Analogy• - Recognize and discover entrepreneurial opportunities.• - Perceive unmet demand and provide solutions for them.• - Apply analytical and critical thinking skills in an uncertain business environment.• - Be mindful of the attractiveness of the opportunities.• You will learn tools and skills to analyze the attractiveness of an idea by numerous practices in class• Entrepreneurship@NU2013
ตลาดและอัตรากําไรNeed/want/problem Identified UnfocusedCustomers Reachable, receptive Unreachable, loyal to othersMarket Size 100 million + Less than 10 millionMarket Growth Rate More than 20% Less than 20% or shrinkingGross Margin 40%, durable 20%, fragile Entrepreneurship@NU2013
ความได้เปรียบเชิงแข่งขันBarriers to Competitors’ Entry Defensible NoneContacts and Networks Key access LimitedDegree of Control: High LowPrices and Cost High LowChannels of supply, distribution High Low Entrepreneurship@NU2013
แผนการประเมินโอกาสopportunity assessment plan Entrepreneurship@NU2013
Opportunity Assessment TemplatePROJECT: Weight Your RatingOpportunityFor each Business Goal score 1-5: Fill in shaded boxes 5 Directly aligned with strategic priority 1 Indirectly contributes to strategic priority 0 Not aligned with strategic priorityBusiness Goals 25% • Build brand awareness and credibility 5% • Cross-sell across PL divisions 5% • Increase revenues 5% * Decrease investment 5% • Lower operating expenses 5%Impact 50% Customer Impact 25% 5 Resolves significant problems and issues affecting many customers 4 Fulfills commitment/promises made to many important clients 3 Improves customer service quality perceptions 2 Resolves significant problems and issues affecting a few customers 1 Fulfills commitments/promises made to a few clients 0 No or negative customer impact Strategic Potential 25% 5 Clear opportunity to lead the industry with significant payback through business growth 4 Potential to grow market share and improve competitive posture 3 Could turn into a significant opportunity in the future 2 Consistent with development trends of the industry 1 Something interesting to have 0 Unlikely to provide strategic advantageCompetitive Urgency 25% Advantage PL can Realize by Acting Quickly 20% 5 PL can be a first-entry market leader by acting now 3 PL can use project to leapfrog the competition 1 PL will attain par with competition Window of Opportunity 5% 5 The window of opportunity aligns exactly with the project schedule 3 The opportunity will remain valid six months from now 1 The opportunity will remain valid one year from now 0 The opportunity will always remain valid Total Opportunity 100%Source:Advanced Project Portfolio Management and the PMOMultiplying ROI at Warp SpeedBy Gerry Kendall and Steve Rollins email@example.com JADARA Group July 2005 Page: 1 Entrepreneurship@NU2013
An opportunity• An opportunity is defined as a future situation that the decisionmakers deem personally desirable and feasible (i.e., within their control and competence). The state of being desirable and feasible is subjective to the individual (Krueger, 1993).• An opportunity is said to exist when a bundle of resources can be sold at a higher price than the cost to package and deliver this bundle (Shane Venkataraman, 2000).• Most entrepreneurs do not have problems generating ideas, as there are numerous sources of ideas of what they can sell, and evaluation is the key to differentiate an idea from an opportunity (Hills Shrader, 1998).• As such, it is important to understand how entrepreneurs evaluate the alternatives presented to them. We term this process Opportunity Evaluation (OE). Entrepreneurship@NU2013
Trait and cognition• Trait and cognition are two major approaches to distinguish entrepreneurs from nonentrepreneurs and to understand how people make decisions (Das Teng, 1997).• The trait approach asserts that entrepreneurs can be recognized by traits such as risk propensity, need for achievement, and locus of control (Palich Bagby, 1995).• The cognitive approach is concerned with the entrepreneurs preferred way of gathering, processing, and evaluating information (Allinson, Chell, Hayes, 2000).• The individual constructs opportunities and risk in his or her mind (Palich Bagby, 1995).• Therefore, perception and other cognitive phenomena are critical to opportunity evaluation and risk perception (Krueger, 2000). Entrepreneurship@NU2013
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