Screen LibraryNew venture creation : a framework for entrepreneurial start-ups /
This book provides a detailed, in-depth overview of the new venture creation process through an approach which encompasses both practical and theoretical issues. The range and depth of discussion on the challenges of starting up is bound to ensure that this book becomes a core text for new venture c...
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| Main Authors: | |
|---|---|
| Published: |
Palgrave Macmillan,
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| Publisher Address: | Houndmills, Basingstoke : |
| Publication Dates: | 2014. |
| Literature type: | Book |
| Language: | English |
| Subjects: | |
| Summary: |
This book provides a detailed, in-depth overview of the new venture creation process through an approach which encompasses both practical and theoretical issues. The range and depth of discussion on the challenges of starting up is bound to ensure that this book becomes a core text for new venture creation modules. This book dispels the myth that entrepreneurship cannot be taught, by breaking down the business start-up process into a seven-stage. This book guides you through the whole process of planning for a new venture - from generating an idea, through developing the business model, and raising finance. It combines practical advice from entrepreneurs with academic research and theory. |
| Item Description: | Formerly CIP. |
| Carrier Form: | xix, 362 pages : illustrations (colour) ; 25 cm |
| Bibliography: | Includes bibliographical references and index. |
| ISBN: |
9781137332899 (paperback) : 1137332891 (paperback) |
| Index Number: | HD62 |
| CLC: |
F272 F272.91 |
| Call Number: | F272.91/B967-2 |
| Contents: |
Machine generated contents note: 1.The New Venture Creation Framework -- The attraction of entrepreneurs -- Barriers and triggers to entrepreneurship -- New venture creation -- Business planning -- The New Venture Creation Framework -- The business plan -- Summary -- Academic insights -- Gazelles and economic growth -- Myths about entrepreneurs -- The Business Model Canvas -- Case insights -- Kiran Mazumdar-Shaw and Biocon -- Julie Spurgeon and Material Pleasures -- John Bird and The Big Issue -- Tony Fernandes and AirAsia (1) -- Marc Demarquette -- eBay -- pt. 1 You and your business idea -- 2.What you bring to entrepreneurship -- Your personal drivers -- Your resources -- Character traits of entrepreneurs -- Factors that influence the entrepreneurial character -- Measuring your personal character trails -- Measuring your creativity -- How entrepreneurs manage -- Summary -- New Venture Creation Framework exercises -- Academic insights -- Cognitive development theory -- Contents note continued: National culture -- General Enterprise Tendency test -- Effectuation -- Case insights -- Golden Krust (1) -- Steve Jobs and Apple (1) -- 3.Finding your business idea -- New venture typologies -- The `eureka moment' -- Creating opportunity -- Spotting opportunity -- Generating a business idea -- Connectivity and networking -- Techniques for generating ideas -- Is the business idea viable? -- Characteristics of a good business idea -- Summary -- New Venture Creation Framework exercises -- Academic insights -- How to challenge market conventions -- Sources of entrepreneurial opportunity -- Discovery skills -- Connecting good ideas -- Inside the box thinking -- Lean start-up -- Case insights -- Bizarre start-up ideas from the USA -- Summly App -- Streetcar (now Zipcar) -- TutorVista -- OnMobile -- MOMA! -- Nuffnang -- Swarfega -- Great Ormond Street Hospital -- The Million Dollar Homepage -- pt. 2 Market segments and the value proposition -- Contents note continued: 4.Understanding your market/industry -- Defining your market/industry -- Describing your market/industry -- Researching your market/industry -- Identifying your competitors -- Industry futures -- Summary -- New Venture Creation Framework exercises -- Academic insights -- Porter's Five Forces -- assessing industry competitiveness -- Case insights -- Novo Nordisk -- Bill Gates and Microsoft -- Amazon, Apple, Facebook, Google and Microsoft -- 5.Structuring your business model -- Identifying your market segments -- Defining your value proposition -- Core value propositions -- Niche marketing strategy -- Setting your prices -- Price and volumes -- Understanding your customers -- Channels of distribution -- Understanding customer and consumer benefits -- Summary -- New Venture Creation Framework exercises -- Academic insights -- Service-dominant marketing logic -- Core value disciplines -- Case insights -- easyjet(1) -- Dell Computers -- Contents note continued: Quad Electroacoustics -- Escape to the Cape -- Morgan Motor Company -- The Pub -- Lush (1) -- pt. 3 Marketing strategy -- 6.Your values, brand and customer loyalty -- Your vision and values -- Encouraging customer loyalty -- Creating an identity -- Ethical values and corporate social responsibility (CSR) -- Building the brand -- Summary -- New Venture Creation Framework exercises -- Academic insights -- Strategic intent and kosryoku -- Value-driven marketing -- The value of CSR -- Case insights -- Lush (2) -- easyjet (2) -- Starbucks (1) -- Golden Krust (2) -- Starbucks (2) -- South Beauty -- Abel & Cole -- Ecotricity -- Richard Branson and Virgin (1) -- 7.Launching your business -- From prospect to advocate -- Finding your first customers -- Developing your sales skills -- Communications media -- Developing a communications campaign -- Creating product awareness -- Getting customers to buy -- Penetrating the market -- Summary -- Contents note continued: New Venture Creation Framework exercises -- Case insights -- Bicycle Space -- The Fabulous Bakin' Boys -- Good Hair Day -- Jack Wills -- University Outfitters -- 8.Growing your business -- Growth options -- Market development -- Entering foreign markets -- Product development -- Developing a product portfolio -- Marketing strategy and product portfolios -- Financing implications of product portfolios -- Diversification -- Using acquisition for market and product development -- Summary -- New Venture Creation Framework exercises -- Academic insights -- Strategies that build potential: playing the odds -- Sticking to the knitting -- Case insights -- Web 2.0 -- Fat Face -- B&Q China -- American Giant -- Crocs -- Reliance Industries -- pt. 4 Operations plan -- 9.Legal foundations -- Safeguarding your business idea -- Legal forms of business -- Corporate governance -- Legal forms of social enterprise -- Taxation -- Summary -- Contents note continued: New Venture Creation Framework exercises -- Case insights -- Trunki -- Xmi -- Cobra Beer -- Maggie's Centres -- 10.Organizing operations -- Identifying key activities -- Retail imperatives -- Internet business imperatives -- Manufacturing business imperatives -- Service business imperatives -- Partnerships, strategic alliances and joint ventures -- Franchising -- Operating plans -- Summary -- New Venture Creation Framework exercises -- Academic insights -- Reasons for international start-ups -- Environmental sustainability and waste reduction -- The benefits of partnerships and strategic alliances -- Case insights -- Figleaves -- Brompton Bicycle -- Kirsty's -- Specsavers -- Ahmed Khan and McDonald's -- The Body Shop -- pt. 5 Risk and strategic options -- 11.Dealing with risk -- Identifying risks -- Assessing risks -- Mitigating risks -- Monitoring risks -- Generic strategies for managing risk -- Structuring your costs -- Decision-making -- Contents note continued: Risk, critical success factors and strategic options -- Summary -- New Venture Creation Framework exercises -- Academic insights -- Affordable loss -- Measuring breakeven point -- Case insights -- Richard Branson and Virgin (2) -- Jobserve -- Gordon Ramsay -- Made.com -- Smak Parlour -- Clippy -- pt. 6 Resources -- 12.Building your team -- People, people, people -- Recruiting people -- Finding and attracting people -- Professional advisors -- Selecting and developing your team -- Building an organization structure -- Controlling people -- Creating a culture for your venture -- Entrepreneurial culture -- Entrepreneurial architecture -- Summary -- New Venture Creation Framework exercises -- Academic insights -- The challenges of growth -- Selecting a team: team roles -- Autonomy and motivation -- Case insights -- Google -- Tony Fernandes and AirAsia (2) -- Virgin Group (3) -- 13.Leading your team -- Leadership and management -- Contents note continued: Defining the role of leader -- Personal attributes of leaders -- Leadership style and contingency theory -- Entrepreneurial leadership -- Entrepreneurial architecture -- Summary -- New Venture Creation Framework exercises -- Academic insights -- Seven principles for communicating a vision -- Authentic leaders -- Dealing with conflict -- Leadership paradigms -- Case insights -- Gary Redman and Now Recruitment -- Steve Jobs and Apple (2) -- 14.Obtaining finance -- Selecting the right sort of finance -- Bank loans and overdrafts -- What banks look for -- Banking relationship -- Crowdfunding and peer-to-peer lending -- Angel and venture finance -- What investors look for -- The funding ladder -- Harvesting your investment -- Summary -- New Venture Creation Framework exercises -- Academic insights -- Sources of finance used by small firms in the UK -- Agency theory and information asymmetry -- Is there discrimination in lending? -- Contents note continued: Is there a financing gap for small firms? -- Case insights -- Softcat -- Hotel Chocolat -- Lingo 24 -- Inspiral Visionary Products -- Purplle.com -- Mears Group -- Moonpig -- Vivid Imaginations -- pt. 7 Financial plan -- 15.Financial forecasts -- Financial objectives -- Forecasting sales/turnover -- Forecast income statement -- Forecast cash flow statement -- Forecast balance sheet -- Ratio analysis -- Evaluating performance -- Valuing your business -- Monitoring performance -- Controlling performance -- Summary -- New Venture Creation Framework exercises -- Case insights -- Xtreme SnoBoards-building the financial forecast -- Sales/turnover -- Income statement and breakeven -- Cash flow statement -- Forecast balance sheet -- Evaluating performance -- Valuing the business -- 16.The Business Plan -- Purpose of a business plan -- Structure and content of a business plan -- Using your plan to obtain finance -- Presenting your case for finance -- Summary -- Contents note continued: Drawing up the business plan -- Academic insights -- Beyond the business plan: strategy development in established firms. |