PRESENTATIONBUSINESS IDEA AND
ITS EVALUATION
PART-I
ENTREPRENEURSHIP IN A
CHANGING
ENVIRONMENT
TRENDS IN ECONOMIC
DEVELOPMENT
IMPORTANCE OF HUMAN RESOURCES
TECHNOLOGY AS A RESOURCE
HIGH DEGREE OF COMPETITION
IMPORTANC...
COLLABORATIVE RELATIONSHIPSACADEMIA/INDUSTRY
WOMEN ENTREPRENEURS
MANAGERIAL SKILLS

TOP

T

C

H

MID

T

FIRST

T

H

C

H

C
WHO/WHAT IS AN ENTREPRENEUR

“AN INDIVIDUAL WHO BEARS THE RISK OF
OPERATING A BUSINESS IN THE FACE OF
UNCERTAINTY ABOUT FU...
“AN ENTREPRENEUR IN AN ADVANCED ECONOMY IS
AN INDIVIDUAL WHO INTRODUCES SOMETHING NEW
IN THE ECONOMY- A METHOD OF PRODUCTI...
NEW
QUALITY
NEW MKTS
NEW
PRODUCT

INNOVATION

NEW
SOURCE OF
SUPPLY
CHANGES IN
ORG
CHANGES IN MKT
CHARACTERISTICS OF AN
ENTREPRENEUR
DRIVER OF CHANGE
CALCULATED RISKS
SUCCESS/FAILURE
PLANNING ACTIVITIES
IS PROGRESSIVE
NE...
TODAY ENTREPRNEUR------PERCEIVES OPPORTUNITIES FOR PROFITABLE
INVESTMENT
OBTAINS NECESSARY INDUSTRIAL LICENCES
ARRANGES...
PART II-YOUR
CURRENCIES
IF YOU HAVE BUILT CASTLES IN THE
AIR, YOUR WORK NEED NOT BE
LOST;THAT’S WHERE THEY SHOULD
BE. NOW PUT THE FOUNDATION
UNDER...
ASK YOURSELF------♦ WHAT IS IT THAT DRIVES YOU?
♦ WHAT ARE YOUR CURRENCIES? Are they--♦ MONEY
♦ RECOGNITION
♦ COURAGE
♦ VI...
TAKE ADVANTAGE OF ---♦ A DISCERNING EYE
♦ ABILITY TO ASSESS A BUSINESS RISK
♦ DURABILITY EARLIER ON
♦ GOOD PLANNING-FINANC...
WATCH OUT FOR----♦
♦
♦
♦
♦
♦
♦
♦
♦

SHORT TERM THINKING
UNFORGIVING NATURE WITH STAKE HOLDERS
EMOTIONAL INSTABILITY
LONER ...
ENTREPRENEURIAL TRAITS

RISK TAKING

VALUES

INNOVATION

ETHICS
OP
EXCELLE
NCE

CHARACTER
VISION

ORG SKILL
PROFILES OF NON ENTREPRENEURS
SHOTGUN SAM

IDENTIFIES NEW
PROMISING
BUSINESS OPPORTUNITIES-RARELY
FOLLOWS THRU

SIMPLICITY...
PRIMA DONNA PAUL

IN LOVE WITH
HIS OWN IDEASDOES NOT GIVE
OR ACCEPT
HELP

RALPH THE ROOKIE

THEORETICAL

UNDERDOG ED

ATTE...
INVENTOR IRVING

IS CONCERNED
MORE WITH
INVENTION
THAN WITH
PRACTICAL USE
PARADIGM SHIFTS IN ORGANIZATIONAL
DESIGN

VERTICAL
STRUCTURE

ROUTINE
TASK

HORIZONTAL
STRUCTURE

EMPOWERED
ROLES

FORMAL
...
RIGID

ADAPTIVE

CULTURE

CULTURE

COMPETI-

COLLABORA-

TIVE

TIVE

STRATEGY

STRATEGY
PART III CHOOSING
AN IDEA
CHOOSING AN IDEA
IMPORTANCE OF CHOOSING MORE THAN ONE
IDEA
WEIGH INTRINSIC CAPABILITIES OBJECTIVELY
AMOUNT OF EXPERIENCE A...
ADOPTION PROCESS
AWARENESS
INTEREST
EVALUATION
TRIAL
ADOPTION
SWOT ANALYSIS
EDUCATIONAL BACKGROUND
KNOWLEDGE OF FINANCE AND
MARKETING
FINANCIAL STRENGTHS
COMMITMENTS
EXPERTISE AND INTE...
CONSUMER BEHAVIOUR
WHAT DO PREOPLE/ORGANIZATIONS BUY
WHAT DO THEY WANT AND CANNOT BUY
WHAT DO THEY BUY AND DON’T LIKE
WHY ...
CHANGES IN PRODUCTS
LARGER/SMALLER/HEAVIER/LIGHTER/FASTER/SL
OWER.
CHANGE OF COLOUR,MATERIAL AND SHAPE
ALTERING QUALITY/QU...
IMPROVING USABILITY/PERFORMANCE/SAFETY
BROADENING/NARROWING RANGE
IMPROVING QUALITY OF SERVICE
LOCATING IDEAS/SUGGESTIONS
FRIENDS/RELATIVES
ONE IDEA TO SPARK A BETTER ONE
EXISTING ENTREPRENEURS
TRADE MAGAZINES
KEEPING...
TASKS AT HAND
DISCUSS PRODUCTS/SERVICES WITH
PROSPECTIVE CUSTOMERS
ASSESS MARKET USING DESK AND FIELD
RESEARCH
ANALYSE COM...
SUBSEQUENT STEPS
DETAILED MARKET RESEARCH
PRODUCT RESEARCH/DEVELOPMENT TESTING
START UP AND DEVELOPMENT STRATEGIES
OUTLINE...
SKILLS AUDIT
OPERATION WITHIN EXPERTISE/RESOURCES
SMART TARGETS
SIMPLE PLAN
EXTERNAL INFLUENCES(PESTLE ANALYSIS)
PRIORITIZ...
PPAND D PROCESS
IDEA STAGE
IDEA
EVALUATION
CONCEPT STAGE
LAB DEVELOPMENT
EVALUATION
PD STAGE
PILOT PRODUCTION RUN
EVALUATI...
PRODUCT LIFE CYCLE

INTRODUCTION

GROWTH

MATURITY

DECLINE
DETERMINING NEED FOR NEW
PRODUCT IDEA
TYPE OF NEED
TIMING OF NEED
COMPETING WAYS TO SATISFY NEED
PERCEIVED BENEFIT/RISK
PR...
UNDERSTANDING OF PPAND D
CLEAR UNDERSTANDING OF AVAILABLE
TECHNOLOGY AND FUTURE TRENDS
UNDERSTANDING EXISTING PRODUCTS IN ...
NATURAL GOALS
COMPETITIVE ADVANTAGE
FINANCIAL PERFORMANCE
CUSTOMER RELATIONSHIP/PREFERENCE
CORPORATE STEWARDSHIP
SUST...
PROBLEMS AND CHALLENGES
UNCLEAR/CONFLICTING GOALS
STRATEGIC MIS –MATCH
PROCESSES AND PROCEDURES
INFORMATION/ASSUMPTION
LEA...
LEADERSHIP ISSUES
PERSONAL CHARACTER
MASTER COMPETENCIES
SET DIRECTIONS
BUILDING ORGANIZATIONAL
CAPABILITIES
MOBILIZING IN...
PART IV
EVALUATION OF
THE IDEA
FOURTEEN BASIC QUESTIONS
WHAT IS THE NEED YOU FILL AND THE
PROBLEM YOU SOLVE
WHO ARE YOU SELLING TO
HOW WOULD YOU MAKE ...
WHAT PERCENTAGE OF THE MARKET DO
YOU BELIEVE YOU COULD GAIN
WHAT TYPE OF COMPANY WOULD THIS BE
HOW MUCH WOULD IT COST T...
RAMP MODEL
R-RETURN
R-EXIT STRATEGY
R-IS IT PROFITABLE
R-TIME TO BREAK EVEN
R-INVESTMENT NEEDED

A-ADVANTAGES
A-COST ...
M-MARKET
M-NEED
M-TARGET MKT
M-ANALYSIS OF
TGT MKT/SIZE
M-PRICING

P-POTENTIAL
P-RISK/REWARD
P-THE TEAM
P-TIMING
P...
LEGAL ISSUES
PATENTS
TRADEMARKS
TRADE SECRETS
COPYRIGHTS
LICENSING
CONTRACT
PRODUCT SAFETY AND LIABILITY
INSURANCE
SELECTI...
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Presentation business idea

  1. 1. PRESENTATIONBUSINESS IDEA AND ITS EVALUATION
  2. 2. PART-I ENTREPRENEURSHIP IN A CHANGING ENVIRONMENT
  3. 3. TRENDS IN ECONOMIC DEVELOPMENT IMPORTANCE OF HUMAN RESOURCES TECHNOLOGY AS A RESOURCE HIGH DEGREE OF COMPETITION IMPORTANCE OF INNOVATION GOVERNMENT AS STIMULATOR ENTREPRENEURIAL/INTRAPRENEURIAL DEVELOPMENT QUALITY AS A GOAL INNOVATIVE CAPITAL FORMATION SUPREMACY OF THE CUSTOMER
  4. 4. COLLABORATIVE RELATIONSHIPSACADEMIA/INDUSTRY WOMEN ENTREPRENEURS
  5. 5. MANAGERIAL SKILLS TOP T C H MID T FIRST T H C H C
  6. 6. WHO/WHAT IS AN ENTREPRENEUR “AN INDIVIDUAL WHO BEARS THE RISK OF OPERATING A BUSINESS IN THE FACE OF UNCERTAINTY ABOUT FUTURE CONDITIONS” ENCYCLOPAEDIA BRITTANICA
  7. 7. “AN ENTREPRENEUR IN AN ADVANCED ECONOMY IS AN INDIVIDUAL WHO INTRODUCES SOMETHING NEW IN THE ECONOMY- A METHOD OF PRODUCTION NOT YET TESTED BY EXPERIENCE IN THE BRANCH OF MANUFACTURE CONCERNED, A PRODUCT WITH WHICH THE CONSUMERS ARE NOT FAMILIAR, A NEW SOURCE OF RAW MATERIALS, NEW MARKETS AND THE LIKE----TO REFORM OR REVOLUTIONIZE THE PATTERN OF PRODUCTION BY EXPLOITING AN INVENTION------” JOSEPH SCHUMPETER
  8. 8. NEW QUALITY NEW MKTS NEW PRODUCT INNOVATION NEW SOURCE OF SUPPLY CHANGES IN ORG CHANGES IN MKT
  9. 9. CHARACTERISTICS OF AN ENTREPRENEUR DRIVER OF CHANGE CALCULATED RISKS SUCCESS/FAILURE PLANNING ACTIVITIES IS PROGRESSIVE NEW TECHNOLOGY FOR IMPROVEMENT CUSTOMER NEEDS CREATING VALUE OPPORTUNITIES MGT AND ADMIN
  10. 10. TODAY ENTREPRNEUR------PERCEIVES OPPORTUNITIES FOR PROFITABLE INVESTMENT OBTAINS NECESSARY INDUSTRIAL LICENCES ARRANGES INITIAL CAPITAL PROVIDES PERSONAL GUARANTEES SUPPLIES TECHNICAL KNOWHOW
  11. 11. PART II-YOUR CURRENCIES
  12. 12. IF YOU HAVE BUILT CASTLES IN THE AIR, YOUR WORK NEED NOT BE LOST;THAT’S WHERE THEY SHOULD BE. NOW PUT THE FOUNDATION UNDER THEM HENRY THOREAU
  13. 13. ASK YOURSELF------♦ WHAT IS IT THAT DRIVES YOU? ♦ WHAT ARE YOUR CURRENCIES? Are they--♦ MONEY ♦ RECOGNITION ♦ COURAGE ♦ VICTORY ♦ ACCEPTANCE ♦ HEALTH
  14. 14. TAKE ADVANTAGE OF ---♦ A DISCERNING EYE ♦ ABILITY TO ASSESS A BUSINESS RISK ♦ DURABILITY EARLIER ON ♦ GOOD PLANNING-FINANCIAL AND OPERATIONAL MILESTONES ♦ PROFESSIONAL PRESENTATION AND COMMUNICATION. ♦ TEAM ORIENTED APPROACH “FORGET ABOUT BEING RICH: BE RICH IN YOUR HEART, IN YOUR SOUL, IN YOUR MIND” RAY KROC
  15. 15. WATCH OUT FOR----♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ SHORT TERM THINKING UNFORGIVING NATURE WITH STAKE HOLDERS EMOTIONAL INSTABILITY LONER MENTALITY LACK OF BALANCE SELF- ABSORBED PEOPLE ACRIMONY LOSS OF FOCUS FEAR OF MAKING TOUGH DECISIONS “STARTING YOUR OWN BUSINESS IS MORE THAN JUST A PROFESSIONAL PATH– IT IS A WAY OF LIFE” KALIEL ISAZA TUZMAN
  16. 16. ENTREPRENEURIAL TRAITS RISK TAKING VALUES INNOVATION ETHICS OP EXCELLE NCE CHARACTER VISION ORG SKILL
  17. 17. PROFILES OF NON ENTREPRENEURS SHOTGUN SAM IDENTIFIES NEW PROMISING BUSINESS OPPORTUNITIES-RARELY FOLLOWS THRU SIMPLICITY SUE TYPE WHO THINKS BUSINESS IS A SERIES OF SIMPLE SOLNS
  18. 18. PRIMA DONNA PAUL IN LOVE WITH HIS OWN IDEASDOES NOT GIVE OR ACCEPT HELP RALPH THE ROOKIE THEORETICAL UNDERDOG ED ATTENDS SEMINARSNOT ACTIONORIENTED
  19. 19. INVENTOR IRVING IS CONCERNED MORE WITH INVENTION THAN WITH PRACTICAL USE
  20. 20. PARADIGM SHIFTS IN ORGANIZATIONAL DESIGN VERTICAL STRUCTURE ROUTINE TASK HORIZONTAL STRUCTURE EMPOWERED ROLES FORMAL SHARED SYSTEMS INFO
  21. 21. RIGID ADAPTIVE CULTURE CULTURE COMPETI- COLLABORA- TIVE TIVE STRATEGY STRATEGY
  22. 22. PART III CHOOSING AN IDEA
  23. 23. CHOOSING AN IDEA IMPORTANCE OF CHOOSING MORE THAN ONE IDEA WEIGH INTRINSIC CAPABILITIES OBJECTIVELY AMOUNT OF EXPERIENCE AT HAND DEGREE OF PROFITABILITY IN THE PROJECT LOCATIONAL ADVANTAGES IMPORTED/INDIGENOUS RAW MATERIAL/MACHINERY AVAILABILITY OF WORK FORCE TECHNOLOGY
  24. 24. ADOPTION PROCESS AWARENESS INTEREST EVALUATION TRIAL ADOPTION
  25. 25. SWOT ANALYSIS EDUCATIONAL BACKGROUND KNOWLEDGE OF FINANCE AND MARKETING FINANCIAL STRENGTHS COMMITMENTS EXPERTISE AND INTEREST PERSONAL QUALITIES PRIOR EXPERIENCE
  26. 26. CONSUMER BEHAVIOUR WHAT DO PREOPLE/ORGANIZATIONS BUY WHAT DO THEY WANT AND CANNOT BUY WHAT DO THEY BUY AND DON’T LIKE WHY DO THEY BUY WHERE DO THEY BUY WHAT ARE THEY BUYING MORE OF WHAT ELSE MIGHT THEY NEED BUT CANNOT GET
  27. 27. CHANGES IN PRODUCTS LARGER/SMALLER/HEAVIER/LIGHTER/FASTER/SL OWER. CHANGE OF COLOUR,MATERIAL AND SHAPE ALTERING QUALITY/QUANTITY INCREASING MOBILITY/ACCESS/PORTABILITY/ DISPOSABILITY SIMPLIFYING REPAIR/MAINTENANCE AUTOMATION/CONVENIENCE NEW FEATURES/ACCESSORIES/EXTENSIONS
  28. 28. IMPROVING USABILITY/PERFORMANCE/SAFETY BROADENING/NARROWING RANGE IMPROVING QUALITY OF SERVICE
  29. 29. LOCATING IDEAS/SUGGESTIONS FRIENDS/RELATIVES ONE IDEA TO SPARK A BETTER ONE EXISTING ENTREPRENEURS TRADE MAGAZINES KEEPING UP WITH CURENT EVENTS INVESTIGATING OTHER MARKETS R AND D GOVERNMENT
  30. 30. TASKS AT HAND DISCUSS PRODUCTS/SERVICES WITH PROSPECTIVE CUSTOMERS ASSESS MARKET USING DESK AND FIELD RESEARCH ANALYSE COMPETITION CONSIDER START UP STRATEGIES PREPARE INITIAL FINANCIAL PROJECTIONS PREPARE SIMPLE ACTION PLAN CRITICALLY EXAMINE IDEA FROM ALL ANGLES
  31. 31. SUBSEQUENT STEPS DETAILED MARKET RESEARCH PRODUCT RESEARCH/DEVELOPMENT TESTING START UP AND DEVELOPMENT STRATEGIES OUTLINE BUSINESS PLAN IDENTIFY KEY RESOURCES/COMMUNICATION NEEDS SELECTION OF COMPANY NAME/LOGO, METHOD OF OPERATION LEGAL ASPECTS PROFESSIONAL ADVICE
  32. 32. SKILLS AUDIT OPERATION WITHIN EXPERTISE/RESOURCES SMART TARGETS SIMPLE PLAN EXTERNAL INFLUENCES(PESTLE ANALYSIS) PRIORITIZING WORK ACTION PLANS FOR SELF DEVELOPMENTCPD
  33. 33. PPAND D PROCESS IDEA STAGE IDEA EVALUATION CONCEPT STAGE LAB DEVELOPMENT EVALUATION PD STAGE PILOT PRODUCTION RUN EVALUATION TEST MARKET STAGE SEMI-COMMERCIAL PLAN TRIALS EVALUATION
  34. 34. PRODUCT LIFE CYCLE INTRODUCTION GROWTH MATURITY DECLINE
  35. 35. DETERMINING NEED FOR NEW PRODUCT IDEA TYPE OF NEED TIMING OF NEED COMPETING WAYS TO SATISFY NEED PERCEIVED BENEFIT/RISK PRICE VS PERFORMANCE FEATUTRES MARKET SIZE AND POTENTIAL AVAILABILITY OF CUSTOMER FUNDS CASH OUTFLOW CASH INFLOW NET CASH FLOW PROFIT RELATIVE RETURN COMPARED WITH OTHER INVESTMENTS
  36. 36. UNDERSTANDING OF PPAND D CLEAR UNDERSTANDING OF AVAILABLE TECHNOLOGY AND FUTURE TRENDS UNDERSTANDING EXISTING PRODUCTS IN THE MARKET MARKET SEGMENTATION/TARGET MARKET INVOLVES STUDY OF PIM, PID, PIC. IMPACT OF PRODUCT IN THE MARKET LAUNCH TIMING,RISK, INTENDED PRODUCT PERFORMANCE
  37. 37. NATURAL GOALS COMPETITIVE ADVANTAGE FINANCIAL PERFORMANCE CUSTOMER RELATIONSHIP/PREFERENCE CORPORATE STEWARDSHIP SUSTAINENCE OF CUSTOMER BASE FORESIGHT AND EVOLUTION
  38. 38. PROBLEMS AND CHALLENGES UNCLEAR/CONFLICTING GOALS STRATEGIC MIS –MATCH PROCESSES AND PROCEDURES INFORMATION/ASSUMPTION LEADERSHIP AND MANAGEMENT
  39. 39. LEADERSHIP ISSUES PERSONAL CHARACTER MASTER COMPETENCIES SET DIRECTIONS BUILDING ORGANIZATIONAL CAPABILITIES MOBILIZING INDIVIDUAL COMMITMENT
  40. 40. PART IV EVALUATION OF THE IDEA
  41. 41. FOURTEEN BASIC QUESTIONS WHAT IS THE NEED YOU FILL AND THE PROBLEM YOU SOLVE WHO ARE YOU SELLING TO HOW WOULD YOU MAKE MONEY HOW WOULD YOU DIFFERENTIATE YOUR COMPANY WHAT ARE THE BARRIERS TO ENTRY HOW MANY COMPETITORS/THEIR QUALITY HOW BIG IS YOUR MKT(IN MONEY TERMS) HOW FAST IS THE MARKET GROWING/SHRINKING
  42. 42. WHAT PERCENTAGE OF THE MARKET DO YOU BELIEVE YOU COULD GAIN WHAT TYPE OF COMPANY WOULD THIS BE HOW MUCH WOULD IT COST TO START UP DEBT CAPITAL OR RAISE INVESTMENTWHAT TYPE DO YOU PLAN TO SELL YOUR COMPANY OR GO PUBLIC ONE DAY WHAT WOULD BE THE RETURN YOUR INVESTORS WOULD GET IF THEY INVEST IN YOUR VENTURE
  43. 43. RAMP MODEL R-RETURN R-EXIT STRATEGY R-IS IT PROFITABLE R-TIME TO BREAK EVEN R-INVESTMENT NEEDED A-ADVANTAGES A-COST STRUCTURE A-BARRIERS TO ENTRY A-INTELLECTUAL PROPERTY A-DISTRIBUTION CHANNEL
  44. 44. M-MARKET M-NEED M-TARGET MKT M-ANALYSIS OF TGT MKT/SIZE M-PRICING P-POTENTIAL P-RISK/REWARD P-THE TEAM P-TIMING P-GOAL FIT
  45. 45. LEGAL ISSUES PATENTS TRADEMARKS TRADE SECRETS COPYRIGHTS LICENSING CONTRACT PRODUCT SAFETY AND LIABILITY INSURANCE SELECTING A LAWYER

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