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Entp 15 Ppt Presentation Transcript

  • 1. Entrepreneurship Session-15 6/07/07
  • 2. What is Venture Capital?
    • Venture capital - high risk contributions made usually to new and expanding companies
    • Venture capitalist - a person or company that invest in generally high risk business ventures
    • Venture capital fund - a company that invests capital accumulated by third party investors
  • 3. Types of venture capital
    • Seed Capital -- There are different kinds of venture capital available for different stages of business development.
    • If you are a company still in initial development stage you would most likely need seed capital. Seed capital is usually for the purpose of marketing research and product or service testing.
  • 4. Types of venture capital
    • Start-up Capital -- If your company has already gone past the research and testing stage and is ready to begin doing business then you are in need of start-up capital.
    • Startup capital is mainly used for hiring staff, renting office space, purchasing computer equipment, purchasing inventories, building production system, and other activities involved in starting the business.
  • 5. Types of venture capital
    • Development Capital:
    • If your company is already gone beyond the start-up stage and has grown to a point where the company needs to expand in order to maximize profitability but does not have enough liquid assets to make it happen, you are in need of development capital.
  • 6. The Role of the venture capitalist
    • directly providing funds for high risk, high return ventures
    • arranging additional financing from other sources
    • assessing and revising the proposed business model
    • reformulating the overall strategy
  • 7. The Role of the venture capitalist
    • finding and hiring key managers
    • finding supportive service companies and other business contacts
    • firing existing managers when they think this is necessary
    • buying-out existing partners (owners) when they think this is necessary
  • 8. What is a Social Entrepreneur?
    • Someone who adopts a mission to create and sustain social values.
    • Someone who constantly pursues new opportunities to serve a particular social mission
    • Someone who is engaged in a continuous process of creative destruction, i.e. innovation, adaptation and learning.
  • 9. What is a Social Entrepreneur?
    • Someone who takes accountability to the constituencies served and the outcomes created
  • 10. Why Create Social Value?
    • Businesses are motivated by profit-creation whereas social projects have to be driven towards social value creation.
    • As a result most successful social entrepreneurs that face various challenges share the same philosophy or a strategic service vision, that is, a set of ideas and actions that maximizes the leverage of results over efforts directed toward well-defined targets and supported with highly-focused operating strategies.
  • 11. Why Create Social Value?
    • It is necessary for Social entrepreneurs not only to create social value for its ‘customers’ i.e. its target group but also its ‘investors’ i.e. its donors.
    • Social entrepreneurs generate social capital when they create channels in which individuals can contribute to their communities and to the welfare of others
  • 12. Example of a Strategic Service Vision Framework
    • India’s Aravind Eye Hospital is the largest provider of eye surgery in the world, performing 180,000 cataract operations a year, 70% percent of them for free.
    • It costs the hospital about $10 to perform a cataract operation which would cost about $1650 in the United States.
  • 13. Why Marketing Research Is Necessary? Marketing communications is typically asked to achieve four things - introduce a new fact or idea, correct an existing misconception, reinforce a favorable opinion or stimulate action.
  • 14. What Is Marketing Research:
    • ‘ Marketing Research’ is the function which links the consumer,customer and public to the marketer through information – information used to identify and define marketing opportunities and problems;generate,refine and evaluate marketing actions;monitor marketing performance; actions; improve understanding of marketing as a process.
  • 15. Marketing Research can reveal consumer characteristics:
    • Demographic.
    • Socio-economic.
    • Life-style.
    • Awareness.
    • Behavior (past, present and intended )
  • 16. Market research in pre start up phase
    • Who is the customer?
    • Gender and Age
    • Income Status
    • Occupation and Education
    • Other customer characteristics
  • 17. Market research in pre start up phase
    • Where is the market?
    • Market size and changes
    • Segmenting the Market
    • Growth characteristics
    • Sales Forecast
  • 18. Market research in pre start up phase
    • Competition
    • Who are the market players?
    • Existing competitors
    • Products or substitutes
  • 19. Market research in pre start up phase
    • Distribution
    • How will customers be reached?
  • 20. Market research in pre start up phase
    • Sources of market intelligence:
    • Existing competitors
    • Trade publications
    • Securities Analysts Reports
    • Potential customers
  • 21. The Importance of Information
    • Companies need information about their:
      • Customer needs
      • Marketing environment
      • Competition
    • Marketing managers do not need more information, they need better information.
  • 22. The Marketing Information System
  • 23. Developing Marketing Information
    • Internal Databases : Electronic collections of information obtained from data sources within the company.
    • Marketing Intelligence : Systematic collection and analysis of publicly available information about competitors and developments in the marketing environment.
    • Marketing Research : Systematic design, collection, analysis, and reporting of data relevant to a specific marketing situation facing an organization.
  • 24. Competitive Intelligence:
    • It is the selection ,collection,interpretation and distribution of publicly-held information that has strategic importance.
  • 25. Competitive Intelligence:
    • Competitor intelligence is the analytical process that transforms disaggregated competitor intelligence into relevant, accurate and usable strategic knowledge about competitor performance
    • It is highly specific and timely information about a corporation.
  • 26. Competitive Intelligence:
    • Goals:
    • Detecting competitive threats.
    • Eliminating or lessening surprises.
    • Enhancing competitive advantage by lessening reaction time.
    • Finding new opportunities.
  • 27. From Information to Intelligence
    • All the information needs to be collated.
    • The information need to be indexed and catalogued.
    • It pieces of information to be analyzed and interpreted.
  • 28. Competitive Growth Strategies Source: H. I. Ansoff, New Corporate Strategy (New York: Wiley, 1988), p. 109.
  • 29. Growth Strategies for Business Units
    • Intensive Growth
      • Growth occurring when current products and current markets have the potential for increasing sales
      • Market penetration: increasing sales of current products in current markets
  • 30. Growth Strategies for Business Units
      • Market development: increasing sales of current product in new markets
      • Product development: increasing sales by improving present products or developing new products for current markets
  • 31. Growth Strategies for Business Units (cont’d)
    • Diversified Growth
      • Growth occurring when new products are developed to be sold in new markets
      • Advantage of diversified growth is the spread of risk across a number of markets
      • Diversification allows for a wider use of managerial, technical, and financial resources
  • 32. Growth-Share Matrix Developed by the Boston Consulting Group Source: Perspectives, No. 66, “The Product Portfolio.” Reprinted by permission from The Boston Consulting Group, Inc., Boston, MA. Copyright © 1970.