1 5 Marketing Homework Student’s Name Institutional Affiliation Course Professor’s Name Due Date Marketing Homework Value Proposition My organization provides three primary value propositions: advancement, risk mitigation, and brand/status. A key component of its culture, the organization values innovation. More than half of its staff are involved in research and innovation. It also owns patents for online shopping, instant messaging, search engines, online transactions, gaming, and cybersecurity. In addition, the program is involved in the development of essential Internet technologies for the objectives of innovation. The organization uses high protection and safety standards to reduce danger. The company employs the following measures to safeguard intellectual property on its platform network: Through user agreements, notices, and announcements, visitors are reminded to respect intellectual property. Operates a computerized monitoring and automated IP protection system that continuously monitors for infringement, investigates and acquires evidence of a breach, serves takedown notices, and generates infringement reports. Collaborates with law firms to identify, gather, and verify information of violation on all significant Internet and mobile technologies. Collaboration with other Internet firms, media groups, and IP rights holders to pool resources in the battle against infringement. It maintains a committed team of intellectual property enforcement attorneys, Enforces intellectual property rights through administrative proceedings, civil lawsuits, commercial arrangements, and criminal prosecution. Finally, as a result of its success, the company has developed a strong brand. Customer Relationships My company's customer relationships are primarily self-service. Customers access its offerings through its channels, with little interaction with workers. There is a personal assistance aspect available in telephone and e-mail service (Business Model: Key resources, 2016). Revenue Stream My company earns essential revenues through three types of money: revenue from value-added services, income from digital advertising services, and income from several other services. Response 1 Hello class, An entrepreneur is considered somebody who establishes or organizes a firm and remains an active member in its functioning. I agree with the post that the key resources required by any entrepreneur may be split into four classifications: physical, intellectual, monetary, and human resources. Physical resources are tangible items that can be touched and felt, as well as technology. For example, the following items are used for value proposition: a laptop, a phone, an internet connection, a video camera, and a video course hosting site. The client and prospective customer information is an intellectual resource that is one of the company's most important assets. I cultivate relationships and provide members with free value in the shape of reading ...

1. 1
5
Marketing Homework
Student’s Name
Institutional Affiliation
Course
Professor’s Name
Due Date
Marketing Homework
Value Proposition
My organization provides three primary value propositions:
advancement, risk mitigation, and brand/status. A key
component of its culture, the organization values innovation.
More than half of its staff are involved in research and
innovation. It also owns patents for online shopping, instant
messaging, search engines, online transactions, gaming, and
cybersecurity. In addition, the program is involved in the
development of essential Internet technologies for the
objectives of innovation.
The organization uses high protection and safety standards to
reduce danger. The company employs the following measures to

2. safeguard intellectual property on its platform network:
Through user agreements, notices, and announcements, visitors
are reminded to respect intellectual property. Operates a
computerized monitoring and automated IP protection system
that continuously monitors for infringement, investigates and
acquires evidence of a breach, serves takedown notices, and
generates infringement reports. Collaborates with law firms to
identify, gather, and verify information of violation on all
significant Internet and mobile technologies. Collaboration with
other Internet firms, media groups, and IP rights holders to pool
resources in the battle against infringement. It maintains a
committed team of intellectual property enforcement attorneys,
Enforces intellectual property rights through administrative
proceedings, civil lawsuits, commercial arrangements, and
criminal prosecution. Finally, as a result of its success, the
company has developed a strong brand.
Customer Relationships
My company's customer relationships are primarily self-service.
Customers access its offerings through its channels, with little
interaction with workers. There is a personal assistance aspect
available in telephone and e-mail service (Business Model: Key
resources, 2016).
Revenue Stream
My company earns essential revenues through three types of
money: revenue from value-added services, income from digital
advertising services, and income from several other services.
Response 1
Hello class,
An entrepreneur is considered somebody who establishes or
organizes a firm and remains an active member in its
functioning. I agree with the post that the key resources
required by any entrepreneur may be split into four
classifications: physical, intellectual, monetary, and human
resources. Physical resources are tangible items that can be
touched and felt, as well as technology. For example, the
following items are used for value proposition: a laptop, a

3. phone, an internet connection, a video camera, and a video
course hosting site.
The client and prospective customer information is an
intellectual resource that is one of the company's most
important assets. I cultivate relationships and provide members
with free value in the shape of reading materials, fast video
training, or opportunity to connect and showcase their
businesses. By communication, dispersion, and sales, revenue
streams deliver the value offered to customers. This area's
personnel resources are the same as those for Customer
Relationships.
Response 2
Hello class,
An intrapreneur is a company employee who is charged with
developing a new idea and has access to the firm's assets to do
so. I agree with the post that to fund a significant idea or
concept. A leader must have a solid business case that
incorporates precise timing and alignment with prioriti es.
Intrapreneurs only receive money if they can persuade the
management team that their idea is worth investing in.
The resources needed depend on the program's characteristics
and may necessitate more workforce, outsourced skills,
equipment, technology, and so on. For example, a company's
key resources for Customer Relationships necessitate "customer
care" personnel for most of our activities (Black et al., 2019).
I agree that the revenue streams necessitate marketing
collateral, human resources to facilitate processes for each
group, and tools and digital capabilities to stay involved, track
metrics and manage website presence.

4. References
Black, S., Gardner, D. G., Pierce, J. L., & Steers, R. (2019,
February 27). Business Model Canvas. Opentextbc.ca;
OpenStax.
https://opentextbc.ca/organizationalbehavioropenstax/chapter/bu
siness-model-canvas/
Business Model: Key resources. (2016). Empower women.
https://www.empowerwomen.org/en/ilearn/my-courses/business-
development/business-model/business-model-key-resources
Jessica Starr
Discussion board #4
3. Define the country-of-origin effect and give examples.
“Country of origin can be defined as any influence that the
country of manufacture, assembly, or design has on consumers
positive or negative perception of a product” (411). It is
essentially the perception of the consumer on a specific product
and country it originates from. An example would be in 2008
when Chinese companies were found to have sold dairy
products containing melamine, a toxic chemical used to enhance
appearance. This has resulted in fear from consumers and other
members of the Chinese mainland about product quality,
especially in baby formula. Another example is the fact that
consumers from other countries typically view clothing from
Italy as positive, potentially high class, however view clothing
from Mexico negatively. This is because clothing from Italy is
known for high end brands such as Prada, Valentino, etc.
whereas Mexico is known for being a slower developing country
with not a lot of high-end clothing options to offer.
5. Discuss product alternatives and the three marketing
strategies: domestic market extension, multidomestic markets,

5. and global market strategies.
When entering a new market there are a few different strategies
available to market new products. Domestic market extension is
one option that consists of the product having little to no
modifications entering a foreign market. Multidomestic market
is another option, where products and marketing efforts are
modified to adapt to that specific area of the new market.
Additionally, global marketing is another strategy, where the
products and marketing efforts are marketed globally, with no
specific region in mind. Global marketing is designed to reach
any and every potential consumer, internationally.
In terms of deciding which alternative to use it depends heavily
on the status of the company and their intentions of their
products. If it is an already existing company, adapting to the
region of their new market would be preferred over global
marketing. If the company is just starting out and seeking to
market globally, global marketing would be most beneficial.
7. What role do service, replacement parts, and standards play
in competition in foreign marketing? Illustrate.
The role of service, replacements parts, and standards play
heavily in competition of foreign marketing. In some situations,
companies profit more post product purchase on services
required for the products itself, for example, cell phone
services, ink cartridges for printers, etc. In terms of foreign
marketing, it depends heavily on the service provided during,
and post purchase. “South Korean and other Asian
businesspeople are frank in admitting they prefer to buy from
American firms but that Japanese firms often get the business
because of outstanding after-sales service” (435). This is
ultimately because of the culture between the countries.
Japanese cultures are known to provide better service and work
longer hours until the job is done, as compared to the American
culture which is known to typically work 9-5 hours, with
weekends off. Overall, the differentiation of one region’s work
ethic compared to another could be ultimately considered a

6. competitive advantage.
Additionally, other countries lack the ability to provide the
necessary service, replacement parts and high standards
required post purchase. For example, with the rise of IT,
countries are beginning to outsource products more often, but
the upkeep of those products is limited, due to the lack of
specialized personal. Overall, this is growth for those less
developed countries, however training is necessary in order to
stay progressive.
14. What is the price-quality relationship? How does this
relationship affect a U.S. firm’s comparative position in world
markets?
The price-quality relationship is consumers perception of the
products quality compared to the price of the product. “A
product whose design exceeds the wants of the buyers intended
use generally has a higher price or is more complex, reflecting
the extra capacity” (430), however a product can also exceed
the use of consumers and be considered poor quality.
Additionally, a product can exceed the use of consumers
causing a higher price, however consumers will likely purchase
other products accordingly to their budget and intended use. “A
product whose design reflects the needs and expectations of the
buyer- no more, no less- is a quality product" (432). Ultimately
this affects the U.S. firms’ market because there is a lack of
universal standards. U.S. standards differ from foreign country
standards, especially when compared to less developed regions
which causes U.S. products to typically to be too expensive and
unnecessarily high quality.
Kumar, R. and Niels B. (2021) “Matching Global Service
Standards—the Role of Intermediaries in Economic Upgrading
of Support-Service Firms in Global Production Networks.”
Journal of Economic Geography.
academic.oup.com/joeg/advance-

7. article/doi/10.1093/jeg/lbaa039/6085846.
Michael C. (2013) Country of Origin Effects. Professor Michael
Czinkota. http://michaelczinkota.com/2013/01/country-of-
origin-effects/
Edgar Rivera-Delgadillo
Discussion Board 4
Chapter 13
Q3. Define the country-of-origin effect and give examples.
The term "country of origin effect" describes the impact of a
nation's image over consumers‟ evaluations and the impression
of brands that are produced in particular countries. It refers to
customer attitudes about certain types of products and is
associated with the perceived quality of those goods produced
in specific markets (Bartosik-Purgat, 2018). Certain customers
have preconceptions about certain nations and product
categories that they consider to be "best": Italian leather,
Jamaican rums, Chinese Silk, English tea, French perfume, to
name a few (Cateora et al., 2019, p.413). Ethnocentrism, on the
other hand, may have an effect on views toward foreign goods.
For instance, a study of American customers' views toward
American and Japanese automobile manufacturers found a
significant preference for purchasing vehicles manufactured by
American corporations and an even higher preference for
companies employing a majority of American employees.
However, another research found that American customers
prefer Japanese cars in terms of design, investment
characteristics, and reliability (Fetscherin et al., 2009).
Q15. Give an example of how a foreign marketer can use
knowledge of the characteristics of innovations in product
adaptation decisions.
Assume a vehicle company want to introduce an all-electric
version of one of its models. Foreign marketer can evaluate the
five characteristics of innovation in order to evaluate the

8. market's level of acceptance or opposition to a product.
(1) relative advantage - the extent to which an invention is seen
as superior to the concept it is superseding (Kapoor et al.,
2014).
-Electric automobiles run on renewable energy and emit less
greenhouse gases than gasoline-powered vehicles.
(2) compatibility - the extent to which an invention is seen to be
compatible with the prospective adopters' existing values, prior
experiences, and requirements (Kapoor et al., 2014).
-Owners of electric cars will save money since power is less
expensive than gasoline. Additionally, they encourage green
economies, allowing owners to feel good about their
environmental stewardship.
(3) complexity - the extent to which an invention is seen as
being difficult to comprehend and implement (Kapoor et al.,
2014).
-Driving an electric vehicle is comparable to driving a gas-
powered vehicle. The most significant new feature is that the
electric vehicle must be charged for a few hours (Kapoor et al.,
2014).
(4) trialability - the extent to which novel ideas or inventions
are tested (Kapoor et al., 2014)
-The business may exhibit the electric vehicle at trade shows
and begin providing test drives to prospective customers.
(5) observability - the extent to which an innovation's outcomes
become readily apparent to prospective consumers (Kapoor et
al., 2014).
-Possessing a vehicle that does not need frequent visits at gas
station pumps is very visible. If a person sees an electric car at
a gas station pump, he or she may question why the automobile
is there given that electric vehicles do not need fuel.
Chapter 14
Q7. What roles do service, replacement parts, and standards
play in competition in foreign marketing? Illustrate
Product design is important, but so is effective service, timely

9. deliveries, and the capacity to provide replacement parts as
soon as they become available. The readiness of the vendor to
offer staff training and installation service for their equipment
could be the decisive factor in whether a buyer chooses one
company's equipment/product over another when comparing
similar offering. Businesses in South Korea and other Asian
countries are open about their preference for purchasing from
American companies, but they also acknowledge the need of
excellent after sales support, which is provided by the Japanese
companies in many cases (Cateora et al., 2019, p.435). A
research among international users of construction machinery
found that, after the vendor reputation, prompt delivery of spare
parts was a major consideration in the decision to purchase the
equipment. On the other hand, according to the International
Trade Administration, American producers of chemical
manufacturing equipment lead sales in Mexico due to their rapid
delivery. (Cateora et al., 2019, p.436).
Q14. What is the price–quality relationship? How does this
relationship affect a U.S. firm’s comparative position in world
markets?
This connection between price and quality is critical in
marketing in emerging countries. Quality standards for
industrial goods marketed in the United States, which demand a
correspondingly higher price, are often totally out of step with
the necessities of underdeveloped countries. (Cateora et al.,
2019, p.430). The absence of universal standards for producing
specialized equipment like as industrial machinery and
electronics, as well as the usage of the English system of
measurement, are two significant major concerns for the
industrial products exporters in the United States. Transition to
the metric system and adoption of international standards have
been reluctant in the United States (Cateora, et al., 2019,
p.432). In one instance, the General Electric Company had a
cargo of electrical items returned from a Saudi Arabia due to its
connecting cables being six feet long rather than two meters.
Approximately half to two-thirds of U.S. exports are

10. measurement sensitive goods, and if the European Union bans
nonmetric imports as is anticipated, many of those products will
be unable to compete in that European market (Cateora et al.,
2019, p.433).
References:
Bartosik-Purgat, M. (2018). Country of origin as a determinant
of young europeans' buying attitudes –
marketing implications. Oeconomia Copernicana, 9(1), 123-142.
doi:http://dx.doi.org.cmich.idm.oclc.org/10.24136/oc.2018.007
Cateora, P., Graham, J., Gilly, M., & Money, B. (2019).
International Marketing (18th ed.). McGraw-Hill
Education.
Fetscherin, M., & Toncar, M. (2009). Country of origin effect
on U.S. consumers' brand personality
perception of automobiles from china and india. Multinational
Business Review, 17(2), 111-127.
doi:http://dx.doi.org.cmich.idm.oclc.org/10.1108/1525383X200
900012
Kapoor, K. K., Dwivedi, Y. K., & Williams, M. D. (2014).
Rogers’ Innovation Adoption Attributes: A
Systematic Review and Synthesis of Existing Research.
Information Systems Management, 31(1), 74–91.
https://doi.org/10.1080/10580530.2014.854103
Bottom of Form
Bottom of Form
Discussion Board Instruction and Grading Guideline
The discussion activity that is due may only be posted during
the active week that it is assigned. No early postings or late
postings will be accepted.
Sharing information leads to new ideas, and the best way for us

11. to learn is from each other. To that end, each module has an
associated discussion forum. Post a response to each forum
question, and start conversations with your peers. Points are
earned for responding to each discussion forum and for replying
to fellow participants. Though you will only earn points for up
to two responses, we encourage you to keep an ongoing
dialogue about the discussion topic. The purpose of the
discussion forum is to generate conversation about relevant
topics.
Post your response to each discussion question no later than
Wednesday of each week, and respond to at least two other class
members’ postings by the Sunday of the week. Please feel free
to respond to more than two other postings. We encourage you
to learn from each other!
Do not post early – only post in the discussion boards during
the active weeks. No early postings will be accepted. Note that
no points will be earned for discussion responses posted after
the week ends OR before the week begins.
Discussion Board grades are based on the following rubric:
Discussion Board Grading Element:
Points
· Deliver solid content in 300-350 words – deductions taken for
shorter responses.
· Remember that the restatement of the questions and the
reference recap at the bottom of your postings do not count
towards the word count requirement.
· There is no penalty for going over 350-words.
11
· Use an authored outside reference beyond your textbook. Zero
points given for non-authored web sources. It is okay/great to
use your textbook, but I want to see more research beyond your
text. You may use a brand web page too, but you still need an
authored source too.
· Recap your reference in APA format only at the bottom of
your posting. Your reference must be clearly cited within your

12. posting to count. Always provide the exact web site address in
your recap of references for full credit.
· Research always beyond the materials provided to ADD to the
discussion.
5
Respond to two other student’s work by end of activity week
(11:59 PM) - minimum 50-words (no outside references
required)
4
Late Penalty
· Discussion Board postings are not accepted after the week
concludes.
· The original posting is due on Wednesday. Original postings
are accepted late (after Wednesday but still within the week
assigned). If posted after Wednesday, minus one point for
Thursday posting, minus 2 points for Friday posting, minus 3
points for Saturday posting and, minus 4 points for Sunday
posting.
· But in each of these cases the discussion is accepted.
Each module has an associated discussion forum. Post a
response to each forum question and start conversations with
your peers. Points are earned for responding to each discussion
forum and for replying to fellow participants. Though you will
only earn points for up to two responses, we encourage you to
keep an ongoing dialogue about the discussion topic. The
purpose of the discussion forum is to generate conversation
about relevant topics. Post your response to each discussion
question no later than Wednesday of each week and respond to
at least two other class members’ postings by the Sunday of the
week. Please feel free to respond to more than two other
postings. We encourage you to learn from each other. Note that

13. no points will be earned for discussion responses posted after
the week ends.
Discussion Board grades are based on the following rubric:
Discussion Board Grading Element:
Points:
INITIAL POSTING DUE ON WEDNESDAY. Deliver solid
content in 300-350 words – deductions taken for shorter
responses. Remember that the restatement of the questions and
the reference recap at the bottom of your postings do not count
towards the word count requirement.
11
Use an authored outside reference beyond your textbook. Zero
points given for non-authored web sources. It is okay/great to
use your textbook, but I want to see more research beyond your
text. You may use a brand web page but you still need an
authored source. Recap your reference in APA format only at
the bottom of your posting. Your reference must be clearly cited
in APA format within your posting to count.
Research always beyond the materials provided to ADD to the
discussion. An authored source is simply one that is associated
with a human(s) NAME. For example, your textbook is an
authored source. The United States Census Bureau is not an
authored source. But it is fine to use as long as you ALSO use
an authored reference source.
No videos, blogs, tweets, wikis, interviews, podcasts,
encyclopedias, or dictionaries allowed – use an authored
reference.
5
Respond to two other student’s work by Sunday night at 11:59
PM EST - minimum 50-words for each response (no outside
references required).
4

14. APA formatting helps in attribution of sources in academic
work. Similarly, since your discussion work is an academic
exercise, the expectation is that you cite and recap references in
the discussion board. It is important to recap the references
cited in the posting at the bottom of your posting as you would
with a paper. As you know, in an academic paper, your
‘Reference’ page is a recap of all sources cited in the paper. It
tells the reader that the following sources are attributed
somewhere in the paper. A reference does not count if it is
cited (but not recapped) or recapped, but not cited in the paper.
Both steps must appear. In other words, it is important that all
references cited match 100% the reference RECAPPED at the
bottom of the posting or it is considered a serious academic
error.
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contains Strayer University confidential and proprietary
information and may not be
copied, further distributed, or otherwise disclosed, in whole or
in part, without the expressed written permission of Strayer
University.
JWI 575 RTC – Week 5 Lecture Notes (1188) Page 1 of 5
JWI 575
New Business Ventures and Entrepreneurship

15. Week Five Lecture Notes
© Strayer University. All Rights Reserved. This document
contains Strayer University confidential and proprietary
information and may not be copied,
further distributed, or otherwise disclosed, in whole or in part,
without the expressed written permission of Strayer University.
JWI 575 RTC – Week 5 Lecture Notes (1188) Page 2 of 5
PHASES OF A STARTUP VENTURE
What it Means
Once an entrepreneur commits to setting up a startup business
to market a new product or service, it helps to
understand the likely phases of growth that will take place as
the enterprise develops. In the early stages, the
business will have an intimate, flexible culture, with a simple
structure, limited financial resources, and a few
employees who have to “wear many hats” and fulfill multiple
business roles.
Later on, if the business is successful, the company will have
become larger and more complex, with multiple
departments and numerous employees. As the company grows in
size and complexity, the culture will inevitably
become less flexible and adaptable. It will take on the
characteristics of an established corporate culture, as
opposed to an innovative startup culture. The founder may leave

16. but, whether this happens or not, the company
will now need to design and implement the types of systems and
policies that regulate larger organizations.
Why it Matters
• Understanding the phases of growth of a startup helps
entrepreneurs manage the business well
• While the flexible culture of a startup may be stimulating, it
won’t work for a larger company
• It is important to implement appropriate systems and policies
as the business grows and matures
“Don’t wait to develop the perfect product or
service. Good enough is good enough. There
is time for refinement later. It’s not how great
you start – it’s how great you end up.”
Guy Kawasaki
© Strayer University. All Rights Reserved. This document
contains Strayer University confidential and proprietary
information and may not be copied,
further distributed, or otherwise disclosed, in whole or in part,

17. without the expressed written permission of Strayer University.
JWI 575 RTC – Week 5 Lecture Notes (1188) Page 3 of 5
THE STARTUP JOURNEY
The launch of a new company is the start of a journey.
Understanding the stages of that journey will help you
know how to prepare and plan well for the future of your new
business. If your small business successfully
grows into a large company, its systems and its culture will
change. Your company will begin to feel more
corporate and less intimate than in the early days.
As with growth in people, although the details will vary, the
pattern of growth in companies is fairly predictable. A
startup business has six distinct stages from inception to
maturity:
1. A lone visionary has nothing but an idea and some slides to
pitch
2. A small founding team launches a company
3. Early prototypes and customers are identified, and a product
or service starts to take shape
4. A real product ships to real customers, but in minimal
quantities and with no significant revenues
5. Products start to ship at scale and revenues begin to come in
consistently

18. 6. Large-scale operations produce significant revenues, along
with a quest for new growth
Along the way, lots of things will change. The ownership
structure of the company and the composition of its
Board of Directors will evolve. In the first stage, you are the
sole owner, with no Board in place. But as you seek
out investors and add Board members, you will often need to
offer them ownership stakes. Once stock options
come into play, the power dynamic shifts and investors
gradually take positions on the Board.
Board composition will also shift as your business grows.
Initially, you will want Board members who are good at
product refinement and can tolerate uncertainty, as well as
people who can make key introductions to early
customers and partners. At this stage, the Board will try to hold
you accountable to product development
milestones, and will be less concerned about manufacturing at
scale. As you mature, however, you will need a
different set of Board members, the type of people who can
provide advice and oversight to a mature company.
Navigating a Changing Culture
Even if your venture is not based on a disruptive technology,
you will still face many challenges along the way
as you scale up. An important element to consider is the
venture’s evolving culture – that is, how it feels to work
at your company, how work gets done, and how decisions get
made.
As you grow, the social behaviors and norms of your workplace

19. will change. When the entire company is just
three people, you all might decide to go out for dinner to
celebrate a milestone. You might invite spouses and
kids, or even have the company pay for the dinner. This can be
a gracious thing to do in a small company where
maintaining a sense of community and a close-knit culture is
important.
But a close-knit small business culture doesn’t scale. In a
company with 10,000 employees, you are not going to
bring the company to a halt and go out to dinner with everyone.
Be aware of the company traditions you create,
and notice when it is time to make changes. Don’t let the startup
practices that work for a small, close-knit group
of innovators become too engrained, since in that case you may
have trouble undoing them later.
© Strayer University. All Rights Reserved. This document
contains Strayer University confidential and proprietary
information and may not be copied,
further distributed, or otherwise disclosed, in whole or in part,
without the expressed written permission of Strayer University.
JWI 575 RTC – Week 5 Lecture Notes (1188) Page 4 of 5
Another element of your business that will change as you grow
is how to distribute decision-making. When your
company only has a handful of employees, it is easy for all of
you to sit in a room, and hash out the details of a
major decision for several hours until you agree how to proceed.
That approach will not work well in a large

20. company. Everyone cannot participate in each major decision;
the business now needs an executive team.
People who are good at building consensus and managing
complex decisions are not always good individual
contributors. Early on in a startup, you may only need people
who are good at building and refining products, but
these people are not necessarily good at managing processes in
large organizations. As your company grows,
you will have to supplement your staff with people who have
different skills, and ensure that they are integrated
smoothly into the organization. Decision-making, levels of
management, and delegation patterns will all change
as your staffing needs evolve.
Let’s look at a real-world example. Imagine you are the
founding CEO and you have two engineers building the
product who report to you. You all talk together multiple times
per day as you refine the product. The engineers
value this close communication with the founder. A year later,
your company includes several departments and
a total of 30 employees. You may alienate your innovative
engineers when you ask them to report to someone
else. But it is a trade-off that you have to make; you can no
longer manage all employees as your direct reports.
If the engineers never saw this change coming, they will feel
resentful and may even leave the company. To
avoid this type of unintended consequence, you must be candid
with your team; invest time up front with your
key early employees, to make sure they understand the way your
management structure must evolve.
Letting Go

21. One of the most interesting transitions for you and your
company is the moment when you decide to step aside
from the business you have built. Your company has reached a
new level of maturity. And with maturity comes
new responsibilities. What is the best way forward for the
founder when the company is past the startup stage?
Now you have created a successful business, you may feel it is
time to move on. You may be the type of
entrepreneur who likes to keep creating new ventures. The
business might also have outgrown you. It may need
people with operational skills that you do not have. This can be
a complicated and emotionally charged moment.
Other people will take over your vision, and you feel as if you
are giving up part of your identity. Even founders
who feel ready to move on to new ventures often find it hard to
make the break. They have been so invested in
their new idea and its realization that letting go is a challenge.
Many venture capitalists and Board members tell
stories about the time when they had to take a passionate
founder “out for a long walk” to explain that it is in the
company’s best interest now for him or her to move on to other
pursuits.
There are many ways to implement such a transition, depending
on the circumstances. Sometimes compelling
reasons dictate that a founder make a clean break from the
company. In this case, celebrate the departing
founder’s contribution and make it known to all who remain that
new management is in charge. Sometimes, the
culture of the company is intertwined with the founder. The
founder’s presence could be critical to the future
success of the team. In this case, you could move the founder
from the CEO position to be the Board Chairman,
leaving him or her time for other activities. Alternatively, if the
founder still wants a full-time role and is able to

22. navigate such a change of status in the organization, he or she
might take a VP position leading research and
development of new product strategies.
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JWI 575 RTC – Week 5 Lecture Notes (1188) Page 5 of 5
GETTING THE MOST OUT OF THIS WEEK’S CLASS
As you read the materials and participate in class activities, stay
focused on the key learning outcomes for the
week:
• Identify the stages of starting up a business or developing a
new initiative
Think about the phases of an entrepreneur’s journey that are
described in this lecture. How long do you
imagine the various phases might last? Do you think there are
parallel phases for an intrapreneur who
launches a venture within an existing company? How long

23. would you expect those to last? Had you
realized previously the close link between the growth phase that
a startup company is in and the nature
of its workplace culture? Do you think an intrapreneurial
venture can have a significant impact on the
culture of the wider organization? If so, what type of impact
would you expect it to have?
• Explore the types of resources needed to launch an innovative
venture
Both entrepreneurs and intrapreneurs need a wide range of
resources to launch and grow their
ventures. Some resources common to both are the initial idea,
prototypes of the product, prospective
customers, a small team to implement the launch, and advocates
or partners to provide a community of
support for the venture. How about the differences? An
entrepreneur is likely to need external funding
resources to a much greater extent than an intrapreneur. What
other differences do you see in the
resource needs for the two types of innovator? For example,
does an entrepreneur need to do more
marketing, or maybe just a different kind of marketing? In what
ways is the internal networking that an
intrapreneur needs to do different from the external networking
required for a startup venture?
• Discuss activities and events that can support a successful

24. launch
Whether your venture is a standalone new business or an
initiative within a larger existing company, it is
important to get the word out about your venture, so as to
garner support, alert potential customers,
attract investors and partners, and generate excitement about the
new venture. What activities and
events do you think are the most appropriate ones to achieve
these goals? Will you hold one large
launch event, or multiple smaller ones? Should your events have
a party vibe or would it be better to
strive for a more businesslike ambiance? How about social
media? An Internet presence is important for
any business in today’s marketplace, but which channels and
sites will serve you best during the launch
phase? How will you decide where to focus your online
marketing efforts?