Technology EntrepreneurshipTheory to Practice Seminar2009<br />Tarek Salah Kamel<br />Management of Technology MSc., Nile ...
This introduction training was developed initially for the “Entrepreneurship Education Initiative”  between Intel and the ...
Agenda<br />Introduction to Entrepreneurship <br />Entrepreneurial Process<br />Opportunity Identification<br />Business S...
1. Introduction to Entrepreneurship<br />
an entrepreneur?!<br />
Real entrepreneurs!<br />
Invention versus innovation<br />
Invention versus innovation<br />
What is entrepreneurship?<br />Business Entrepreneurship (Companies) or Social Entrepreneurship (NGOs)<br />
Egyptian examples! (business & social)<br />
What is entrepreneurship?<br />A critical component of a complex dynamic process to bring innovations into market<br />
Are you an entrepreneur?<br /><ul><li>Why do you think people want to be entrepreneurs?</li></ul>..  <br />..<br />..<br /...
How you know you fit as an entrepreneur?<br /><ul><li>Check online questionnaire on:</li></ul>http://www.venturelab.ucf.ed...
How you know you fit as an entrepreneur?<br /><ul><li>Check online questionnaire on:</li></ul>http://www.venturelab.ucf.ed...
The entrepreneur<br />Self starter, defines goals as he or she goes alone.<br />Does the important things by himself or he...
The professional manager<br />Career oriented with well defined goals.<br />Accomplishes tasks through people.<br />A good...
Case study: osborne computer company<br /><ul><li>The personal computer (PC) market began in the middle 1970’s.
Adam Osborne decided to package all the PC components together as a portable computer (July, 1981).
In two months the company had its first $1,000,000 in sales.
By the second year the net revenues reached $100,000,000.
Consumers were interested in a larger, more standard 80-characters display
What do you think happened?!</li></li></ul><li>Case study: osborne computer company<br />Company Bankruptcy after 6 months...
Adam Osborne decided to package all the PC components together as a portable computer (July, 1981).
In two months the company had its first $1,000,000 in sales.
By the second year the net revenues reached $100,000,000.
Consumers were interested in a larger, more standard 80-characters display
What do you think happened?!</li></li></ul><li>Case study: osborne computer company<br /><ul><li>Osborne lagged in his R&D...
Osborne delayed the generation of needed capital through public offering for 6 months
Kaypro, a competitor, took advantage of the weak points and introduced the larger screen model in the perfect time for mar...
Osborne announced he will introduce the bigger screen one while still has orders for the 1st model (large inventory) – A s...
Kaypro offered 5 million shares to the public in 1983 realizing $9 millions from the sale of part of their equity</li></li...
Case study: osborne computer company Lessons<br /><ul><li>Entering a market with a new innovation gives a company an early...
New product concept creates new markets or alters old markets
If a company competes with innovation, it should plan to continue competing with innovation
All products have a finite life span. Timely product innovation should be part of every management’s technology strategy
The timing of announcements is very important
Capital formation and cash flow are very important for a growing business
Successful new ventures must be able to cope with the rapid market growth and with increasingly tough competition.</li></l...
2. Entrepreneurial Process<br />
Key elements needed<br />
The founding team – an a team<br />
resources<br />
strategy <br />
strategy - The business plan<br />
3 Core Questions to Answer:<br />What the company is doing?<br />Why?<br />How?<br />Open File<br />
Elaborate Business Plan<br />
Technology adoption life cycle (TALC)<br />Innovators = Technology Enthusiast. People who are fundamentally committed to n...
Technology adoption life cycle<br />Mainstream Market<br />Crossing the Chasm<br />Early Market<br />The<br />Chasm<br />L...
Linking all together<br />Mainstream Market<br />Crossing the Chasm<br />Early Market<br />The<br />Chasm<br />The Valley ...
Linking all together<br />
Developing A new model<br />
Developing A new model<br />
Actions to start<br />Are you ready to start?!<br />
3. Opportunity Identification<br />
What is Science and what is technology?<br />What ?<br />Why?<br /><ul><li>How ?</li></ul>Carlson Consulting<br />
What is Science and what is technology?<br />What ?<br />Why?<br />Technology, more than any other human endeavor, has the...
Technology and society<br />Society, Customers & Stakeholders<br />Business<br />Technology<br />Science& Discovery<br />C...
Technology and society<br />Markets<br />Society, Customers & Stakeholders<br />Products<br />Business<br />Technology<br ...
Technology dynamics<br />Product B<br />Business<br />Product A<br />Technology dynamics<br />Science& Discovery<br />Carl...
Technology dynamics<br />Product B<br />Business<br />Market PULL<br />Product A<br />Technology<br />PUSH<br />Technology...
Instant value perspective
Lower perceived risk</li></ul>Technology PUSH<br /><ul><li>Unknown value
Business evolves
Takes time</li></ul>Science& Discovery<br />Carlson Consulting<br />
Opportunity identification<br />Societal Trends in:<br />Technology<br />Economic Regulation<br />Social/Cultural Behavior...
What are the main global trends today?<br /><ul><li>Technology Progress
Economic Growth
Improved Healthcare
Increasing Mobility
Environmental Decline
Increasing De-Culturation</li></ul>How to gain insight in trends business opportunities?<br />
Trend coupling matrix<br />Carlson Consulting<br />
Trend coupling matrix<br />Carlson Consulting<br />
Trend coupling matrix - example<br />Carlson Consulting<br />
Case study in groups<br />Groups of 5.<br />For the following trends, try to deduce the coupling matrix:<br />Fresh Water ...
The power of technology forecasting<br />Technology Foresight<br />Trend Analysis<br />Scanning<br />Expert Judgment<br />...
Futuring lessons<br />Cornish’s Lessons:<br /><ul><li>Prepare for what you will face in the future
Anticipate future needs
Use poor information when necessary
Expect the unexpected
Think long term as well as short term
Dream productively
Learn from your predecessors</li></ul>Carlson Consulting<br />
Do all industries have equal opportunites?<br />How to Analyze the Attractiveness of a Certain Industry?!<br />
Porter industry analysis model – 5 forcesPORTER Model<br />The Importance of structural analysis of Industries is to relat...
How to create an effective strategic planning process?</li></li></ul><li>Case study: digital imaging in the 90s<br />
Case study: digital imaging in the 90s<br />Copyright ©  2009 TarekSalah, Arab Science and Technology Foundation, tarek.sa...
Case study: digital imaging in the 90s<br />Copyright ©  2009 TarekSalah, Arab Science and Technology Foundation, tarek.sa...
Case study: digital imaging in the 90s<br />In 2007<br />180 New Models! From over 27 vendors were released<br />
Case study: digital imaging in the 90sExisting Competitors<br />Copyright ©  2009 TarekSalah, Arab Science and Technology ...
Case study: digital imaging in the 90s Bargaining Powers<br />Bargaining power of Buyers (low to medium)<br /><ul><li> In ...
 For Professional photographers & Journalists there were potential rewards of saving time & money in processing.</li></ul>...
 Image Science research were in corporate laboratories.</li></ul>Copyright ©  2009 TarekSalah, Arab Science and Technology...
Case study: digital imaging in the 90s Potential Entrants<br />Unique Technological & Competitive Strengths<br /><ul><li>L...
Case study: digital imaging in the 90s Substitutes<br /><ul><li>Searching for other products that can perform the same fun...
Traditional Camera + Scanner,  $800 to $1500        (PC)
 Traditional Camera + PhotoCD player, $300            (TV)
 Still-video, $1000 to $4000                                         (TV)
 Traditional Video + Frame Grabbers , $350             (PC)
 Camcorder, $800                                                         (TV)</li></ul>Copyright ©  2009 TarekSalah, Arab ...
Case study: digital imaging todayPlenty of Manufacturers<br />Copyright ©  2009 TarekSalah, Arab Science and Technology Fo...
75 Models!!<br />Case study: digital imaging todayMany Products <br />
65 Models!!<br />Case study: digital imaging todayMany Products <br />
70 Models!!<br />Case study: digital imaging todayMany Products <br />
60 Models !!<br />Case study: digital imaging todayMany Products <br />
Case study: digital imaging todayMany Products  … Which are not differentiated!<br />180 New Models from over 27 vendors a...
Case study: digital imaging todayApply Porter Model<br />Entry Barrier (High)<br /><ul><li> Economy of Scale.
 Slow Industry Growth.
 High Developed Experience.
 Yet, no Product Differentiation.</li></ul>Rivalry (Intense)<br /><ul><li> Competition on quality, high specifications, ea...
Case study: digital imaging todayApply Porter Model<br />Entry Barrier (High)<br /><ul><li> Economy of Scale.
 Slow Industry Growth.
 High Developed Experience.
 Yet, no Product Differentiation.</li></ul>Rivalry (Intense)<br /><ul><li> Competition on quality, high specifications, ea...
Case study: digital imaging todayApply Porter Model<br />Buyers bargaining power (High)<br /><ul><li> Mobile phone Cameras...
The 5 competitive forces<br />Porter Interview Movie<br />
4. Business Strategy<br />
What is strategy?<br />The basic purpose of strategy is for a company to make a series of Moves to achieve a Sustainable C...
What is strategy?<br />“…competitive advantage…is tougher to create and sustain with each passing year….(but)…As hard as i...
What is Strategy?<br />Strategy Long-Term Direction<br />Tactics  Short-Term Direction<br />Strategic Thinking Reasonin...
Ability to Change</li></ul>Strategy  A change-in-direction for long-term future’s prosperity<br />
What tools to use to formulate strategy?<br />
Strategic business model<br />How a company generates profit?<br />
Example<br />
5. Business Plan Writing Basics<br />
Online training on writing your business plan<br />Small Business Administration (SBA)<br />“How to Write a Business Plan”...
Online training on writing your business plan<br />Small Business Administration (SBA)<br />“Developing a Successful Busin...
Online training on writing your business plan<br />Small Business Administration (SBA)<br />“Online Training Courses”: htt...
Online training on writing your business plan<br />Small Business Administration (SBA)<br />“Online Training Courses”: htt...
Online training on writing your business plan<br />Small Business Administration (SBA)<br />Another Assessment Tool : http...
Online training on writing your business plan<br />Small Business Administration (SBA)<br />Another Assessment Tool : http...
3 Core Questions to Answer:<br />What the company is doing?<br />Why?<br />How?<br />
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  • How can you determine the success of a business venture? A simple answer is that a business is successful if it meets your personal goals, or your vision. A personal vision is a statement of your own criteria for successfully starting and operating a business. The personal vision statement includes lifestyle, professional, and financial criteria.The important thing is to identify the criteria that matter most to you. These criteria will guide you in making a go or no-go decision for your venture. They will help you in deciding whether entrepreneurship is right for you. They will also help you in shaping a business concept that meets your criteria.
  • Being an entrepreneur is exciting, but it also presents many challenges. Where do you and your company stand now? Are you ready to launch and/or develop a high-growth enterprise? The questions in this assessment can serve as a diagnostic to determine where your company needs to focus its energy. The value of the feedback you receive depends on your honest answer of &quot;yes&quot; or &quot;no&quot; to each question. The feedback advice you will receive on the &quot;Results&quot; page of this file was developed by experienced entrepreneurs, accountants, attorneys, and venture capitalists.
  • http://www.youtube.com/watch?v=mYF2_FBCvXw&amp;feature=channel
  • In Porter Mind: What is Strategy: http://www.youtube.com/watch?v=ibrxIP0H84M&amp;feature=PlayList&amp;p=C6AE7398162B9ADA&amp;index=13
  • http://www.youtube.com/watch?v=bilOOPuAvTY&amp;feature=related
  • http://www.youtube.com/watch?v=m4kR80a92SI&amp;feature=related
  • Introduction to Technology Entrepreneurship 2009

    1. 1. Technology EntrepreneurshipTheory to Practice Seminar2009<br />Tarek Salah Kamel<br />Management of Technology MSc., Nile University<br />tarek.kamel@nileu.edu.eg<br />
    2. 2. This introduction training was developed initially for the “Entrepreneurship Education Initiative” between Intel and the Arab Science and Technology Foundation (ASTF) using part of the Intel+UC Berkeley Technology Entrepreneurship Challenge training materials.<br />http://entrepreneurship.berkeley.edu/main/GEEI.html<br />This customized version for Egypt is for a 1 full-day FREE seminar for Egyptian Universities senior students (Engineering, Science, …etc.) to prepare them to the concepts of Entrepreneurship and Innovation.<br />
    3. 3. Agenda<br />Introduction to Entrepreneurship <br />Entrepreneurial Process<br />Opportunity Identification<br />Business Strategy<br />Business Plan Writing Basics<br />Startup Company Valuation Model<br />Introduction to Marketing<br />
    4. 4. 1. Introduction to Entrepreneurship<br />
    5. 5. an entrepreneur?!<br />
    6. 6. Real entrepreneurs!<br />
    7. 7. Invention versus innovation<br />
    8. 8. Invention versus innovation<br />
    9. 9. What is entrepreneurship?<br />Business Entrepreneurship (Companies) or Social Entrepreneurship (NGOs)<br />
    10. 10. Egyptian examples! (business & social)<br />
    11. 11. What is entrepreneurship?<br />A critical component of a complex dynamic process to bring innovations into market<br />
    12. 12. Are you an entrepreneur?<br /><ul><li>Why do you think people want to be entrepreneurs?</li></ul>.. <br />..<br />..<br />..<br />..<br />..<br />..<br />..<br />..<br />
    13. 13.
    14. 14. How you know you fit as an entrepreneur?<br /><ul><li>Check online questionnaire on:</li></ul>http://www.venturelab.ucf.edu/resources_bizplan.html<br />FastTrac Personal Vision Assessment<br />Open File<br />
    15. 15. How you know you fit as an entrepreneur?<br /><ul><li>Check online questionnaire on:</li></ul>http://www.venturelab.ucf.edu/resources_bizplan.html<br />FastTrac Entrepreneurial Readiness Assessment<br /><ul><li>You receive full recommendation on your answer for the 92 questions in the assessment that you should thoroughly investigate</li></ul>Open File<br />
    16. 16. The entrepreneur<br />Self starter, defines goals as he or she goes alone.<br />Does the important things by himself or herself.<br />Not a good delegator, strong need to control.<br />Charismatic leader, but hard to follow.<br />Extremely strong drive and capacity for work.<br />Reward oriented for money, visible rewards (cars, boats, clubs, etc.) community admiration for accomplishments, prerequisites.<br />Excellent problem-solving abilities.<br />Innovative thinker.<br />Realistic, takes moderate and well calculated risks.<br />Committed to the company.<br />
    17. 17. The professional manager<br />Career oriented with well defined goals.<br />Accomplishes tasks through people.<br />A good delegator and motivator.<br />Good leader and people person.<br />Competitive and politically astute.<br />Reward oriented for cash, visible rewards, status, prerequisites.<br />Experience, ability, and accomplishments are evident.<br />Plays by the rules, not a risk taker.<br />Committed to self, more than company.<br />
    18. 18. Case study: osborne computer company<br /><ul><li>The personal computer (PC) market began in the middle 1970’s.
    19. 19. Adam Osborne decided to package all the PC components together as a portable computer (July, 1981).
    20. 20. In two months the company had its first $1,000,000 in sales.
    21. 21. By the second year the net revenues reached $100,000,000.
    22. 22. Consumers were interested in a larger, more standard 80-characters display
    23. 23. What do you think happened?!</li></li></ul><li>Case study: osborne computer company<br />Company Bankruptcy after 6 months!!<br /><ul><li>The personal computer (PC) market began in the middle 1970’s.
    24. 24. Adam Osborne decided to package all the PC components together as a portable computer (July, 1981).
    25. 25. In two months the company had its first $1,000,000 in sales.
    26. 26. By the second year the net revenues reached $100,000,000.
    27. 27. Consumers were interested in a larger, more standard 80-characters display
    28. 28. What do you think happened?!</li></li></ul><li>Case study: osborne computer company<br /><ul><li>Osborne lagged in his R&D efforts to introduce the large screen model
    29. 29. Osborne delayed the generation of needed capital through public offering for 6 months
    30. 30. Kaypro, a competitor, took advantage of the weak points and introduced the larger screen model in the perfect time for market demands.
    31. 31. Osborne announced he will introduce the bigger screen one while still has orders for the 1st model (large inventory) – A serious mistake.
    32. 32. Kaypro offered 5 million shares to the public in 1983 realizing $9 millions from the sale of part of their equity</li></li></ul><li>Case study: osborne computer company<br />
    33. 33. Case study: osborne computer company Lessons<br /><ul><li>Entering a market with a new innovation gives a company an early advantage in sales (Leader)
    34. 34. New product concept creates new markets or alters old markets
    35. 35. If a company competes with innovation, it should plan to continue competing with innovation
    36. 36. All products have a finite life span. Timely product innovation should be part of every management’s technology strategy
    37. 37. The timing of announcements is very important
    38. 38. Capital formation and cash flow are very important for a growing business
    39. 39. Successful new ventures must be able to cope with the rapid market growth and with increasingly tough competition.</li></li></ul><li>
    40. 40. 2. Entrepreneurial Process<br />
    41. 41.
    42. 42.
    43. 43.
    44. 44.
    45. 45.
    46. 46. Key elements needed<br />
    47. 47. The founding team – an a team<br />
    48. 48. resources<br />
    49. 49. strategy <br />
    50. 50. strategy - The business plan<br />
    51. 51. 3 Core Questions to Answer:<br />What the company is doing?<br />Why?<br />How?<br />Open File<br />
    52. 52.
    53. 53.
    54. 54.
    55. 55.
    56. 56.
    57. 57.
    58. 58.
    59. 59.
    60. 60.
    61. 61. Elaborate Business Plan<br />
    62. 62. Technology adoption life cycle (TALC)<br />Innovators = Technology Enthusiast. People who are fundamentally committed to new technology … techies.<br />Early Adopters = Visionaries. True revolutionaries in business and government to exploit new tech capabilities.<br />Early Majority = Pragmatist. People who make the bulk of all technology infrastructure purchases and do not love technology for its own sake. They believe in evolution and not revolution.<br />Late Majority = Conservatives. Pessimistic to gain any value from technology investment and are price sensitive and are unwilling to pay for any extra services.<br />Laggards = Skeptics. Not to sell to these people but to sell around them<br />LaithKassis (PICTI)<br />
    63. 63. Technology adoption life cycle<br />Mainstream Market<br />Crossing the Chasm<br />Early Market<br />The<br />Chasm<br />LaithKassis (PICTI)<br />
    64. 64. Linking all together<br />Mainstream Market<br />Crossing the Chasm<br />Early Market<br />The<br />Chasm<br />The Valley of Death<br />Scarce funding for early-stage innovation<br />
    65. 65. Linking all together<br />
    66. 66. Developing A new model<br />
    67. 67. Developing A new model<br />
    68. 68. Actions to start<br />Are you ready to start?!<br />
    69. 69. 3. Opportunity Identification<br />
    70. 70. What is Science and what is technology?<br />What ?<br />Why?<br /><ul><li>How ?</li></ul>Carlson Consulting<br />
    71. 71. What is Science and what is technology?<br />What ?<br />Why?<br />Technology, more than any other human endeavor, has the power to transform and improve our lives in every way!<br /><ul><li>How ?</li></ul>Carlson Consulting<br />
    72. 72. Technology and society<br />Society, Customers & Stakeholders<br />Business<br />Technology<br />Science& Discovery<br />Carlson Consulting<br />
    73. 73. Technology and society<br />Markets<br />Society, Customers & Stakeholders<br />Products<br />Business<br />Technology<br />Science& Discovery<br />Carlson Consulting<br />
    74. 74. Technology dynamics<br />Product B<br />Business<br />Product A<br />Technology dynamics<br />Science& Discovery<br />Carlson Consulting<br />
    75. 75. Technology dynamics<br />Product B<br />Business<br />Market PULL<br />Product A<br />Technology<br />PUSH<br />Technology dynamics<br />Innovation<br />Market PULL<br /><ul><li>Existing business
    76. 76. Instant value perspective
    77. 77. Lower perceived risk</li></ul>Technology PUSH<br /><ul><li>Unknown value
    78. 78. Business evolves
    79. 79. Takes time</li></ul>Science& Discovery<br />Carlson Consulting<br />
    80. 80. Opportunity identification<br />Societal Trends in:<br />Technology<br />Economic Regulation<br />Social/Cultural Behavior<br />Politics<br />Identified problems<br />Market Gaps<br />Technology Forecasting<br />
    81. 81. What are the main global trends today?<br /><ul><li>Technology Progress
    82. 82. Economic Growth
    83. 83. Improved Healthcare
    84. 84. Increasing Mobility
    85. 85. Environmental Decline
    86. 86. Increasing De-Culturation</li></ul>How to gain insight in trends business opportunities?<br />
    87. 87. Trend coupling matrix<br />Carlson Consulting<br />
    88. 88. Trend coupling matrix<br />Carlson Consulting<br />
    89. 89. Trend coupling matrix - example<br />Carlson Consulting<br />
    90. 90. Case study in groups<br />Groups of 5.<br />For the following trends, try to deduce the coupling matrix:<br />Fresh Water shortage in 2015 by 75%<br />People are using GPS equipment the same they are using mobile today<br />Google is selling Geo-maps with details up to 20M below sea level.<br />Visa entry by Arabs to Arab states is canceled<br />Nanotechnology is able to desalinate salty water at a 90% lower price than today.<br />Computer prices are at 90% lower price, with today’s processing power.<br />1st human robot assistant came into market in 2015.<br />“What If?” Scenario Analysis<br />
    91. 91. The power of technology forecasting<br />Technology Foresight<br />Trend Analysis<br />Scanning<br />Expert Judgment<br />Road Mapping<br />Scenario Planning<br />Carlson Consulting<br />
    92. 92. Futuring lessons<br />Cornish’s Lessons:<br /><ul><li>Prepare for what you will face in the future
    93. 93. Anticipate future needs
    94. 94. Use poor information when necessary
    95. 95. Expect the unexpected
    96. 96. Think long term as well as short term
    97. 97. Dream productively
    98. 98. Learn from your predecessors</li></ul>Carlson Consulting<br />
    99. 99. Do all industries have equal opportunites?<br />How to Analyze the Attractiveness of a Certain Industry?!<br />
    100. 100. Porter industry analysis model – 5 forcesPORTER Model<br />The Importance of structural analysis of Industries is to relate companies to the industry or industries, in which they are competing!!<br /><ul><li>How to position a company within its industry?
    101. 101. How to create an effective strategic planning process?</li></li></ul><li>Case study: digital imaging in the 90s<br />
    102. 102. Case study: digital imaging in the 90s<br />Copyright © 2009 TarekSalah, Arab Science and Technology Foundation, tarek.salah@astf.net<br />
    103. 103. Case study: digital imaging in the 90s<br />Copyright © 2009 TarekSalah, Arab Science and Technology Foundation, tarek.salah@astf.net<br />
    104. 104. Case study: digital imaging in the 90s<br />In 2007<br />180 New Models! From over 27 vendors were released<br />
    105. 105. Case study: digital imaging in the 90sExisting Competitors<br />Copyright © 2009 TarekSalah, Arab Science and Technology Foundation, tarek.salah@astf.net<br />
    106. 106. Case study: digital imaging in the 90s Bargaining Powers<br />Bargaining power of Buyers (low to medium)<br /><ul><li> In 1980’s cost of electronic imaging systems rapidly declined because user’s tolerances for complexity fell and image quality requirements rose.
    107. 107. For Professional photographers & Journalists there were potential rewards of saving time & money in processing.</li></ul>Bargaining power of Suppliers (high)<br /><ul><li>High Resolution & Lower cost CCD Sensors were developed at Sony, Matsushita, NEC, Sharp, Samsung & Goldstar.
    108. 108. Image Science research were in corporate laboratories.</li></ul>Copyright © 2009 TarekSalah, Arab Science and Technology Foundation, tarek.salah@astf.net<br />
    109. 109. Case study: digital imaging in the 90s Potential Entrants<br />Unique Technological & Competitive Strengths<br /><ul><li>Low Entry Barrier</li></ul>Copyright © 2009 TarekSalah, Arab Science and Technology Foundation, tarek.salah@astf.net<br />
    110. 110. Case study: digital imaging in the 90s Substitutes<br /><ul><li>Searching for other products that can perform the same function as the anticipated product. (Medium)
    111. 111. Traditional Camera + Scanner, $800 to $1500 (PC)
    112. 112. Traditional Camera + PhotoCD player, $300 (TV)
    113. 113. Still-video, $1000 to $4000 (TV)
    114. 114. Traditional Video + Frame Grabbers , $350 (PC)
    115. 115. Camcorder, $800 (TV)</li></ul>Copyright © 2009 TarekSalah, Arab Science and Technology Foundation, tarek.salah@astf.net<br />
    116. 116. Case study: digital imaging todayPlenty of Manufacturers<br />Copyright © 2009 TarekSalah, Arab Science and Technology Foundation, tarek.salah@astf.net<br />
    117. 117. 75 Models!!<br />Case study: digital imaging todayMany Products <br />
    118. 118. 65 Models!!<br />Case study: digital imaging todayMany Products <br />
    119. 119. 70 Models!!<br />Case study: digital imaging todayMany Products <br />
    120. 120. 60 Models !!<br />Case study: digital imaging todayMany Products <br />
    121. 121. Case study: digital imaging todayMany Products … Which are not differentiated!<br />180 New Models from over 27 vendors are released in 2007 alone<br />
    122. 122. Case study: digital imaging todayApply Porter Model<br />Entry Barrier (High)<br /><ul><li> Economy of Scale.
    123. 123. Slow Industry Growth.
    124. 124. High Developed Experience.
    125. 125. Yet, no Product Differentiation.</li></ul>Rivalry (Intense)<br /><ul><li> Competition on quality, high specifications, ease of use, connectivity & price.</li></ul>Copyright © 2009 TarekSalah, Arab Science and Technology Foundation, tarek.salah@astf.net<br />
    126. 126. Case study: digital imaging todayApply Porter Model<br />Entry Barrier (High)<br /><ul><li> Economy of Scale.
    127. 127. Slow Industry Growth.
    128. 128. High Developed Experience.
    129. 129. Yet, no Product Differentiation.</li></ul>Rivalry (Intense)<br /><ul><li> Competition on quality, high specifications, ease of use, connectivity & price.</li></ul>Copyright © 2009 TarekSalah, Arab Science and Technology Foundation, tarek.salah@astf.net<br />
    130. 130. Case study: digital imaging todayApply Porter Model<br />Buyers bargaining power (High)<br /><ul><li> Mobile phone Cameras are approaching qualities of normal commercial satisfaction.</li></ul>Threat from a substitute (High)<br /><ul><li> Mobile Phone cameras</li></ul>Supplier Bargaining power (still High)<br /><ul><li> Technology components are used in many other industries</li></ul>Copyright © 2009 TarekSalah, Arab Science and Technology Foundation, tarek.salah@astf.net<br />
    131. 131. The 5 competitive forces<br />Porter Interview Movie<br />
    132. 132. 4. Business Strategy<br />
    133. 133. What is strategy?<br />The basic purpose of strategy is for a company to make a series of Moves to achieve a Sustainable Competitive Advantage.<br />What is Strategy?<br />
    134. 134. What is strategy?<br />“…competitive advantage…is tougher to create and sustain with each passing year….(but)…As hard as it has become to create an edge, some smart organizations are finding new ways to do it…a few standouts …keep creating new competitive advantages, over and over…” Business Week, (Aug. 21-28, 2006, p. 80)<br />To be effective, the moves require careful analyses of:<br />The industry environment and <br />The firm’s internal resources, capabilities, and competencies.<br />Internal Analysis Tools <br />External Analysis Tools <br />
    135. 135. What is Strategy?<br />Strategy Long-Term Direction<br />Tactics  Short-Term Direction<br />Strategic Thinking Reasoning about the Long-Term<br />Tactical Thinking  Reasoning about the Short-Term<br />Reasoning  Inferring consequences from assumptions <br />Long-Term Business Survival requires to strategic capabilities:<br /><ul><li>Ability to Prosper
    136. 136. Ability to Change</li></ul>Strategy  A change-in-direction for long-term future’s prosperity<br />
    137. 137. What tools to use to formulate strategy?<br />
    138. 138. Strategic business model<br />How a company generates profit?<br />
    139. 139. Example<br />
    140. 140.
    141. 141.
    142. 142.
    143. 143.
    144. 144.
    145. 145. 5. Business Plan Writing Basics<br />
    146. 146.
    147. 147. Online training on writing your business plan<br />Small Business Administration (SBA)<br />“How to Write a Business Plan”: http://app1.sba.gov/training/sbabp/index.htm<br />
    148. 148. Online training on writing your business plan<br />Small Business Administration (SBA)<br />“Developing a Successful Business Plan”: http://www.paloalto.com/sba/course.cfm<br />
    149. 149. Online training on writing your business plan<br />Small Business Administration (SBA)<br />“Online Training Courses”: http://www.sba.gov/services/training/onlinecourses/index.html<br />
    150. 150. Online training on writing your business plan<br />Small Business Administration (SBA)<br />“Online Training Courses”: http://www.sba.gov/services/training/onlinecourses/index.html<br />
    151. 151. Online training on writing your business plan<br />Small Business Administration (SBA)<br />Another Assessment Tool : http://web.sba.gov/sbtn/sbat/index.cfm?Tool=4<br />
    152. 152. Online training on writing your business plan<br />Small Business Administration (SBA)<br />Another Assessment Tool : http://web.sba.gov/sbtn/sbat/index.cfm?Tool=4<br />
    153. 153.
    154. 154.
    155. 155.
    156. 156. 3 Core Questions to Answer:<br />What the company is doing?<br />Why?<br />How?<br />
    157. 157.
    158. 158. business plan process overview<br />
    159. 159.
    160. 160.
    161. 161.
    162. 162. 6. Startup Company Valuation Model<br />
    163. 163.
    164. 164.
    165. 165.
    166. 166.
    167. 167.
    168. 168.
    169. 169. 3 factors that add value to a startup<br />
    170. 170.
    171. 171.
    172. 172.
    173. 173.
    174. 174.
    175. 175.
    176. 176.
    177. 177.
    178. 178.
    179. 179.
    180. 180.
    181. 181.
    182. 182.
    183. 183.
    184. 184.
    185. 185.
    186. 186.
    187. 187.
    188. 188.
    189. 189. 7. Introduction to Marketing<br />
    190. 190. Is this marketing?<br />Prof. Tarun Sony<br />
    191. 191. Radical changes in marketing: CC DV TP<br />Create … Communicate … Deliver … Value … to a Target Market … at a Profit<br />Philip Kotler<br />
    192. 192. 3 business in marketing<br />
    193. 193. Value chain model of thought<br />Prof. Tarun Sony<br />
    194. 194. Prof. Tarun Sony<br />
    195. 195. 3Cs<br />
    196. 196. 4ps<br />
    197. 197. A more holistic view<br />Prof. Tarun Sony<br />
    198. 198. So what does a marketing plan contain?<br />Actionable decisions With backup for decision<br /><ul><li>Strategic
    199. 199. Target marketing decisions
    200. 200. Value proposition
    201. 201. Analysis of marketing opportunities
    202. 202. Tactical
    203. 203. Product features
    204. 204. Promotion
    205. 205. Merchandising
    206. 206. Pricing
    207. 207. Sales channels
    208. 208. Service</li></ul>Prof. Tarun Sony<br />
    209. 209. The information technology (IT) effect<br />The spread of information and communications technology is fundamentally changing the nature of marketing strategy and operations.<br />
    210. 210. Example: Palm Jebel Ali<br />Palm Jebel Ali<br />
    211. 211. Have a clear vision and go achieve it!Thanks<br />Tarek Salah Kamel<br />Management of Technology MSc., Nile University<br />Tarek.kamel@nileu.edu.eg<br />
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