Entrepreneurship Strategy: Changing Patterns in New Venture Creation, Growth, and Reinvention
"Entrepreneurship Strategy" presents a framework for
strategy in entrepreneurial organizations that incorporates new
venture emergence, early growth, and reinvention and innovation in
established ventures. The focus of the text is on entrepreneurial
strategies that can be crafted and implemented within small and
medium-sized organizations as these firms proceed through the
stages of development.
Main description:
Entrepreneurship Strategy presents a framework for strategy in
entrepreneurial organizations that incorporates new venture
emergence, early growth, and reinvention and innovation in
established ventures. The focus of the text is on entrepreneurial
strategies that can be crafted and implemented within small and
medium-sized organizations as these firms proceed through the
stages of development. The unique approach of this book is its
segmentation of entrepreneurship strategies across the life cycle
of business growth. Most strategy texts present content that is
segmented by the type or level of strategy (e.g. marketing, human
resources, production strategies) rather than the changing pattern
of strategic needs faced by the new venture.
Review quote:
... 'I really liked the use of the term social capital and the
message that it should be viewed as an investment by the
entrepreneur who needs to chart a matrix of sorts of connections
and potential positive outcomes per connection. Also, the appendix
on networking and organizational resources is absolutely
super!'. George S.Vozikis(20060628)
... 'The Strategy in Action approach differentiates this work.I
also appreciate the ethics references made throughout the
chapters.This is how ethics should be taught, rather than in a
course entitled Ethics. The authors pump life into the subject
rather than academics.'. Richard L. Smith(20060628)
... 'Excellent explanation of perceptual mapping. Very
effective means of determining the relative importance of key
drivers within an industry or marketplace.Most impressive is the
integration of content and example in a balanced manner that does
not emphasize any particular industry or venture type.' .
Jeffrey R. Alves(20060628)
... Business textbooks tend not to be the most stimulating reads,
but a new one by two professors seeks to change that image.
Entrepreneurship Strategy by Lisa K. Gundry and Jill R. Kickul
offers lots of cases, checklists, sample documents, and
suggestions. Case examples include well-known companies . . . In
addition, there is understandable guidance on developing financial
statements and marketing plans.. David E. Gumpert(businessweek.com,
20070228)
Table of contents:
Foreword by Paige Arnof-Fenn
Acknowledgments
Introduction
Part I: Entrepreneurial Strategies for the Emerging Venture
1. Entrepreneurship and Strategy: A Framework for New Venture
Development
Contemporary Entrepreneurship: Trends and Patterns
Entrepreneurship That Matters: Social Value Creation
The Role of Innovation in Entrepreneurship Strategy
Beyond Traits: Scripting Our Own Entrepreneurial Strategies
Whole Brain Thinking: An Introduction to Strategy for the Emerging
Venture Using the 7-S Model
Summary of Chapter Objectives
References
2. Strategies for Opportunity Identification: The Creative
Process
Creativity and Entrepreneurship: Turning Ideas Into New Venture
Opportunities
Sources of Ideas for New Ventures
The Opportunity SEARCH
Building the Entrepreneurial Culture to Support Creativity and
Innovation
Summary of Chapter Objectives
Notes and References
3. Strategies for Evaluating Opportunities: The Assessment
Process
Opportunity Evaluation: Will the Idea for the New Venture
Work?
Four Primary Areas for Assessment
Assessing the Feasibility of the New Venture Idea
Fourteen Questions to Ask Every Time
The Feasibility Analysis: Beginning the Evaluation Process
From KIC to OOPs: The Opportunity Organizational Proposal
Summary of Chapter Objectives
Notes and References
Appendix 3.1 Sources for Industry and Market Research
Appendix 3.2 Estimating Start-Up Expenses
4. Developing New Venture Strategy: Preparation and Launch
Strategic Planning and Entrepreneurship
Entrepreneurship and Strategic Management: The Creation of Wealth
and Value
Creating the Strategic Vision: Articulating Need and Purpose
Values Creation: Developing Strategy in Good Company
Writing a Code of Ethics
Summary of Chapter Objectives
Notes and References
5. Market Entry: Positioning the Firm for Strategic Advantage
Designing Your Firm's Value Solution(s)
The Key Drivers Integral to Buyers Demands and Expectations Within
Your Industry
Matrix Comparisons: Further Examining the Framework
Developing the Go-to-Market Strategy
The Strategic Plan Outline
Strategic Positioning: From SWOT to TOWS
Shifting the Focus of Strategy: Creating New Markets Versus
Competing Directly
Summary of Chapter Objectives
References
Part II: Entrepreneurial Strategies for the Growing Venture
6. Financial Resource Capabilities
The Differences Between Debt and Equity Financing: Two Similar but
Separate Audiences
Understanding the Financing Stages Along the Life Cycle of the
Business
Further Descriptions on the Common Sources of Financing From a Debt
Perspective
Preparing Your Information for the Lender
Equity Investors: Angel Investors and Venture Capital Firms
All Told, Why Entrepreneurs Dont Get Funding
Summary of Chapter Objectives
Appendix A: Explanatory Term Sheet Sample
Appendix B: Due Diligence Checklist Table
Appendix C: Additional Guidelines For Presenting Your Business
Plan
Notes
7. The Evolving Management Team
Up and Running: Managing the Growing Firm
Building an Advisory Board: Seeking Advice and Advisers
Boards of Directors: Corporate Governance Considerations
Forms of Ownership: Legal Structure of the Organization
Summary of Chapter Objectives
Note and References
8. Building Networks and Strategic Alliances
The Benefits and Outcomes of Creating and Sustaining Strategic
Alliances
With Whom Should You Partner?
Understand the Value of Investing in the Social Capital That Can
Drive Your Business
Summary of Chapter Objectives
Note and References
PART III: Entrepreneurial Strategies for Sustaining Growth in the
Established Venture
9. Innovative Strategies for Entrepreneurial Growth
Strategies for Innovation: Incremental to Revolutionary
Perspectives
Strategic Thinking: Ideas for Future Expansion
The Five Innovation Mistakes
Maintaining an Innovation-Friendly Environment in the Established
Venture
Summary of Chapter Objectives
Notes and References
10. Strategies for the Growing Venture: Mergers, Acquisitions,
Franchising, and Exit Strategies
Mergers and Acquisitions: Growth Strategies of Promise and
Peril
Franchising: Growth Through Systems Creation
Exit Strategies for the Entrepreneurial Firm
Valuation of the Business
Summary of Chapter Objectives
Notes and References
11. Beyond the Strategic Entrepreneurial Model: Learning from
Failure
The Other Side of Success: Rapid Growth
Solutions for Problems During Rapid Growth
Entrepreneurs and Failure: The Warning Signs
Learning From Failure
Summary of Chapter Objectives
Notes and References
Index
About the Authors
"I really liked the use of the term "social capital" and the message that it should be viewed as an investment by the entrepreneur who needs to chart a matrix of sorts of connections and potential positive outcomes per connection. Also, the appendix on networking and organizational resources is absolutely super!"
Lisa Gundry is Professor of Management in the Charles H. Kellstadt Graduate School of Business at DePaul University, where she teaches courses in Creativity in Business, Entrepreneurship & New Venture Management, and Entrepreneurship Strategy. She is Director of the Leo V. Ryan Center for Creativity and Innovation at DePaul. The Center offers programs on creative discovery and business innovation to the academic and business communities. Dr. Gundry was awarded the Innovation in Business Education Award in 1997, by the American Assembly of Collegiate Schools of Business (AACSB) Mid-Continent East Association. She has also received the DePaul University Excellence in Teaching Award. Her most recent book is entitled, Breakthrough Teams for Breakneck Times: Unlocking the Genius of Creative Collaboration (Dearborn Pub: 2001, with L. LaMantia). She is also co-author of Blueprints for Innovation, with Charles W. Prather, 1995, Amacom, and Field Casework: Methods for Consulting to Small and Start-up Businesses, (Sage with A. Buchko, 1996). Dr. Gundry has published numerous articles in journals including, Journal of Business Venturing, Journal of Management, Journal of Business Ethics, Human Relations, Journal of Small Business Management, IEEE Transactions on Engineering Management, International Journal of Entrepreneurship and Innovation, Journal of Enterprising Culture, Journal of Developmental Entrepreneurship, and Organizational Dynamics. She conducts research on issues related to innovative processes in organizations, entrepreneurial growth strategies, and creativity in business. Her work has been featured in media such as The Wall St. Journal, Newsweek, Business Week, Chicago Tribune, Crain's Chicago Business.
Inhaltsangabe
Foreword by Paige Arnof-Fenn Acknowledgments Introduction Part I: Entrepreneurial Strategies for the Emerging Venture 1. Entrepreneurship and Strategy: A Framework for New Venture Development Contemporary Entrepreneurship: Trends and Patterns Entrepreneurship That Matters: Social Value Creation The Role of Innovation in Entrepreneurship Strategy Beyond Traits: Scripting Our Own Entrepreneurial Strategies Whole Brain Thinking: An Introduction to Strategy for the Emerging Venture Using the 7-S Model Summary of Chapter Objectives References 2. Strategies for Opportunity Identification: The Creative Process Creativity and Entrepreneurship: Turning Ideas Into New Venture Opportunities Sources of Ideas for New Ventures The Opportunity SEARCH Building the Entrepreneurial Culture to Support Creativity and Innovation Summary of Chapter Objectives Notes and References 3. Strategies for Evaluating Opportunities: The Assessment Process Opportunity Evaluation: Will the Idea for the New Venture Work? Four Primary Areas for Assessment Assessing the Feasibility of the New Venture Idea Fourteen Questions to Ask Every Time The Feasibility Analysis: Beginning the Evaluation Process From KIC to OOPs: The Opportunity Organizational Proposal Summary of Chapter Objectives Notes and References Appendix 3.1 Sources for Industry and Market Research Appendix 3.2 Estimating Start-Up Expenses 4. Developing New Venture Strategy: Preparation and Launch Strategic Planning and Entrepreneurship Entrepreneurship and Strategic Management: The Creation of Wealth and Value Creating the Strategic Vision: Articulating Need and Purpose Values Creation: Developing Strategy in Good Company Writing a Code of Ethics Summary of Chapter Objectives Notes and References 5. Market Entry: Positioning the Firm for Strategic Advantage Designing Your Firm's Value Solution(s) The Key Drivers Integral to Buyers' Demands and Expectations Within Your Industry Matrix Comparisons: Further Examining the Framework Developing the Go-to-Market Strategy The Strategic Plan Outline Strategic Positioning: From SWOT to TOWS Shifting the Focus of Strategy: Creating New Markets Versus Competing Directly Summary of Chapter Objectives References Part II: Entrepreneurial Strategies for the Growing Venture 6. Financial Resource Capabilities The Differences Between Debt and Equity Financing: Two Similar but Separate Audiences Understanding the Financing Stages Along the Life Cycle of the Business Further Descriptions on the Common Sources of Financing From a Debt Perspective Preparing Your Information for the Lender Equity Investors: Angel Investors and Venture Capital Firms All Told, Why Entrepreneurs Don't Get Funding Summary of Chapter Objectives Appendix A: Explanatory Term Sheet Sample Appendix B: Due Diligence Checklist Table Appendix C: Additional Guidelines For Presenting Your Business Plan Notes 7. The Evolving Management Team Up and Running: Managing the Growing Firm Building an Advisory Board: Seeking Advice and Advisers Boards of Directors: Corporate Governance Considerations Forms of Ownership: Legal Structure of the Organization Summary of Chapter Objectives Note and References 8. Building Networks and Strategic Alliances The Benefits and Outcomes of Creating and Sustaining Strategic Alliances With Whom Should You Partner? Understand the Value of Investing in the Social Capital That Can Drive Your Business Summary of Chapter Objectives Note and References PART III: Entrepreneurial Strategies for Sustaining Growth in the Established Venture 9. Innovative Strategies for Entrepreneurial Growth Strategies for Innovation: Incremental to Revolutionary Perspectives Strategic Thinking: Ideas for Future Expansion The Five Innovation Mistakes Maintaining an Innovation-Friendly Environment in the Established Venture Summary of Chapter Objectives Notes and References 10. Strategies for the Growing Venture: Mergers, Acquisitions, Franchising, and Exit Strategies Mergers and Acquisitions: Growth Strategies of Promise and Peril Franchising: Growth Through Systems Creation Exit Strategies for the Entrepreneurial Firm Valuation of the Business Summary of Chapter Objectives Notes and References 11. Beyond the Strategic Entrepreneurial Model: Learning from Failure The Other Side of Success: Rapid Growth Solutions for Problems During Rapid Growth Entrepreneurs and Failure: The Warning Signs Learning From Failure Summary of Chapter Objectives Notes and References Index About the Authors
