Everyone's value chain is shorter -- Making yourself obsolete (before someone does it for you) -- Facing technology disruption -- Technology enables and disrupts constantly -- Understanding the Latest Big Trends -- Easier access to entrepreneurship education -- Sustainable finance -- DIY coding -- Sharing what you have -- Personalized and direct to customers -- Using micro influencers for social media marketing -- Investing in climate tech is hot -- Chapter 3 Preparing to Seek Opportunity -- Understanding Ideas versus Opportunities, Creativity versus Innovation -- Starting with an Idea May Not Be the Best Idea -- Changing an existing business -- Solving a problem with creativity -- Spotting Obstacles in Your Path -- You think you're not innovative (think again!) -- You dislike criticism (don't we all?) -- You're a creature of habit (so is everyone) -- You lack confidence (you can do it!) -- You're overconfident (jumbo ego) -- Clearing Away the Obstacles -- Going back to familiar territory -- Tapping your personal network -- Designing an Environment that Inspires Creativity and Innovation -- Making time to be creative -- Find a favorite thinking space -- Play with toys, games, and kids -- Finding the right place for innovation -- Making your work environment friendly -- Growing Ideas with Outside Help: Incubators and Accelerators -- Spotting the Best Opportunities -- Finding opportunity in failure (yours and others) -- Finding opportunity for underrepresented communities -- Finding opportunity in things that don't go together -- Chapter 4 Testing an Opportunity Before You Leap -- Starting with Your First Risk: You! -- Turning Your Opportunity into a Business Concept Benefits versus Features: What Do Customers Buy? -- Why isn't money part of the concept? -- Trying out your business concept skills -- Quick-Testing Your Concept: The Lean Method -- Getting Serious with Feasibility Analysis and the Lean Method -- Feasibility versus business plan: Double the work? -- Introducing the feasibility analysis framework -- Executive summary -- Business concept -- Industry analysis -- Market/customer analysis -- Founding team analysis -- Product/service development analysis -- Financial analysis -- Feasibility decision -- Timeline to launch -- Part 2 Testing the Feasibility of Your Business Concept -- Chapter 5 Understanding Your Industry -- Understanding Your Industry -- Using a Framework of Industry Structure -- Carrying capacity, uncertainty, and complexity -- Threats to new entrants -- Threats from substitute products/services -- Threats from buyers' bargaining power -- Threats from suppliers' bargaining power -- Rivalry among existing firms -- Understanding the Value Chain -- Deciding on an Entry Strategy -- Differentiation -- Niche -- Cost superiority -- Researching Your Industry -- Answering key questions about your industry -- Studying public companies -- Searching for data at government websites -- Going offline for more research -- Benchmarking Against the "Perfect" Industry -- Chapter 6 What Your Customers Can Tell You -- Conducting Customer Discovery -- Segmenting your market -- Defining your niche -- Discovering Your Customers -- Finding the data you need -- Looking at the total accessible market -- Conducting customer discovery in the field -- Observing customers in their natural habitats -- Survey by email and telephone -- Conduct interviews and focus groups -- Building an early customer profile -- Identifying more important people to interview -- Graphing a customer segmentation matrix Competitive Intelligence: Checking Out the Competition -- Pounding the pavement -- Buying your competitors' products -- Revving up the search engines -- Forecasting Demand: Tough but Crucial -- Triangulating to demand -- Use substitute products and services to gauge demand -- Interview customers and intermediaries -- Go into limited production with a test market -- Forecasting new product demand -- Chapter 7 Designing Solutions for a New Marketplace -- Zeroing-in on a Product Solution -- Becoming an inventor -- Teaming with an inventor -- Licensing an invention -- Moving Rapidly to a Prototype: The Minimum Viable Product -- Bootstrapping Product Development -- Understanding the product life cycle -- Finding the money -- Seeking government grants -- Going after investor capital -- Crowdfunding -- Developing New Products: The Process -- Getting the feedback you need -- Overcoming scarce resources with a plan -- Developing in a digital world -- Moving Rapidly to the Prototype Stage -- Designing right the first time -- Sourcing your materials -- Making your minimum viable product -- The one-minute product solution plan -- Chapter 8 Protecting Your Products and Services -- Understanding Intellectual Property Rights -- Protecting Your Better Mousetrap with a Patent -- Timing is everything -- America Invents Act -- Is it patentable? -- Types of patents -- The patent process -- The provisional patent application -- Filing a provisional patent application -- Filing a nonprovisional patent application -- Protecting your rights in foreign countries -- Copyrighting Your Original Work of Authorship -- Claiming copyright -- Things you can't copyright -- Protecting Your Logo with a Trademark -- Protecting Your Trade Secrets -- Contracts -- Nondisclosure agreements -- Strategies for Protecting Your IP -- Offensive strategies -- IP acquisition Licensing your own IP -- The license agreement -- Defensive strategies -- International strategies -- Chapter 9 Putting Together Your Founding Team -- A Little Science Behind Founding Teams -- Who's on First? -- The rules with family and friends -- Covering all the bases -- Putting everything in writing -- Benchmarking the perfect team -- Forming a Diverse Board of Advisors -- Yes, you need attorneys -- Accountants can help you survive -- Your banker can dispense advice, if not money -- Don't forget your insurance broker -- Forming a Board of Directors -- Getting people on your board -- Deciding when you need a formal board -- Creating a Personal Board: Your Mentors -- Pulling Yourself Up by the Bootstraps -- Outsourcing savvy -- Leasing your staff -- Chapter 10 Getting Solutions to Customers: The Supply Chain -- Understanding Supply Chains, Logistics, and Distribution Channels -- Looking at Logistics -- Distributing through Consumer and Industrial Market Channels -- Consumer channels -- Selling direct to customers -- Using retailers to reach customers -- Using wholesalers and distributors to reach customers -- Hiring manufacturer reps to find customers -- Industrial channels -- Using intermediaries -- Evaluating Your Channel -- The cost of the channel -- Channel coverage -- Distribution control -- When Your Supply Chain Is International -- Chapter 11 Developing and Testing Your Business Model -- Understanding Business Models -- The business model canvas approach -- A software company business model -- Your restaurant business model -- A retail business model -- Providing a service with an upside -- Producing multiple products and services -- Making money while you sleep -- Evolving Digital Business Models -- Using an advertising model -- Using a subscription-based model -- Growing a hybrid model -- Thinking micro -- Testing Your Business Model Chapter 12 Assessing Your Initial Financial Needs |
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