Entrepreneurship Strategy: Changing Patterns in New Venture Creation, Growth, and Reinvention / Edition 1

by Lisa Gundry, Jill Kickul

Overview

In this engaging and practical book, authors Lisa K. Gundry and Jill R. Kickul uniquely approach entrepreneurship across the life cycle of business growth—offering entrepreneurial strategies for the emerging venture, for the growing venture, and for sustaining growth in the established venture. Written from the point of view of the founder or the entrepreneurial team, the book offers powerful and practical tools to increase a venture's potential for success and growth.

Product Details

ISBN-13:	9781412916561
Publisher:	SAGE Publications
Publication date:	08/14/2006
Edition description:	New Edition
Pages:	424
Product dimensions:	7.00(w) x 10.00(h) x (d)

About the Author

Lisa Gundry is Professor of Management in the Charles H. Kellstadt Graduate School of Business at De Paul 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 De Paul. 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 De Paul 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. La Mantia). 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.

Jill Kickul is a professor of clinical entrepreneurship and research at the University of Southern California. Jill was formerly at NYU’s Stern School of Business as Director of Social Entrepreneurship and the Chair for the 30-course MBA specialization in social Innovation and Impact. She is the Founding Director of the Annual Conference on Social Entrepreneurship, the largest academic conference in the field. She has published more than 100 articles in leading entrepreneurship and management journals and her bestselling book, Understanding Social Entrepreneurship has been adopted in over 80 universities. Jill is the Editor of the Social Entrepreneurship Journal and her work on entrepreneurship education has been nationally recognized by Fortune as a Top 10 Innovative Program.

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 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

Editorial Reviews

"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

"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

"A complete book on entrepreneurial strategies with mini-business cases."

Charles Nahabedian

"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

"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. "

businessweek.com - David E. Gumpert

"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