The document introduces the Critical Factor Assessment (CFA) and Critical Factor Assessment Snapshot (CFA Snapshot) tools. The CFA is a diagnostic tool that identifies 42 critical risks that could lead to business failure. The CFA Snapshot analyzes these 42 factors according to 8 underlying risk categories. Both tools help entrepreneurs identify high risks and develop mitigation strategies to improve chances of success or decide not to proceed.
Today entrepreneurship has become one of key drives for the development of all the countries in the world and it is very crucial for any economy. The objectives of achieving sustained economic and industrial development, regional growth and employment generation, life support conservation and implementing technological advancements have always depended on entrepreneurial development.
Introduction to technology entrepreneurshipandrewmaxwell
The document discusses entrepreneurship and the entrepreneurial process. It covers four key points:
1. The entrepreneurial process involves four stages: identifying opportunities, developing a business plan, determining required resources, and managing the new enterprise.
2. Small businesses make up over 50% of all businesses in Canada and provide over half of private sector jobs. They are important drivers of innovation and job growth.
3. Entrepreneurship involves creating something new of value by taking on risks and using resources to pursue opportunities. Both entrepreneurs and intrapreneurs (inside existing companies) display traits like risk-taking and leadership.
4. Technology entrepreneurship involves either developing new technologies or finding new applications for existing
Introduction to Technology Entrepreneurship 2009Tarek Salah
This document outlines an agenda for a one-day technology entrepreneurship seminar for Egyptian university students. The seminar introduces concepts of entrepreneurship and innovation and covers topics such as the entrepreneurial process, opportunity identification, business strategy, business plan writing, startup valuation, and introduction to marketing. Case studies are used to illustrate lessons about innovation, product development, capital formation, and responding to competition. Trend analysis and Porter's five forces model are discussed as approaches for analyzing industries and opportunities.
Role of information technology in innovative entrepreneurship finalSanjay Mishra
The document discusses the potential for innovation and entrepreneurship in India. It notes that while India has seen success in IT, much of the population still lacks basic amenities and the informal sector makes up 90% of the workforce. It argues that both private companies and the government could do more to promote innovation, including by small businesses applying existing technologies to new areas and reducing costs. Examples are given of innovative companies in sectors like automobiles, microfinance, and retail that have helped develop new markets and address social issues. The analysis indicates there are still significant untapped opportunities for innovative entrepreneurship in India if more private companies are willing to take risks.
The document describes the activities and services provided by the Canadian Innovation Centre related to new product and business development. It discusses three main activities: education, tools, and development. Under education, it shares knowledge about commercialization best practices. Its tools involve pre-commercialization research and evaluation. For development, it works on new strategies and methods to help innovators commercialize technologies. It outlines various studies it conducts at different stages from evaluation to launch to address issues innovators may face.
Introduction to Technology Entrepreneurship (2015 version)iain.verigin
This presentation was developed for UBC Engineering Physics project lab students.
I first ask the question. "What is Entrepreneurship?"
I follow-up with my favorite definition of a business.
Then I address the questions:
* What is the journey like?
* What is the process?
* How do I learn about customers?
* How do I keep score?
I focus on 5 Points — Purpose, You, Process, Customers, and Scorecard.
Purpose » Drucker’s Purpose of Business,
You » Martin’s Knowledge Funnel + Soft-Skills,
Process » Blank’s Customer Development,
Customers » Moore’s Crossing the Chasm + Product/Service Journey Sketch,
Scorecard » Osterwalder’s Business Model Canvas.
Entrepreneurship Bootcamp - The Art of the Start - How to start a venture bac...Michael Altendorf
The document provides guidance on starting a venture-capital backed company. It discusses important considerations such as developing a great founding team, creating a business plan, identifying sources of funding, defining the product and market, developing a go-to-market strategy, and managing finances and revenues. Key questions are presented to evaluate ideas, markets, competitors, and determine what investors will want to know. Iterative testing of assumptions is emphasized throughout the startup process.
Today entrepreneurship has become one of key drives for the development of all the countries in the world and it is very crucial for any economy. The objectives of achieving sustained economic and industrial development, regional growth and employment generation, life support conservation and implementing technological advancements have always depended on entrepreneurial development.
Introduction to technology entrepreneurshipandrewmaxwell
The document discusses entrepreneurship and the entrepreneurial process. It covers four key points:
1. The entrepreneurial process involves four stages: identifying opportunities, developing a business plan, determining required resources, and managing the new enterprise.
2. Small businesses make up over 50% of all businesses in Canada and provide over half of private sector jobs. They are important drivers of innovation and job growth.
3. Entrepreneurship involves creating something new of value by taking on risks and using resources to pursue opportunities. Both entrepreneurs and intrapreneurs (inside existing companies) display traits like risk-taking and leadership.
4. Technology entrepreneurship involves either developing new technologies or finding new applications for existing
Introduction to Technology Entrepreneurship 2009Tarek Salah
This document outlines an agenda for a one-day technology entrepreneurship seminar for Egyptian university students. The seminar introduces concepts of entrepreneurship and innovation and covers topics such as the entrepreneurial process, opportunity identification, business strategy, business plan writing, startup valuation, and introduction to marketing. Case studies are used to illustrate lessons about innovation, product development, capital formation, and responding to competition. Trend analysis and Porter's five forces model are discussed as approaches for analyzing industries and opportunities.
Role of information technology in innovative entrepreneurship finalSanjay Mishra
The document discusses the potential for innovation and entrepreneurship in India. It notes that while India has seen success in IT, much of the population still lacks basic amenities and the informal sector makes up 90% of the workforce. It argues that both private companies and the government could do more to promote innovation, including by small businesses applying existing technologies to new areas and reducing costs. Examples are given of innovative companies in sectors like automobiles, microfinance, and retail that have helped develop new markets and address social issues. The analysis indicates there are still significant untapped opportunities for innovative entrepreneurship in India if more private companies are willing to take risks.
The document describes the activities and services provided by the Canadian Innovation Centre related to new product and business development. It discusses three main activities: education, tools, and development. Under education, it shares knowledge about commercialization best practices. Its tools involve pre-commercialization research and evaluation. For development, it works on new strategies and methods to help innovators commercialize technologies. It outlines various studies it conducts at different stages from evaluation to launch to address issues innovators may face.
Introduction to Technology Entrepreneurship (2015 version)iain.verigin
This presentation was developed for UBC Engineering Physics project lab students.
I first ask the question. "What is Entrepreneurship?"
I follow-up with my favorite definition of a business.
Then I address the questions:
* What is the journey like?
* What is the process?
* How do I learn about customers?
* How do I keep score?
I focus on 5 Points — Purpose, You, Process, Customers, and Scorecard.
Purpose » Drucker’s Purpose of Business,
You » Martin’s Knowledge Funnel + Soft-Skills,
Process » Blank’s Customer Development,
Customers » Moore’s Crossing the Chasm + Product/Service Journey Sketch,
Scorecard » Osterwalder’s Business Model Canvas.
Entrepreneurship Bootcamp - The Art of the Start - How to start a venture bac...Michael Altendorf
The document provides guidance on starting a venture-capital backed company. It discusses important considerations such as developing a great founding team, creating a business plan, identifying sources of funding, defining the product and market, developing a go-to-market strategy, and managing finances and revenues. Key questions are presented to evaluate ideas, markets, competitors, and determine what investors will want to know. Iterative testing of assumptions is emphasized throughout the startup process.
This document discusses assessing new product opportunities for both new and existing companies. It covers identifying customer needs, market segmentation, determining first customers, and developing a go-to-market strategy. Key points include evaluating management versus technology, assessing pain killers versus vitamins, overcoming barriers for existing companies, and crossing the chasm to reach the early majority market.
World Innovation Forum Survey Full Details FinalDianne
The document discusses a survey on innovation conducted by Capgemini. Some key findings:
- Innovation leaders (over 75% success rate) significantly outperform the market financially over 5 years.
- Most companies continued innovating during the recession, with leaders using it as a transformation opportunity.
- Successful innovation is customer-focused, intentional, and creates value.
- Day-to-day business demands are the top barrier to breakthrough innovation.
- Innovation leaders engage employees at all levels and take advantage of external partners and customers more than others.
- Having executive commitment to innovation and aligning innovation with strategic vision correlates with success.
This document discusses technology entrepreneurship. It defines tech entrepreneurship as entrepreneurship focused on opportunities enabled by technology. Tech entrepreneurs have created entirely new industries through companies like Facebook, Google, and Snapchat. Countries have benefited economically from tech sectors through investment and jobs. The document outlines key lessons from tech entrepreneurship including defining and identifying opportunities, understanding impact, and critical success factors like creating unique value, adapting quickly, hiring the right talent, and targeting large markets.
Technology and innovation for competitivenessMotaz Agamawi
The document discusses technology and its role in creating wealth and competitiveness. It defines technology as the knowledge applied in products, processes, tools, methods and systems used to meet objectives. Technology has four components: hardware, software, brainware, and know-how. The document states that technology creates wealth when it connects technological development with market needs and customer satisfaction. Technological breakthroughs open opportunities for economic growth, but competitiveness in the global market requires integrating product technology, production technology, and market demands.
This document discusses technopreneurship from various perspectives. It defines technopreneurship as ventures in fields like IT, electronics, biotech where technology is critical. It outlines 4 types of entrepreneurship and provides examples of successful technopreneurs. It also discusses elements needed for a successful technopreneurship program or hub, including education, culture of innovation, and industry partnerships. Finally, it proposes some strategies for the Philippines, such as developing student-technopreneurs and strengthening the ICT industry through competitions and scholarships.
The entrepreneurship course is divided into three segments covering innovation and design thinking, business models, and actual entrepreneurship. The course aims to provide tools for experience in developing innovative business ideas for profit or non-profit ventures. Students will work in teams to develop a business plan which they will present for evaluation. The course covers topics like innovation, creativity, business models, and case studies of successful entrepreneurs.
The accelerator and incubator ecosystem in Europe (2013)FrenchWeb.fr
The document discusses accelerators, incubators, and company builders that have helped advance entrepreneurship globally by supporting startups. It summarizes the key findings of a study that mapped 260 such startup programs across 10 European countries, finding Europe has a comparable number per capita to the US. The programs show diversity across countries in their geographical distribution and funding models. The document calls for European policies to address this diversity and funding gaps to further support entrepreneurship.
This document discusses common traps that companies fall into when trying to innovate, as well as remedies. It identifies four major waves of innovation focus since the late 1970s. Some common mistakes are having too narrow of a strategy scope, subjecting innovations to the same metrics as other projects, and having poor connections between mainstream and innovative business units. Remedies include broadening the innovation search, using flexible planning systems, and facilitating close connections between innovators and the mainstream business to avoid silos. Leadership, communication skills, and collaborative culture are also important for innovation success.
This presentation discusses innovation in the IT industry in India. It covers topics such as what innovation is, why it is important, dimensions of innovation, new conditions for innovation, and trends in the IT sector growth, jobs, and infrastructure management services market potential. Specifically, it notes that innovation involves implementing new ideas profitably through invention, development, and commercialization. It is important for growth, productivity, and living standards. The IT sector in India is growing with a projected 30% compound annual growth rate, bringing many new jobs and addressing a current shortage of over 50,000 professionals in infrastructure management services.
The document discusses innovation, entrepreneurship, and smart business models. It defines innovation as an invention paired with a process and market. Entrepreneurship is described as a process, not a person, and as being about large companies that happen to be small, not small businesses. Entrepreneurship bridges the gap between technology/opportunity and value. Technology entrepreneurship requires both technology entrepreneurship skills and management skills at different stages. It also discusses the importance of teamwork in entrepreneurship and the technology adoption lifecycle curve.
The document discusses the concept of reverse innovation, where innovations are developed first in developing markets and then distributed globally. It provides examples of companies innovating in emerging markets like India and China to create affordable products for those markets. GE Healthcare developed a portable and inexpensive ECG machine called MacIndia for the Indian market that costs $500, much less than their traditional $50,000 machine. A hospital in India developed extremely low-cost open heart surgery for $3,000 compared to $150,000 in the US through process innovations like standardization and economies of scale. These reverse innovations developed for emerging markets can then be distributed worldwide.
Fundraising as Main Problem for Entrepreneur 2012Vasily Ryzhonkov
1. What is the main bottleneck in startups funding?
2. How much venture and angel capital do we have available in the world? What is the demand for it?
3. Do all early-stage entrepreneurs have sufficient access to capital?
4. Could we change situation with financing not 1% of entrepreneurs, but more? If yes, how?
These questions and many others have been answered in current presentation. Careful analysis and research of VC industry have been done to guide audience through the early-stage entrepreneurs' main problem - ACCESS to CAPITAL.
The document discusses the rise of startup accelerator programs to support new technology ventures. It defines accelerator programs as having five main features: an open but competitive application process; provision of pre-seed investment in exchange for equity; a focus on small teams rather than individuals; time-limited support including mentoring and programming; and supporting startups in cohort batches. It notes the rapid growth of accelerator programs since 2005, especially in the US, and signs of replication in Europe. The document aims to better understand and debate how accelerator programs could help transform startup ecosystems.
Hard work & Low cost do not help by themselves any more. Intellectual arbitrage is here to stay. Innovation is the way to stay ahead of the pack. Be the game changer. Let our C3 methodology (part of triniti Innovation Framework) help you break out of idea scarcity and convert your ideas into profitable, implementable solutions.
The Timmons Model Of The Entrepreneurial ProcessAkash Pai
The Timmons Model of the Entrepreneurial Process describes entrepreneurship as being opportunity-driven and led by an entrepreneurial team. It emphasizes that opportunities should drive the required resources and team, not vice versa. The model also stresses the importance of fit and balance between the opportunity, resources, and team. An entrepreneur must continually assess and revise strategies to maintain this fit and balance as the opportunity and venture grow over time.
Accelerate Now! Current trends and strategies for the futureNUMA
You liked our White Paper "Accelerate Now" ? Read this news and share it !
NUMA goes for equity crowdfunding ! Paris-based innovation space provider NUMA is going international. To provide capital for this development phase, it has decided to call on the community at large, with an equity crowdfunding campaign.
--------------------------------------------------------------------------------------------------------
Accelerate Now !
Proudly supported by L'Atelier BNP
Early December last year, NUMA, a leading tech and innovation hub in central Paris and home to France’s first accelerator program, held its first ever European Accelerator Summit.
The Summit brought 200+ leaders from accelerators from across Europe and beyond to discuss and debate the current state and future of acceleration. Using collaborative workshops and interactive talks, the purpose of the 2-day conference was really to identify the top trends and challenges facing the accelerator sector and viable models and ideas to reinforce the future of acceleration.
Leveraging the ideas and content generated from the Summit, we’ve developed this whitepaper which focuses on what the group identified as the top trends in acceleration as well as the challenges, opportunities, and models for each.
The document discusses various topics related to engineering entrepreneurship including why entrepreneurship is important, what entrepreneurship entails, sources of innovation, essential elements of successful new ventures, and the role of technology in entrepreneurial success. It provides an overview of key concepts like the importance of management teams, business models, sources of capital, and creating customer value.
Innovation and creativity 07 managing innovationKamal AL MASRI
This document provides an overview of managing innovation strategies. It discusses key topics like developing innovation strategies, the importance of senior management involvement, and different types of innovation strategies. It also covers financing innovation methods and contrasts various approaches. The document emphasizes that innovation strategies are important to guide decisions around resource allocation and managing trade-offs. Developing an effective innovation strategy involves analyzing the competitive environment and leveraging the organization's strengths.
CIC provides services to help innovators and innovation partners in three key areas:
1) They evaluate opportunities for innovators and provide third-party validation to help innovators reach the market faster and increase their chances of success.
2) They measure and improve the performance of innovators and innovation programs to help partners monitor progress and evaluate programs.
3) They facilitate the development of innovation policies and programs to catalyze local innovation by sharing best practices from over 150 programs across Canada.
This document discusses assessing new product opportunities for both new and existing companies. It covers identifying customer needs, market segmentation, determining first customers, and developing a go-to-market strategy. Key points include evaluating management versus technology, assessing pain killers versus vitamins, overcoming barriers for existing companies, and crossing the chasm to reach the early majority market.
World Innovation Forum Survey Full Details FinalDianne
The document discusses a survey on innovation conducted by Capgemini. Some key findings:
- Innovation leaders (over 75% success rate) significantly outperform the market financially over 5 years.
- Most companies continued innovating during the recession, with leaders using it as a transformation opportunity.
- Successful innovation is customer-focused, intentional, and creates value.
- Day-to-day business demands are the top barrier to breakthrough innovation.
- Innovation leaders engage employees at all levels and take advantage of external partners and customers more than others.
- Having executive commitment to innovation and aligning innovation with strategic vision correlates with success.
This document discusses technology entrepreneurship. It defines tech entrepreneurship as entrepreneurship focused on opportunities enabled by technology. Tech entrepreneurs have created entirely new industries through companies like Facebook, Google, and Snapchat. Countries have benefited economically from tech sectors through investment and jobs. The document outlines key lessons from tech entrepreneurship including defining and identifying opportunities, understanding impact, and critical success factors like creating unique value, adapting quickly, hiring the right talent, and targeting large markets.
Technology and innovation for competitivenessMotaz Agamawi
The document discusses technology and its role in creating wealth and competitiveness. It defines technology as the knowledge applied in products, processes, tools, methods and systems used to meet objectives. Technology has four components: hardware, software, brainware, and know-how. The document states that technology creates wealth when it connects technological development with market needs and customer satisfaction. Technological breakthroughs open opportunities for economic growth, but competitiveness in the global market requires integrating product technology, production technology, and market demands.
This document discusses technopreneurship from various perspectives. It defines technopreneurship as ventures in fields like IT, electronics, biotech where technology is critical. It outlines 4 types of entrepreneurship and provides examples of successful technopreneurs. It also discusses elements needed for a successful technopreneurship program or hub, including education, culture of innovation, and industry partnerships. Finally, it proposes some strategies for the Philippines, such as developing student-technopreneurs and strengthening the ICT industry through competitions and scholarships.
The entrepreneurship course is divided into three segments covering innovation and design thinking, business models, and actual entrepreneurship. The course aims to provide tools for experience in developing innovative business ideas for profit or non-profit ventures. Students will work in teams to develop a business plan which they will present for evaluation. The course covers topics like innovation, creativity, business models, and case studies of successful entrepreneurs.
The accelerator and incubator ecosystem in Europe (2013)FrenchWeb.fr
The document discusses accelerators, incubators, and company builders that have helped advance entrepreneurship globally by supporting startups. It summarizes the key findings of a study that mapped 260 such startup programs across 10 European countries, finding Europe has a comparable number per capita to the US. The programs show diversity across countries in their geographical distribution and funding models. The document calls for European policies to address this diversity and funding gaps to further support entrepreneurship.
This document discusses common traps that companies fall into when trying to innovate, as well as remedies. It identifies four major waves of innovation focus since the late 1970s. Some common mistakes are having too narrow of a strategy scope, subjecting innovations to the same metrics as other projects, and having poor connections between mainstream and innovative business units. Remedies include broadening the innovation search, using flexible planning systems, and facilitating close connections between innovators and the mainstream business to avoid silos. Leadership, communication skills, and collaborative culture are also important for innovation success.
This presentation discusses innovation in the IT industry in India. It covers topics such as what innovation is, why it is important, dimensions of innovation, new conditions for innovation, and trends in the IT sector growth, jobs, and infrastructure management services market potential. Specifically, it notes that innovation involves implementing new ideas profitably through invention, development, and commercialization. It is important for growth, productivity, and living standards. The IT sector in India is growing with a projected 30% compound annual growth rate, bringing many new jobs and addressing a current shortage of over 50,000 professionals in infrastructure management services.
The document discusses innovation, entrepreneurship, and smart business models. It defines innovation as an invention paired with a process and market. Entrepreneurship is described as a process, not a person, and as being about large companies that happen to be small, not small businesses. Entrepreneurship bridges the gap between technology/opportunity and value. Technology entrepreneurship requires both technology entrepreneurship skills and management skills at different stages. It also discusses the importance of teamwork in entrepreneurship and the technology adoption lifecycle curve.
The document discusses the concept of reverse innovation, where innovations are developed first in developing markets and then distributed globally. It provides examples of companies innovating in emerging markets like India and China to create affordable products for those markets. GE Healthcare developed a portable and inexpensive ECG machine called MacIndia for the Indian market that costs $500, much less than their traditional $50,000 machine. A hospital in India developed extremely low-cost open heart surgery for $3,000 compared to $150,000 in the US through process innovations like standardization and economies of scale. These reverse innovations developed for emerging markets can then be distributed worldwide.
Fundraising as Main Problem for Entrepreneur 2012Vasily Ryzhonkov
1. What is the main bottleneck in startups funding?
2. How much venture and angel capital do we have available in the world? What is the demand for it?
3. Do all early-stage entrepreneurs have sufficient access to capital?
4. Could we change situation with financing not 1% of entrepreneurs, but more? If yes, how?
These questions and many others have been answered in current presentation. Careful analysis and research of VC industry have been done to guide audience through the early-stage entrepreneurs' main problem - ACCESS to CAPITAL.
The document discusses the rise of startup accelerator programs to support new technology ventures. It defines accelerator programs as having five main features: an open but competitive application process; provision of pre-seed investment in exchange for equity; a focus on small teams rather than individuals; time-limited support including mentoring and programming; and supporting startups in cohort batches. It notes the rapid growth of accelerator programs since 2005, especially in the US, and signs of replication in Europe. The document aims to better understand and debate how accelerator programs could help transform startup ecosystems.
Hard work & Low cost do not help by themselves any more. Intellectual arbitrage is here to stay. Innovation is the way to stay ahead of the pack. Be the game changer. Let our C3 methodology (part of triniti Innovation Framework) help you break out of idea scarcity and convert your ideas into profitable, implementable solutions.
The Timmons Model Of The Entrepreneurial ProcessAkash Pai
The Timmons Model of the Entrepreneurial Process describes entrepreneurship as being opportunity-driven and led by an entrepreneurial team. It emphasizes that opportunities should drive the required resources and team, not vice versa. The model also stresses the importance of fit and balance between the opportunity, resources, and team. An entrepreneur must continually assess and revise strategies to maintain this fit and balance as the opportunity and venture grow over time.
Accelerate Now! Current trends and strategies for the futureNUMA
You liked our White Paper "Accelerate Now" ? Read this news and share it !
NUMA goes for equity crowdfunding ! Paris-based innovation space provider NUMA is going international. To provide capital for this development phase, it has decided to call on the community at large, with an equity crowdfunding campaign.
--------------------------------------------------------------------------------------------------------
Accelerate Now !
Proudly supported by L'Atelier BNP
Early December last year, NUMA, a leading tech and innovation hub in central Paris and home to France’s first accelerator program, held its first ever European Accelerator Summit.
The Summit brought 200+ leaders from accelerators from across Europe and beyond to discuss and debate the current state and future of acceleration. Using collaborative workshops and interactive talks, the purpose of the 2-day conference was really to identify the top trends and challenges facing the accelerator sector and viable models and ideas to reinforce the future of acceleration.
Leveraging the ideas and content generated from the Summit, we’ve developed this whitepaper which focuses on what the group identified as the top trends in acceleration as well as the challenges, opportunities, and models for each.
The document discusses various topics related to engineering entrepreneurship including why entrepreneurship is important, what entrepreneurship entails, sources of innovation, essential elements of successful new ventures, and the role of technology in entrepreneurial success. It provides an overview of key concepts like the importance of management teams, business models, sources of capital, and creating customer value.
Innovation and creativity 07 managing innovationKamal AL MASRI
This document provides an overview of managing innovation strategies. It discusses key topics like developing innovation strategies, the importance of senior management involvement, and different types of innovation strategies. It also covers financing innovation methods and contrasts various approaches. The document emphasizes that innovation strategies are important to guide decisions around resource allocation and managing trade-offs. Developing an effective innovation strategy involves analyzing the competitive environment and leveraging the organization's strengths.
CIC provides services to help innovators and innovation partners in three key areas:
1) They evaluate opportunities for innovators and provide third-party validation to help innovators reach the market faster and increase their chances of success.
2) They measure and improve the performance of innovators and innovation programs to help partners monitor progress and evaluate programs.
3) They facilitate the development of innovation policies and programs to catalyze local innovation by sharing best practices from over 150 programs across Canada.
Master class in technology entrepreneurshipandrewmaxwell
The document summarizes a 22 step commercialization master class program aimed at helping potential entrepreneurs successfully commercialize new technologies. The program is open source and designed based on best practices from the Canadian Innovation Centre's 30 years of experience in technology commercialization. It introduces common concepts, tools, and metrics to guide innovators through the various stages and challenges of moving an innovation from concept to market.
Tagging systems can be modeled as tripartite networks consisting of users, resources, and tags. Analysis of tag co-occurrence networks reveals scale-free properties and non-trivial clustering that may encode semantic relationships between tags. A simple hierarchical model of user tagging is able to partially reproduce properties of real-world tag co-occurrence networks, providing evidence that users generally apply tags according to an underlying conceptual hierarchy. Further modeling semantic relationships could improve systems by facilitating categorization and spam detection.
This presentation discusses technology entrepreneurship and its relevance for engineering students. It defines technology entrepreneurship as applying existing technologies in innovative ways to meet unmet market needs. The biggest challenges for technology entrepreneurs are learning business skills and dealing with stakeholders. Critical factors for venture success include market adoption, potential, and barriers to entry. The presentation suggests students consider commercializing design projects and outlines resources for learning more about entrepreneurship.
Probabilità e statistica: la scienza della previsioneAndrea Capocci
Come introdurre la probabilità e la statistica nella scuola superiore? Questa è la presentazione di un percorso didattico che prevede di introdurre la statistica con preciso punto di vista, non esaustivo ma compiuto. Questa presentazione è stata preparata per l'esame di Probabilità e Statistica nel Tirocinio Formativo Attivo 2014-15 dell'Università di Roma Tre
The document discusses various topics related to entrepreneurship including cognitive foundations of idea generation, sources of new opportunities, types of entrepreneurial activities, and the entrepreneurial process. It also covers the open source business model and assessing new technology opportunities.
IBM's e-business strategy followed four goals: transforming itself into an e-business, helping business units use the internet/intranet effectively, establishing a strategy for its corporate website, and leveraging case studies. IBM focused on e-commerce, customer support, partner support, employee support, and e-procurement. Strategic planning for EC involves industry/competitive analysis, strategy formulation, implementation planning, and periodic reassessment. Key factors in strategic planning include critical success factors, opportunities/applications, organization/staffing, and security/control.
Product launches ppt @ bec doms mba bagalkot 2009Babasab Patil
The document discusses planning for successful company and product launches, noting that careful positioning strategy and evidence are important. It provides an overview of factors like identifying target customer segments and objectives, developing marketing materials and programs, and creating a launch timeline and checkpoints. The goal is to present a cohesive plan that establishes credibility and generates momentum for a new product or company.
International Entrepreneurship - Internationalization theoriesSenthilKumar Mukund
This document provides an overview of an international entrepreneurship module focusing on internationalization strategies and lessons from emerging markets. The module objectives are to understand relationships between internationalization strategies and how timing of entry impacts entry mode and market selection. The document outlines various internationalization strategy concepts like timing of entry, entry mode, market selection, and level of mimicry. It discusses how these concepts are related and influence each other. Key lessons from research on emerging markets are presented, such as firms being more likely to delay entry and use lower mimicry strategies in emerging versus developed markets.
Jeff Yelton - 2010 ScanSource POS & Barcoding Partner ConferenceScanSource, Inc.
The document discusses how companies can help their customers adapt to new realities in the current economic environment. It emphasizes the need to (1) deeply understand customers' challenges and strategies, (2) deliver balanced solutions that create value without compromising other priorities, and (3) provide expert project management and support. Acting as a "fulcrum" to help customers pivot strategically and implement solutions successfully position companies and their partners to succeed.
Product launches ppt @ bec doms mba bagalkot 2009Babasab Patil
The document discusses planning for successful company and product launches, noting that careful positioning strategy and evidence are important. It provides an overview of factors that influence launch success and outlines elements to consider for an effective launch plan, including objectives, marketing programs, timelines, and ensuring proper positioning strategy validation. The launch process involves multiple phases from an initial company announcement to full product launch.
This document discusses vendor management and the importance of training in vendor management. It covers selecting the right vendors, developing vendors through registration and rating, and using a learning cycle to improve skills over time. Training is emphasized as key to shortening the learning curve for employees. Vendors should be systematically evaluated and rated on various criteria to ensure quality suppliers. Documentation, computerization, and following ISO standards helps to standardize processes in vendor management.
This document discusses vendor management in construction management. It explains that vendor management seeks to identify reliable suppliers and develop strong relationships with them. The key aspects covered include:
- Choosing suppliers based on their ability to meet quality, price, and delivery standards. Registering selected suppliers and collecting detailed information on their capabilities.
- Rating suppliers based on criteria like product quality, on-time delivery, pricing, and innovation to determine the best performers. This promotes transparency and competition between vendors.
- Developing selected suppliers through a vendor development program to ensure a consistent supply of high-quality products over the long run. Maintaining a small number of top vendors encourages quality, low prices, and healthy competition.
Beating the Odds - Strategies for Successful AlliancesRob Minaglia
The document summarizes a presentation about CA Technologies' strategy for technology alliances and partnerships. It discusses CA's goals of accelerating growth and delighting customers through strategic alliances. The presentation outlines CA's taxonomy for different types of partners, including global service providers, systems integrators, technology partners, and others. It also discusses challenges in managing hybrid cloud environments and CA's approach to providing solutions across public, private and hybrid clouds.
August 4th, 2020 - Nonstop Reliability webinar. Visit nonstopreliability.com to join our next webinar.
Supply Chain: Risk Mitigation Strategies For Inventory Shortages
The COVID-19 pandemic has been a perfect storm to highlight the gap in most supply chain strategies. We had looked at quality versus cost, we made sure we had a secondary supplier, we optimized inventory on hand based upon lead times and demand to keep cash flow up, and then we got hit. We had not considered the impact of whole countries shutting down, or inter-continental shipping grinding to a halt. Here we will take a look at how to address the gaps that COVID-19 has exposed and others we have not yet even considered.
This document discusses strategies for new market entry and exploitation. It defines new entry as offering a new product, an established product to a new market, or creating a new organization. An entrepreneurial strategy generates and exploits new entry opportunities over time. Generating opportunities involves creating a valuable, rare, and inimitable bundle of resources using market and technological knowledge. Exploiting opportunities considers being a first mover and managing risks through narrow or broad market scope strategies or imitation strategies like franchising. Managing newness involves addressing liabilities of inexperience while leveraging advantages of flexibility.
Partner Management studies have shown that to become a highly successful channel partner you need to focus on a few traits, which you need to adhere to.
Positioning Strategies is a management consulting firm that helps technology companies develop positioning strategies. They have experience working with both startups and established firms. Their methodology involves analyzing the four forces of positioning: differentiation, vision, competition, and risk. They deliver positioning strategies, market visions, and messaging architectures to clients.
Service and Support as Production in I.T.Malcolm Ryder
The Demand perspective on managing I.T. is not all about buying and consumerization. Instead it is about selected and recognized capabilities of aligning technology to user intent.
The document discusses the concepts of feasibility and viability studies for business ventures. It explains that feasibility studies examine the strengths and weaknesses of a business idea, considering opportunities, resources and likelihood of success. Viability refers to a business's ability to survive and grow. The key aspects of feasibility and viability studies include analyzing the market, technical requirements, financials, economics, and strategies for ensuring sustainability. Feasibility studies aim to determine if a project is possible while viability studies focus on whether a business concept can last into the future.
Are You Selling Safety? Anyone Buying? November 2009FayFeeney
1) The document discusses strategies for insurance brokers and agents to better sell safety services to clients by understanding their "risk maturity" and readiness to invest in such services. It outlines assessing clients as basic, standard, or enhanced buyers and matching messaging and services accordingly.
2) Agents are encouraged to package safety services into basic, standard, and enhanced levels to meet different clients' needs and buying signals. Meeting with clients involves planning to identify the right service level and presenting a clear client benefit.
3) By properly evaluating a client's risk maturity and tailoring loss prevention services and messaging, agents can help clients meet underwriting standards, improve safety over time, and position safety as a value-add instead of just a
Idea buyer - identifying startup ideas for businessIdea Buyer
The document discusses factors to consider when evaluating new business opportunities and strategies. It describes three types of startup ideas (Type A draws on existing products, Type B involves new technologies or products, Type C improves existing products). It also discusses opportunity recognition, competitive advantage, analyzing the general, industry and competitive environments, assessing a company's resources and capabilities using SWOT analysis, and strategies like cost-based, differentiation-based, and focus strategies. The key is to identify opportunities through alertness, evaluate strengths and weaknesses, and choose a strategy to gain competitive advantage.
Idea buyer identifying startup ideas for businessIdea Buyer
The document discusses factors to consider when evaluating new business opportunities and strategies. It describes different types of startup ideas (Type A ideas based on existing products, Type B involving new technologies, Type C improving existing products). It also outlines factors for judging opportunities such as market factors, competitive advantage, economics, and management capability. Strategies discussed include cost-based, differentiation-based, and focus strategies. The document emphasizes opportunity recognition, entrepreneurial alertness, and assessing internal resources and external industry environments when developing strategies to capture new opportunities.
This document proposes a business strategy to provide driving safety education programs to consumers in order to offer insurance premium discounts. It would benefit consumers through lower premiums, and benefit insurers by potentially lowering claims and increasing policy retention and margins. The strategy involves partnering with existing online course providers to deliver the programs and integrating with insurers. It argues this approach can be implemented across many states and provides a mutually beneficial value proposition for all parties.
A.T. Kearney: Positioning for the Telematics Tipping PointbengillTU
Here is one of the keynote presentations from the hugely successful Insurance Telematics USA 2010.
During the presentation, two Vice Presidents from A.T. Kearney answer the following questions:
- How will the insurance telematics market evolve in the next 3-5 years?
- What are the implications for insurance companies?
- How should insurance companies position themselves for success in the face of uncertainty?
To view the presentation WITH AUDIO then click here:
http://www.telematicsupdate.com/insurance-telematics/presentations.shtml
A new business is challenged to persuade existing competitors’ customers to switch to those offered by the new company. If there is no current competitor, then the challenge is to persuade the customer of the benefits of purchasing a product or service at all. Changing potential customer behaviors is one of the biggest challenges faced by a new venture, and requires the new venture to provide evidence of significant benefits over current solutions or non-consumption. Evidence is required that product or service features offer significant benefits over currently available products or services, sufficient to make people change their current product use, either by switching from non-consumption, or away from a current supplier. It is important that the entrepreneur can actually provide some evidence of customer demand, and that identical features are not readily available from the main competitor. In some cases, product features are intertwined with a new business model that can foster a truly disruptive company, alternatively, the development of a novel business model can create a competitive advantage that better meets customer requirements and offers a substantive value proposition to a potential customer. Without the ability to offer something novel and unique, that the customer cannot readily obtain elsewhere, the venture should be rated as a red light (C).
Launching a new product or service has inherent technology risk related to performance of the product/service and the supply chain. At the point that an idea moves from a research project to a venture, the entrepreneur must provide evidence that the product or service is “market ready”. Evidence that most of the technology risks, associated with product development, manufacturability or technology implementation have been addressed, is required. Evidence that these risks have been addresses can be seen if the technology is used in another application, the use of a reliable technology supplier, or evidence of third party or expert technology performance. Alternatively, there may be evidence that the path to addressing identified technology risks is well known to the entrepreneur, or evidence that the proposed technology risk mitigation strategies are likely to be successful. Confidence in the reduction of technology risk in a new venture can be seen in the form of working prototypes, strategic partnerships with competent suppliers, or third party performance evidence. If technology risks are still seen as high, or are not properly identified, then this factor should be rated as a red light (C).
A new product or service has to have a sustainable competitive advantage otherwise existing or new competitors will subsequently enter the new venture’s market and drive down price and service, reducing long-term profitability. There are many ways in which a company can create a sustainable barrier to entry, that makes it much more difficult for competitors, but without one, the long-term profitability of the new business will reduce to zero. Perhaps most misunderstood or risk factor is the requirement for the entrepreneur to demonstrate a sustainable ‘barrier to entry’. If a business does not have a ‘barrier to entry’ then potential competitors can easily replicate the proposed product or service, making it difficult for the venture to sustain a continued profit. One common barrier to entry is the filing of a patent application (but there are times when this route is not preferred – due to the cost, time delays, disclosure requirements and uncertainties of the patent process. Other barriers to entry include: being first to market, developing a strategic marketing partner, licensing/developing a brand, having a supplier or cost advantage, or capturing a critical first customer, dominating a particular channel or receiving endorsement from well-known people or organizations. If the company can not show that it has the capability to perform in the marketplace in a manner that can not be easily replicated by a competitor, then this factor should be rated as a red light (C).
It must be easy for first customers to adopt the product, without needing to fundamentally change how or why they buy the product. Alternatively a compelling value proposition motivates change. Evidence of adoption requires customer validation as potential stakeholders are unable to predict market reaction, requiring evidence of 3rd party product or service validation. Evidence of customer adoption requires the entrepreneur to show that a potential customer will change their current behavior and buy the proposed product or service. Assessment requires a skeptical perspective and the need to see critical evidence of adoption, and that if necessary customers will start to use a product, where in the past they were non-consumers, alternatively that customers will modify their current processes to use the new product or services. A lack of evidence, in the form of third party validation, endorsement or conditional orders, will lead to a red light (C).
Channel partners are often essential in getting a new product or service to mainstream customers, yet potential partners have different motivations and skills than those of new ventures. A new venture must show it has a good understanding of what it takes to get the product or service to market, and qualified partners that can implement this strategy. Evidence of a viable channel to market is often one of the least considered factors, as entrepreneurs often believe that if they develop a product or service that meets a market need, finding a channel to market will not be a challenge. However, in reality, finding distributors or OEMs can be the biggest challenge, as rather than convincing customers of the benefits of a product or service, a larger partner has to be persuaded to divert resources from current activities to support the new venture. In addition to the challenges of getting the attention of the distributor or OEM, the choice of partner requires evidence that the partner can perform, and has the required skills and willingness to commit them. A retail product without a retail partner, or an OEM product without an identified and committed partner, stands a real chance of failure. The distributor is often the most crucial component of the implementation plan and the assessor must to be convinced that identified distributors/partners can and will do a good job. Without evidence of this this factor should be rated as a red light (C).
A viable business must be able to earn sufficient profit to provide a financial return for its founders, and if required, its investors. Bottom line profit is a function of top-line sales, which are a function of market share and market size. Creating a new venture is only cost-effective if the market dynamic and opportunity is sufficient to allow required returns to be achieved. In the case of ventures seeking equity investment, this requirement is amplified by the need to achieve an exit.. Evidence of market size requires the entrepreneur to provide insights into the dynamics of the market, the size of the market, and the nature of competition. Strong evidence is presented if the entrepreneur shows an understanding of the number of potential customers and how they will compete. Lack of evidence of a viable market, unrealistic market share calculations, underestimating competitors or small market size forecasts are reasons for this factor to be rated as a red light (C).
There is a direct link between the likelihood of venture success and the combined experience of the venture founders, advisors and management team. Evidence of relevant experience in some team members increases the likelihood that the company will be able to anticipate and manage risk. Evidence of reduced management risk is primarily based on the history of performance, although there are often times when an early stage entrepreneur simply does not have a track record of performance that can reduce concerns about management risk. In this case, the entrepreneur must show that they understand their own limitations, and are willing to work with individuals who have the requisite experience of the market, technology or challenges of implementing the business plan. Required resources to fill gaps identified in the management team may be hired, or join the venture as: mentors, advisers, or board members, however without recognition of potential gaps in the management team, and the identification of individuals who can compliment identified weaknesses, the management risks are likely to be excessive and the venture should be rated as a red light (C).
The most common reason for venture failure is running out of cash, this can be due to the fact that the company raises insufficient cash in advance to fund the negative cash flow ahead of revenues, that there is a high risk or negative cash flows associated with cost overruns or time delays, or the gross margins don’t support the cash flow required for operations. The final factor examined in CFA snapshot is the runway - that is the amount of money the company can obtain in the short term, before it is able to raise further rounds of money. Given that the single most common reason for a venture to fail is that it runs out of cash, this factor looks at cash flow projections, to see if they are realistic, to see if the company is likely to be able to raise sufficient cash in the short term to fund negative cash flow, and to determine that the company is likely to be able to attract further cash if required, often as it reaches valuation milestones in the venture creation process. In combination, if the entrepreneur does not show a clear understanding of the initial cash required, does not have a clear path to obtain this funding, or is unlikely to be able to raise additional funds before it runs out of cash, the venture should be rated as a red light (C).