This document provides an overview of a business strategy course for entrepreneurs. The course aims to teach students how to apply management theories in entrepreneurship through analyzing contemporary issues. Key topics include business administration, opportunity analysis, problem-solving, decision-making, and case studies. The objectives are to develop understanding of relevant theories, solve problems effectively, make sound business decisions, and gain experience applying theories in practice. Student performance will be evaluated based on social media interactions, individual reports, group projects, presentations, and a final exam.

1. TM.721
TM 721 Business Strategy for Entrepreneur
Master of Science in Technology Management Programme
Dr. Pun-Arjj Chairatana
Session 1 & 2
10 OCTOBER 2010

2. Course Description
• การนํําความรูดานการจััดการมาใชใน
ใ
– การบริหารธุรกิจ
– การวเคราะหสถานการณ และการวเคราะหโอกาสทางธุรกจ รวมถง
ิ ส ิ โ ส ิ ึ
– การแกไขปญหาและการตัดสินใจทางธุรกิจอยางมีประสิทธิภาพ
• โดยเนนวิเคราะหในประเด็นที่ทันสมัย เพื่อใหมประสบการณในการนําเอาทฤษฎีไป
โดยเนนวเคราะหในประเดนททนสมย เพอใหมประสบการณในการนาเอาทฤษฎไป
ี
ประยุกตใชในทางปฏิบัติ
• โดยอาศัยเทคนิค
โดยอาศยเทคนค
– กรณีศึกษา
– สัมมนาเชิงปฏิบัติการ และ
สมมนาเชงปฏบตการ
– เกมจําลองทางธุรกิจ เปนตน

3. Objectives
สรางความเขาใจตอ
ทฤษฎีและองคความรู
ที่เกี่ยวของกับกลยุทธ สรางความสามารถใน
เทคโนโลยและ
โ โ ี การแกไขปญหาและ
ไ ป
นวัตกรรมสําหรับ ศักยภาพการตัดสินใจ
ผูประกอบการ ทางธุรกิจนวัตกรรม สรางความสามารถใน
เทคโนโลยี และเทคโนโลยี การทํางานเปนกลุม
สรางความสามารถใน พัฒนาทักษะการ
การวิเคราะห วิเคราะหและพัฒนา
สถานการณ และ กรณีศึกษากลยุทธ
โอกาสทางธรกิจ
ุ ุ
ธรกิจเทคโนโลยีและ
นวัตกรรม

4. การวดผลสมฤทธในการเรยน
การวัดผลสัมฤทธิในการเรียน
์
• การปฎิิสัมพันธจากเครืือขายสังคม 15%
ป ั   ั
– ใหสราง SOCIAL NETWORK สําหรับแลกเปลียนองคความรูและการทํารายงานผาน
ning.com
ning com / facebook / และ twitter
• การทํารายงานเดี่ยว 15%
– พัฒนากรณีศึกษาดานกลยทธนวัตกรรม
พฒนากรณศกษาดานกลยุทธนวตกรรม
• การทํางานกลุม 20%
– พัฒนาบทวิเคราะหดานกลยทนวตกรรมรายสาขาหรออุตสาหกรรม
พฒนาบทวเคราะหดานกลยุทนวัตกรรมรายสาขาหรืออตสาหกรรม

• การนําเสนองานกลุม 20%
– นําเสนอบทวิเคราะหดานกลยทนวตกรรมรายสาขาหรออุตสาหกรรม
นาเสนอบทวเคราะหดานกลยุทนวัตกรรมรายสาขาหรืออตสาหกรรม

• การสอบปลายภาค 30%

5. STRUCTURE OF COURSE
Foundation
Strategic innovation
g
Session 01:
Technology, Strategic entrepreneurship
Innovation, and Session 03:
Strategy Understanding Strategic leadership
Session
S i 02: When Evolution of Session 06:
Strategy Meets Innovations Dimensions of Strategic organisation
Creativity Session 04: Managing Strategic Session 09:
Strategic Innovation Entrepreneurship Engagement of
Session 07: Paths of Leader Session 12: Principles
S i 05: C
Session Case of Strategic
Discussion Strategic Entrepreneur Session 10:
Leadership, Organisation
Session 08: Case
Discussions Envisioning, and Session 13:
Interacting Innovative VS
Session 11: Case Creative Organisation
i i i
Discussions Session 14: Case
Discussions

6. What are the differences?

7. Session 01: Technology Innovation and Strategy
Technology, Innovation,
What is Technology
Strategy?
Technology
Technology Technological What is Innovation
strategy innovation Strategy?
Entrepreneur
Strategy Innovation
strategy
Innovation How these strategies relate
g
to technological innovation?

8. Technology
• How technology differs from knowledge and science?
• Major groups of technologies:
– Emerging technologies
– General purposed technologies (GPT)
– Technology VS Invention
– Convergence VS Divergence
– Technology commercialisation
– Technology and Ethics
– And etc.

9. Innovation & Technological Innovation
• …concerned with the new or the novel.
• Distinction between innovation and invention?
• Is innovation technology based?
– Fact1: Many of the more significant innovations of the 20th century are
organizational rather than technology based!
• On Tangibility and Intangibility...
– FACT2: An innovation may therefore be a thing! Whether artefact product
artefact,
or process or indeed service, system or infrastructure

10. Evolution of Definition on Innovation I
• Building on Schumpeter’s useful definition between invention and innovation
– “Invention implies bringing something new into being;
– innovation implies bringing something new into use”.
• Innovation has been defined as...
– the successful introduction into an applied situation of means or ends that are new to
that situation.(Mohr, 1969, quoted in Cummings and O’Connell, 1978, p.34)
• Innovation means change.
– Such changes can be incremental or radical, evolutionary or revolutionary, enabling
g , y y, g
or disruptive. They can have different effects upon producers and users.

11. Evolution of Definition on Innovation II
The Department of The European
The OECD, 2001:
, Trade and Commission,
, FORA, Denmark:
,
Industry, UK,
I d st UK March 2003:
December 2003:
• Innovation can be • Innovation is the • Innovation is the • Innovation is the
defined as the successful exploitation of
p successful production,
p , development of products,
p p ,
development, deployment new ideas. assimilation and production processes,
and economic utilisation exploitation of novelty in services and concepts
of new products, the economic and social which are new to the
processes or services, spheres. activity in question.
and is an iincreasingly
di i l
important contributor to
sustained and
sustainable economic
growth,
growth both at
microeconomic and
macroeconomic levels.

12. Strategy
• Military origin,
• A plan of action designed to achieve a particular goal.
• O i i ll usage of strategy is distinctt f ttactics.
Originally f t t i di ti from ti
– Strategy: How different engagements are linked? The terms and conditions that it is
fought on and whether it should be fought at all is a matter of strategy
– Tactics: The conduct of an engagement. How battle or competition are fought is a
matter of tactics.
• Th f levels of economic strategy are
The four l l f i
– Economic goals or growth strategy,
– Corporate strategy
strategy,
– Operations, and
– Tactics.

13. Technology Strategy
• Objective(s), principles and tactics relate to the technologies that the organisation
uses.
• It focuses on the technologies people who directly manage such technologies
technologies, technologies.
• It can be implied to
– Organisational behavior towards technology decision
g gy
– Technology and resource allocation
– Technological human resource management
– Technological interface
– Value creation through technologies
– R&D management
– And etc.

14. Innovation Strategy:
Application for Thai Value Creation
Source: Tantichaoen, M. and developed from BIOTEC DATABASE
Copyright © 2006 Pun-Arj Chairatana
14

15. Innovation, Entrepreneur,
Innovation Entrepreneur and Strategy
• Much of existing innovation theories have developed and derived
from studies of large manufacturing firms in advanced markets and
mainly concerned with the successful of product innovation.
• Th i of entrepreneurship focus on small b i creation, our
Theories f t hi f ll business ti
scopes here are
– Application of key existing theories on innovation and entrepreneurship.
– Learning by doing

16. Bright idea, Burst model
idea
• Mr. M. was a bright young PhD scientist with a patent on a new
algorithm for monitoring social network activity and predicting the early
onset of a tipping point and trend
trend.
• He was convinced of the value of his idea and took it to market having
sold his car, borrowed money form family and friends and taken out a
car
large loan.
• He went bankrupt despite having a demonstration version which the
p p g
investors he showed it to were impressed by.
• Why might his failure be linked to having a p
y g g partial model of how
innovation works, and how could he avoid making the same mistake in
the future?

17. Knowledge, Strategy
Knowledge Strategy, and Innovation
• How does innovation operate as a knowledge creation and transfer
process?
• If innovation is increasingly a matter of knowledge management, what
sorts of challenges does this approach pose for managing the process?
• How can knowledge be used to provide competitive advantage in a
competitive market-place – and h might this advantage b protected
ii k l d how i h hi d be d
and preserved?
• How does innovation contribute to competitive advantage? Support your
answer with illustrations from both manufacturing and services.

18. New Paradigm, New Rules
Paradigm
• Does innovation matter for public services? Using examples indicate how
and where it can be an important strategic issue.
• Y are a newly-appointed di
You l i d director f a small charity which supports
for ll h i hi h
homeless people. How could innovation improve the ways in which your
charity operates?
• Innovation can take many forms. Give examples of product/service,
p
process,, p
position and p g (
paradigm (mental model) innovations.
)
• The low-cost airline approach has massively changed the way people
choose and use air travel, and has been both a source of growth for new
g
players and a life-threatening challenge for some existing players. What
types of innovation have been involved in this?

19. Session 02: When Strategy Meets Creativity
Strategy
St t Creativity
C ti it
Content Outcome Process

20. A Definition Framework of Creativity
• Uncreative strategy
Process – Creative can’t be planned directly
• Tolerating
contradictions +
Bisociative
– Bisocication
thinking
– Plurality
– Mistakes d id t
Mi t k and accidents
– Slack
Creativity – Expectation
Outcome – Imagine
Content
• Rethinking
problems +
transforming
• Innovation +
lasting value
– Competitive tension
contexts
– Heroic leadership by individual
– Creativity is not innovation

21. Five Creative Connections for the Future
Creative strategy Creative strategy utilises an Creative strategy draws Creative strategy involves
Creative strategy requires incorporates an approach to approach to upon an approach to an approach to organisation
the integration of innovation that harnesses entrepreneurship that leadership based upon that focuses that
both promotes both being able
To envision the Activities of
Innovation Creation and Diligence and big picture for others and
the future and
To interact in the Encourages them
Entrepreneurship Discovery Dilettantism present to roam into
pastures new.
Leadership and
Organisation.

22. Assignments 1
• Sector innovation patterns
• Innovation success and failure
• Strategic advantage through innovation

23. This short case exercises requires the student to investigate
q g
1) Patterns of innovation in the industry,
2) Highlighting patterns of continuous evolution punctuated by discontinuous shifts.
3) discussion of industry dynamics and the role which innovation plays in shaping these over time
time.
กรณศกษาคุกเอกชน
กรณีศึกษาคกเอกชน กรณศกษารถจกรยาน
กรณีศึกษารถจักรยาน