Technology Ventures: From Idea to OpportunityChapter 13: Summary
How can entrepreneurs efficiently acquire and
organize th...
Technology Ventures: From Idea to OpportunityChapter 13: Entrepreneurship
Another useful definition of entrepreneurship is...
Technology Ventures: From Idea to OpportunityChapter 13: Figure 13.1
Physical
Assets
Physical
Assets
Sources of
Capabiliti...
Technology Ventures: From Idea to OpportunityChapter 13: Table 13.1
Sources of Legitimacy
•Regulatory — Legal actions, acc...
Technology Ventures: From Idea to OpportunityChapter 13: Table 13.2
Liking
•People like those who like them.
•Uncover shar...
Technology Ventures: From Idea to OpportunityChapter 13: Table 13.3
Criteria for Location Selection
• Availability of pote...
Technology Ventures: From Idea to OpportunityChapter 13: E-commerce
E-commerce: digitally enabled commercial
transactions ...
Technology Ventures: From Idea to OpportunityChapter 13: Value Chain, Figure 13.2
Value chain: a sequence of business acti...
Technology Ventures: From Idea to OpportunityChapter 13: Table 13.6
Questions for Selecting Value Chain Activities that wi...
Technology Ventures: From Idea to OpportunityChapter 13: Virtual Organization
Virtual organization: manages a set of partn...
Technology Ventures: From Idea to OpportunityChapter 13: Table 13.8
The Seven Key Characteristics of a New Basic Technolog...
Technology Ventures: From Idea to OpportunityChapter 13: Principle
Effective new ventures use their persuasion skills
and ...
Technology Ventures: From Idea to OpportunityChapter 13: Venture Challenge
VENTURE CHALLENGE
1)How do you plan to attract ...
Technology Ventures: From Idea to OpportunityChapter 13: DVD Video
DVD Video
“Global Outsourcing”
Jeff Hawkins (Palm Compu...
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Chap13

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Chapter 13- Entrepreneurship lecture International University- HCMcity

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Chap13

  1. 1. Technology Ventures: From Idea to OpportunityChapter 13: Summary How can entrepreneurs efficiently acquire and organize the resources needed to launch their venture? Successful entrepreneurs are good at locating and acquiring the resources they need to start and build their firm. They need capital, people, and intellectual and physical assets to launch and grow their business. Summary To get profit without risk, experience without danger, and reward without work, is as impossible as it is to live without being born. A.P. Gouthev
  2. 2. Technology Ventures: From Idea to OpportunityChapter 13: Entrepreneurship Another useful definition of entrepreneurship is the pursuit of opportunity without regard to resources currently controlled.
  3. 3. Technology Ventures: From Idea to OpportunityChapter 13: Figure 13.1 Physical Assets Physical Assets Sources of Capabilities Sources of Capabilities SuppliersSuppliers Sources of Financial Capital Sources of Financial Capital Talent- People Talent- People CustomersCustomers The Credibility Cycle The Credibility Cycle
  4. 4. Technology Ventures: From Idea to OpportunityChapter 13: Table 13.1 Sources of Legitimacy •Regulatory — Legal actions, accreditation, credentials •Normative — Fair treatment, endorsements, networks, image •Industry — Attractive, respected industry, known and understood business model •Talent — Known, respected people •Favorable Location — Within an industry cluster, good location, visible •Intellectual Property — Trade secrets, patents or copyrights
  5. 5. Technology Ventures: From Idea to OpportunityChapter 13: Table 13.2 Liking •People like those who like them. •Uncover shared bonds and offer sincere praise and compliments Reciprocity •People respond in kind to others •Give to others what you want to receive Social Proof •People respond to a display of endorsements by people they trust •Use testimonials and endorsements from trusted leaders Sources of Legitimacy Cialdini, 2001. Consistency •People adhere to their verified commitments •Ask for voluntary, public commitments Authority •People highly regard experts •Show and state your expertise. Scarcity •People want scarce products. •Describe unique benefits
  6. 6. Technology Ventures: From Idea to OpportunityChapter 13: Table 13.3 Criteria for Location Selection • Availability of potential employees and consultants • Availability of complementor firms • Road and airplane transportation • Quality of life — education, culture, recreation • Costs of doing business • Availability of suitable facilities • Proximity to markets • Availability of support services • Affordable housing
  7. 7. Technology Ventures: From Idea to OpportunityChapter 13: E-commerce E-commerce: digitally enabled commercial transactions between and among organizations and individuals.
  8. 8. Technology Ventures: From Idea to OpportunityChapter 13: Value Chain, Figure 13.2 Value chain: a sequence of business activities for transforming inputs into outputs that customers value, as depicted below.
  9. 9. Technology Ventures: From Idea to OpportunityChapter 13: Table 13.6 Questions for Selecting Value Chain Activities that will be carried out by the New Venture Firm 1. Value: Is the activity a primary source of product value for the firm? 2. Rarity: Does the activity include a resource or capability controlled by the firm and rarely available to competing firms? 3. Imitability:Do competing firms have a cost disadvantage when imitating the scarce resource or capability held by the new venture firm? 4. Organizational Mission: Is the activity critical to the mission of the firm and is the firm organized to exploit this valuable, rare, and costly to imitate resource or capability?
  10. 10. Technology Ventures: From Idea to OpportunityChapter 13: Virtual Organization Virtual organization: manages a set of partners and suppliers linked by the Internet, fax, and telephone to provide a service or product.
  11. 11. Technology Ventures: From Idea to OpportunityChapter 13: Table 13.8 The Seven Key Characteristics of a New Basic Technology • Functional Performance — an evaluation of the performance of the basic function • Acquisition Cost — initial total cost • Ease of Use — use factors • Operating Cost — cost per unit of utility provided • Reliability — needs for service and useful lifetime • Serviceability — time and cost to restore a failed device to service • Compatibility — fit with other devices within the system
  12. 12. Technology Ventures: From Idea to OpportunityChapter 13: Principle Effective new ventures use their persuasion skills and credibility to secure the required resources for their firm in order to build a well coordinated mix of outsourced and internal functions.
  13. 13. Technology Ventures: From Idea to OpportunityChapter 13: Venture Challenge VENTURE CHALLENGE 1)How do you plan to attract talent and resources? 2)What location have you selected? Describe your use of online commerce. 3)Describe what functions your venture will outsource.
  14. 14. Technology Ventures: From Idea to OpportunityChapter 13: DVD Video DVD Video “Global Outsourcing” Jeff Hawkins (Palm Computer)

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