This document discusses entrepreneurial opportunities that arise from invention and innovation. It explains that entrepreneurs can develop new ventures by coming up with new ideas or finding solutions to consumer needs and wants. Successful ventures combine developing new ideas with understanding market demands. The document also provides examples of famous Canadian inventions and inventors, and explains the importance of patents, copyrights, licensing, and manufacturing in bringing new inventions to market.
This chapter discusses invention, innovation, and entrepreneurial opportunities. It describes how entrepreneurs can develop new ventures by identifying idea-driven opportunities through inventions or innovations, or market-driven opportunities through identifying consumer needs and desires. Successful ventures combine these aspects. The chapter also discusses finding opportunities through activities like manufacturing, retail, or services. Entrepreneurs must analyze market segments and map existing products/services to set their venture apart.
The document discusses the key characteristics and skills needed to be a successful entrepreneur. It identifies traits like being a risk taker, persistent, imaginative, and hardworking. Entrepreneurs also need strong research, management, and relationship building skills. Examples are given of successful Canadian entrepreneurs like Jimmy Pattison, Vickie Kerr, and David Tuccaro. A venture must also be feasible, have marketability, and be potentially profitable to succeed.
The document summarizes the important inventions and impacts of five prominent inventors:
1. Thomas Edison invented the incandescent light bulb which led to the creation of General Electric and powered labor saving devices.
2. Alexander Graham Bell invented the telephone which allowed quick oral communication and led to the formation of Bell Telephone Company (now AT&T).
3. The Wright Brothers invented the airplane with their first 12 second flight in 1903, leading to airplane factories and military plane use.
4. Albert Einstein developed the theory of relativity which explained nuclear energy and convinced the US to develop atomic bombs, based on his theory, to end WWII.
The document discusses creativity, innovation, and turning ideas into opportunities. It defines creativity as thinking up new things and notes that creativity involves generating and evaluating ideas. Innovation is defined as doing new things to create value and efficiency. The process of innovation involves idea generation, idea screening, feasibility testing, and implementation. The document also notes that most companies find innovation important to their business and lists common sources of new ideas for companies. It concludes by discussing how to screen ideas to find the best opportunities, such as determining if an idea solves an important customer problem.
The document discusses innovation in entrepreneurship. It defines innovation as the creation of new ideas, products, processes, etc. Innovation is important for entrepreneurship as it allows businesses to stay competitive, generate profits, and add value. The document outlines different types of innovation including product/service innovation, technology innovation, business model innovation, and more. It provides examples and tips for how entrepreneurs can encourage innovation within their organizations.
This chapter discusses invention, innovation, and entrepreneurial opportunities. It describes how entrepreneurs can develop new ventures by identifying idea-driven opportunities through inventions or innovations, or market-driven opportunities through identifying consumer needs and desires. Successful ventures combine these aspects. The chapter also discusses finding opportunities through activities like manufacturing, retail, or services. Entrepreneurs must analyze market segments and map existing products/services to set their venture apart.
The document discusses the key characteristics and skills needed to be a successful entrepreneur. It identifies traits like being a risk taker, persistent, imaginative, and hardworking. Entrepreneurs also need strong research, management, and relationship building skills. Examples are given of successful Canadian entrepreneurs like Jimmy Pattison, Vickie Kerr, and David Tuccaro. A venture must also be feasible, have marketability, and be potentially profitable to succeed.
The document summarizes the important inventions and impacts of five prominent inventors:
1. Thomas Edison invented the incandescent light bulb which led to the creation of General Electric and powered labor saving devices.
2. Alexander Graham Bell invented the telephone which allowed quick oral communication and led to the formation of Bell Telephone Company (now AT&T).
3. The Wright Brothers invented the airplane with their first 12 second flight in 1903, leading to airplane factories and military plane use.
4. Albert Einstein developed the theory of relativity which explained nuclear energy and convinced the US to develop atomic bombs, based on his theory, to end WWII.
The document discusses creativity, innovation, and turning ideas into opportunities. It defines creativity as thinking up new things and notes that creativity involves generating and evaluating ideas. Innovation is defined as doing new things to create value and efficiency. The process of innovation involves idea generation, idea screening, feasibility testing, and implementation. The document also notes that most companies find innovation important to their business and lists common sources of new ideas for companies. It concludes by discussing how to screen ideas to find the best opportunities, such as determining if an idea solves an important customer problem.
The document discusses innovation in entrepreneurship. It defines innovation as the creation of new ideas, products, processes, etc. Innovation is important for entrepreneurship as it allows businesses to stay competitive, generate profits, and add value. The document outlines different types of innovation including product/service innovation, technology innovation, business model innovation, and more. It provides examples and tips for how entrepreneurs can encourage innovation within their organizations.
Intellectual property rights and entrepreneurship - UK Intellectual Property ...imec.archive
The document discusses intellectual property rights and entrepreneurship. It provides an example of Matt Stevenson, who invented a new type of fish tank called biOrb. He registered his invention, obtained a patent, and grew his business from £100,000 to £4 million in turnover over five years. The document also outlines the steps an entrepreneur must take to start a business, including developing new products/services, checking for existing intellectual property, investigating legal requirements, and raising finance through personal funds, investors in exchange for shares, or loans that require repayment.
This document discusses cross selling as an important tactic for innovation. It begins by framing cross selling within the context of the 10 types of innovation. It then explains why cross selling is important, using the case study of how iPods were successfully cross sold. The document concludes by providing an example of how a company called Tanette implemented a cross selling strategy for their new product line, with the goals of increasing popularity, revenue and market share. They employed strategies like vouchers, bundled delivery and special custom orders.
BUS 499, Week 10 Lecture Strategic EntrepreneurshipSlide #Top.docxRAHUL126667
BUS 499, Week 10 Lecture: Strategic Entrepreneurship
Slide #
Topic
Narration
1
Introduction
Welcome to Senior Seminar in Business Administration.
In this lesson we will discuss Strategic Entrepreneurship.
Please go to the next slide.
2
Objectives
Upon completion of this lesson, you will be able to:
Analyze strategic entrepreneurship and corporate entrepreneurship.
Please go to the next slide.
3
Supporting Topics
In order to achieve this objective, the following supporting topics will be covered:
Entrepreneurship and entrepreneurial opportunities;
Innovation;
Entrepreneurs;
International entrepreneurship;
Internal innovation;
Implementing internal innovation;
Innovation through cooperative strategies;
Innovation through acquisitions; and
Creating value through strategic entrepreneurship.
Please go to the next slide.
4
Entrepreneurship and Entrepreneurial Opportunities
Entrepreneurship is the process by which individuals or groups identify and pursue entrepreneurial opportunities without being immediately constrained by the resources they currently control.
Entrepreneurial opportunities are conditions in which new goods or services can satisfy a need in the market. These opportunities exist because of competitive imperfections in markets and among the factors of production used to produce them or because they were independently developed by entrepreneurs. Entrepreneurial opportunities come in a host of forms such in a new market. Firms should be receptive to pursuing entrepreneurial opportunities whenever and wherever they may surface.
The essence of entrepreneurship is to identify and exploit entrepreneurial opportunities; that is, opportunities others do not see or for which they do not recognize the commercial potential.
Please go to the next slide.
5
Innovation
Innovation is a key outcome firms seek through entrepreneurship and is often the source of competitive success, especially in turbulent, highly competitive environments.
Firms engage in three types of innovative activity:
Invention is the act of creating or developing a new product or process.
Innovation is the process of creating a commercial product from an invention. Innovation begins after an invention is chosen for development. Thus, an invention brings something new into being, while an innovation brings something new into use. Accordingly, technical criteria are used to determine the success of an innovation.
Finally, imitation is the adoption of a similar innovation by different firms. Imitation usually leads to product or process standardization, and products based on imitation often are offered at lower prices, but without as many features. Entrepreneurship is critical to innovative activity in that it acts as the linchpin between invention and innovation.
Please go to the next slide.
6
Check Your Understanding
7
Entrepreneurs
Entrepreneurs are individuals, acting independently or as part of an organization, who see an entrepreneurial opportunity a ...
The document discusses innovation and its management. It outlines that innovation matters for economic growth and business success. It defines innovation as the process of translating ideas into goods and services with value. The document presents innovation as a multi-stage process involving searching for opportunities, selecting ideas, implementing solutions, and capturing value. It also explores different aspects of innovation such as the degree of novelty, platform innovation, and the innovation life cycle.
Product innovation refers to changes that improve the design, materials, functionality or user experience of a product. It helps companies stay relevant over time and is essential to long-term viability. Taking Apple's iPhone as an example, its innovative touchscreen design changed the mobile phone market and led to huge profits. Product innovation creates new products that customers want to buy, while process innovation refers to how products are manufactured and sold.
Entrepreneurship involves organizing and managing resources and assets to create value and bring innovations to the market. Entrepreneurs play a key role in economic development by identifying opportunities, taking risks to launch new businesses, and creating employment. They bring resources together in new combinations to increase value and introduce changes. More entrepreneurs means more innovations and economic growth. Entrepreneurs are classified in various ways, such as by timing of starting their venture, type of business, use of technology, motivations, growth levels, and stage of development.
The document discusses the process of seeking, screening, and seizing opportunities for entrepreneurship. It describes how entrepreneurs seek opportunities by being curious and innovative. It also lists various macro environmental forces like socio-cultural, political, economic, ecological, and technological factors that can provide opportunities. Potential opportunities are then screened using 12 criteria like relevance, revenues, ease of implementation, and risks. The top opportunity is then seized by conceptualizing the product or service, designing prototypes, and testing them with customers before full implementation and organization of the venture.
Disruptive innovation refers to transforming expensive or sophisticated products into simpler, more affordable options accessible to more people. It explains how innovation can change markets by presenting affordable, simple solutions and disrupting existing markets. Disruptive innovation occurs when smaller companies move upmarket and challenge larger incumbents by first targeting less profitable market segments with lower-cost products. Understanding disruptive innovation empowers entrepreneurs to disrupt industries and professionals to strategically avoid disruption.
The document discusses innovation and its importance for entrepreneurship. It defines innovation as creating new combinations of nature, labor, and capital to exploit opportunities. An innovation can include new products, services, production techniques, or ways to inform customers. Successful entrepreneurs monitor sources of innovation like customer needs, new technologies, or social/economic changes. The innovation process involves taking an idea through invention, development, commercialization, and application. Large companies can encourage innovation through organizational structures that balance autonomy and control.
The document discusses innovation and its importance for entrepreneurship. It defines innovation as creating new combinations of nature, labor, and capital to exploit opportunities through new or improved products, services, processes, techniques, or ideas. Successful innovation requires purposefully searching for sources of change and applying principles to develop, produce, and promote innovations to customers. Entrepreneurs can innovate in many ways within an organization or through new ventures.
The document discusses the product/service development process. It involves idea generation, product design, market research, and testing. Customer satisfaction is key and depends on developing products/services that meet customer needs. The development process includes generating new ideas, screening ideas, concept development and testing, developing a marketing strategy, business analysis, product development, market testing, and commercialization. Intellectual property like patents, trademarks, and copyrights should be secured to protect new products/services.
1. The document discusses the definition and importance of innovation. Innovation is defined as the practical implementation of ideas that result in new or improved goods, services, or processes.
2. The benefits of innovation are also discussed, including improved productivity, reduced costs, and increased competitiveness. Innovation is important for progress and sustainability.
3. Several steps for innovation are provided, including understanding the problem, developing solutions, employing agile methods, and testing solutions with customers through iterations and pivots as needed. Resources for further learning about innovation are also listed.
This document discusses innovation and its importance for entrepreneurship. It defines innovation as creating new combinations of nature's raw materials, labor, and capital. Entrepreneurs exploit opportunities for innovation by searching for changes and applying principles of successful innovation. The document outlines several areas where valuable innovation can occur, including new products, services, production techniques, and ways to inform customers. It emphasizes that success can come from multiple innovations across these areas. Finally, it discusses the innovation process and sources of innovative opportunities according to Peter Drucker.
This document discusses various aspects of developing a business plan, including creativity and idea generation, feasibility analysis, and business plan structure. It defines creativity and innovation, and lists questions to spur new ideas. It also describes conducting a feasibility study, including analyzing the industry, market, products/services, and financial feasibility. Finally, it discusses the importance of a business plan for communicating a new venture internally and externally to potential investors and stakeholders. The overall goal is to guide entrepreneurs through developing a successful business concept and plan.
The document outlines the topics to be covered in four units of an entrepreneurship course. Unit II focuses on opportunity identification and product selection. It discusses three key steps: identifying entrepreneurial opportunities through observing trends, solving problems, and finding gaps in the marketplace. When selecting a product, an entrepreneur must consider factors like demand, available funds, raw materials, technical requirements, profitability, qualified personnel, government policies, and how the product fits the company's objectives. Careful product selection is important for business success.
Opportunities for young creative practioners and creative entrepreneurs to acquire and broaden first-hand knowledge and skills for the future business initiatives.
In order to support to the growth of the Creative Economy in Vietnam, British Council collaborates with Vietnam Chamber of Commerce and Industry and the Investment & Trade Promotion Centre of Ho Chi Minh City to organize a four-day Training Programme for Creative Entrepreneurs in Hanoi and Ho Chi Minh City. The programme has been successfully implemented in various countries worldwide by the leading innovation organization Nesta from the United Kingdom.
Attending the Training Programme, creative entrepreneurs are defined as young people with creative idea/initiatives who start their business and young creative entrepreneurs trading up to 24 months. They should work in any of creative industries, including advertising, architecture, arts and antiques, crafts, design, designer fashion, film and video, leisure software, music, performing arts, publishing, software and computer services, television and radio.
Percy Emmett, a highly experienced specialist trainer and strategist in all areas of creative and cultural industries from the United Kingdom, will be the trainer in the Programme. With the extensive experience with setting up and running creative businesses building annual income of £1.7m, he is an expert in business development and mentoring from idea to setup, as well as change management covering all aspects of personal and professional skills, business diagnostics, business planning and finance.
During four days, participants have a chance to enroll on four sessions:
1. Listening and Values Modelling
2. Customer profiling & Future Evidence Modelling
3. Financial and Relationship Modelling
4. Drivers, Business as a Promise and Blueprinting
These aims will enable them to explore their idea and its viability and to enhance leadership, business planning, relation building, resources managing, marketing and financial skills.
This document discusses technological innovation and provides examples of both successful innovations and product failures throughout history. It defines key terms like innovation, disruptive innovation, and incremental vs. radical innovation. It also outlines strategies for managing different types of innovation, including maintaining an open innovation process, investing in a portfolio of technologies, and being willing to disrupt existing business models for radical innovations. Specific cases like Citibank developing new banking services through patents and metrics are presented.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Intellectual property rights and entrepreneurship - UK Intellectual Property ...imec.archive
The document discusses intellectual property rights and entrepreneurship. It provides an example of Matt Stevenson, who invented a new type of fish tank called biOrb. He registered his invention, obtained a patent, and grew his business from £100,000 to £4 million in turnover over five years. The document also outlines the steps an entrepreneur must take to start a business, including developing new products/services, checking for existing intellectual property, investigating legal requirements, and raising finance through personal funds, investors in exchange for shares, or loans that require repayment.
This document discusses cross selling as an important tactic for innovation. It begins by framing cross selling within the context of the 10 types of innovation. It then explains why cross selling is important, using the case study of how iPods were successfully cross sold. The document concludes by providing an example of how a company called Tanette implemented a cross selling strategy for their new product line, with the goals of increasing popularity, revenue and market share. They employed strategies like vouchers, bundled delivery and special custom orders.
BUS 499, Week 10 Lecture Strategic EntrepreneurshipSlide #Top.docxRAHUL126667
BUS 499, Week 10 Lecture: Strategic Entrepreneurship
Slide #
Topic
Narration
1
Introduction
Welcome to Senior Seminar in Business Administration.
In this lesson we will discuss Strategic Entrepreneurship.
Please go to the next slide.
2
Objectives
Upon completion of this lesson, you will be able to:
Analyze strategic entrepreneurship and corporate entrepreneurship.
Please go to the next slide.
3
Supporting Topics
In order to achieve this objective, the following supporting topics will be covered:
Entrepreneurship and entrepreneurial opportunities;
Innovation;
Entrepreneurs;
International entrepreneurship;
Internal innovation;
Implementing internal innovation;
Innovation through cooperative strategies;
Innovation through acquisitions; and
Creating value through strategic entrepreneurship.
Please go to the next slide.
4
Entrepreneurship and Entrepreneurial Opportunities
Entrepreneurship is the process by which individuals or groups identify and pursue entrepreneurial opportunities without being immediately constrained by the resources they currently control.
Entrepreneurial opportunities are conditions in which new goods or services can satisfy a need in the market. These opportunities exist because of competitive imperfections in markets and among the factors of production used to produce them or because they were independently developed by entrepreneurs. Entrepreneurial opportunities come in a host of forms such in a new market. Firms should be receptive to pursuing entrepreneurial opportunities whenever and wherever they may surface.
The essence of entrepreneurship is to identify and exploit entrepreneurial opportunities; that is, opportunities others do not see or for which they do not recognize the commercial potential.
Please go to the next slide.
5
Innovation
Innovation is a key outcome firms seek through entrepreneurship and is often the source of competitive success, especially in turbulent, highly competitive environments.
Firms engage in three types of innovative activity:
Invention is the act of creating or developing a new product or process.
Innovation is the process of creating a commercial product from an invention. Innovation begins after an invention is chosen for development. Thus, an invention brings something new into being, while an innovation brings something new into use. Accordingly, technical criteria are used to determine the success of an innovation.
Finally, imitation is the adoption of a similar innovation by different firms. Imitation usually leads to product or process standardization, and products based on imitation often are offered at lower prices, but without as many features. Entrepreneurship is critical to innovative activity in that it acts as the linchpin between invention and innovation.
Please go to the next slide.
6
Check Your Understanding
7
Entrepreneurs
Entrepreneurs are individuals, acting independently or as part of an organization, who see an entrepreneurial opportunity a ...
The document discusses innovation and its management. It outlines that innovation matters for economic growth and business success. It defines innovation as the process of translating ideas into goods and services with value. The document presents innovation as a multi-stage process involving searching for opportunities, selecting ideas, implementing solutions, and capturing value. It also explores different aspects of innovation such as the degree of novelty, platform innovation, and the innovation life cycle.
Product innovation refers to changes that improve the design, materials, functionality or user experience of a product. It helps companies stay relevant over time and is essential to long-term viability. Taking Apple's iPhone as an example, its innovative touchscreen design changed the mobile phone market and led to huge profits. Product innovation creates new products that customers want to buy, while process innovation refers to how products are manufactured and sold.
Entrepreneurship involves organizing and managing resources and assets to create value and bring innovations to the market. Entrepreneurs play a key role in economic development by identifying opportunities, taking risks to launch new businesses, and creating employment. They bring resources together in new combinations to increase value and introduce changes. More entrepreneurs means more innovations and economic growth. Entrepreneurs are classified in various ways, such as by timing of starting their venture, type of business, use of technology, motivations, growth levels, and stage of development.
The document discusses the process of seeking, screening, and seizing opportunities for entrepreneurship. It describes how entrepreneurs seek opportunities by being curious and innovative. It also lists various macro environmental forces like socio-cultural, political, economic, ecological, and technological factors that can provide opportunities. Potential opportunities are then screened using 12 criteria like relevance, revenues, ease of implementation, and risks. The top opportunity is then seized by conceptualizing the product or service, designing prototypes, and testing them with customers before full implementation and organization of the venture.
Disruptive innovation refers to transforming expensive or sophisticated products into simpler, more affordable options accessible to more people. It explains how innovation can change markets by presenting affordable, simple solutions and disrupting existing markets. Disruptive innovation occurs when smaller companies move upmarket and challenge larger incumbents by first targeting less profitable market segments with lower-cost products. Understanding disruptive innovation empowers entrepreneurs to disrupt industries and professionals to strategically avoid disruption.
The document discusses innovation and its importance for entrepreneurship. It defines innovation as creating new combinations of nature, labor, and capital to exploit opportunities. An innovation can include new products, services, production techniques, or ways to inform customers. Successful entrepreneurs monitor sources of innovation like customer needs, new technologies, or social/economic changes. The innovation process involves taking an idea through invention, development, commercialization, and application. Large companies can encourage innovation through organizational structures that balance autonomy and control.
The document discusses innovation and its importance for entrepreneurship. It defines innovation as creating new combinations of nature, labor, and capital to exploit opportunities through new or improved products, services, processes, techniques, or ideas. Successful innovation requires purposefully searching for sources of change and applying principles to develop, produce, and promote innovations to customers. Entrepreneurs can innovate in many ways within an organization or through new ventures.
The document discusses the product/service development process. It involves idea generation, product design, market research, and testing. Customer satisfaction is key and depends on developing products/services that meet customer needs. The development process includes generating new ideas, screening ideas, concept development and testing, developing a marketing strategy, business analysis, product development, market testing, and commercialization. Intellectual property like patents, trademarks, and copyrights should be secured to protect new products/services.
1. The document discusses the definition and importance of innovation. Innovation is defined as the practical implementation of ideas that result in new or improved goods, services, or processes.
2. The benefits of innovation are also discussed, including improved productivity, reduced costs, and increased competitiveness. Innovation is important for progress and sustainability.
3. Several steps for innovation are provided, including understanding the problem, developing solutions, employing agile methods, and testing solutions with customers through iterations and pivots as needed. Resources for further learning about innovation are also listed.
This document discusses innovation and its importance for entrepreneurship. It defines innovation as creating new combinations of nature's raw materials, labor, and capital. Entrepreneurs exploit opportunities for innovation by searching for changes and applying principles of successful innovation. The document outlines several areas where valuable innovation can occur, including new products, services, production techniques, and ways to inform customers. It emphasizes that success can come from multiple innovations across these areas. Finally, it discusses the innovation process and sources of innovative opportunities according to Peter Drucker.
This document discusses various aspects of developing a business plan, including creativity and idea generation, feasibility analysis, and business plan structure. It defines creativity and innovation, and lists questions to spur new ideas. It also describes conducting a feasibility study, including analyzing the industry, market, products/services, and financial feasibility. Finally, it discusses the importance of a business plan for communicating a new venture internally and externally to potential investors and stakeholders. The overall goal is to guide entrepreneurs through developing a successful business concept and plan.
The document outlines the topics to be covered in four units of an entrepreneurship course. Unit II focuses on opportunity identification and product selection. It discusses three key steps: identifying entrepreneurial opportunities through observing trends, solving problems, and finding gaps in the marketplace. When selecting a product, an entrepreneur must consider factors like demand, available funds, raw materials, technical requirements, profitability, qualified personnel, government policies, and how the product fits the company's objectives. Careful product selection is important for business success.
Opportunities for young creative practioners and creative entrepreneurs to acquire and broaden first-hand knowledge and skills for the future business initiatives.
In order to support to the growth of the Creative Economy in Vietnam, British Council collaborates with Vietnam Chamber of Commerce and Industry and the Investment & Trade Promotion Centre of Ho Chi Minh City to organize a four-day Training Programme for Creative Entrepreneurs in Hanoi and Ho Chi Minh City. The programme has been successfully implemented in various countries worldwide by the leading innovation organization Nesta from the United Kingdom.
Attending the Training Programme, creative entrepreneurs are defined as young people with creative idea/initiatives who start their business and young creative entrepreneurs trading up to 24 months. They should work in any of creative industries, including advertising, architecture, arts and antiques, crafts, design, designer fashion, film and video, leisure software, music, performing arts, publishing, software and computer services, television and radio.
Percy Emmett, a highly experienced specialist trainer and strategist in all areas of creative and cultural industries from the United Kingdom, will be the trainer in the Programme. With the extensive experience with setting up and running creative businesses building annual income of £1.7m, he is an expert in business development and mentoring from idea to setup, as well as change management covering all aspects of personal and professional skills, business diagnostics, business planning and finance.
During four days, participants have a chance to enroll on four sessions:
1. Listening and Values Modelling
2. Customer profiling & Future Evidence Modelling
3. Financial and Relationship Modelling
4. Drivers, Business as a Promise and Blueprinting
These aims will enable them to explore their idea and its viability and to enhance leadership, business planning, relation building, resources managing, marketing and financial skills.
This document discusses technological innovation and provides examples of both successful innovations and product failures throughout history. It defines key terms like innovation, disruptive innovation, and incremental vs. radical innovation. It also outlines strategies for managing different types of innovation, including maintaining an open innovation process, investing in a portfolio of technologies, and being willing to disrupt existing business models for radical innovations. Specific cases like Citibank developing new banking services through patents and metrics are presented.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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1. 1
Chapter 11: Invention and Innovation
Entrepreneurial Opportunities
Choosing a Venture
If you have the skills and characteristics to be an entrepreneur,
ask yourself these questions:
• What kind of venture will you start?
• How will you do it?
Entrepreneurs can look for opportunities to develop new ventures
in two ways—as idea-driven or as market-driven opportunities.
Idea-driven Enterprises
An ideas-driven enterprise for a business usually starts as an
invention or innovation.
Market-driven Enterprises
A market-driven enterprise for a business usually develops as a
result of a need and want that consumers indicate or desire.
2. 2
Chapter 11: Invention and Innovation
Entrepreneurial Opportunities
Bringing Ideas and Marketing Skills Together
Successful ventures combine the idea-driven
aspect with the market-driven one.
Entrepreneurs can learn marketing skills,
technical skills, or form a partnership with
someone who has complementary attributes.
A feasible venture is one that has the potential to
be successful. The entrepreneur plans reasonable
goals for the venture, and thinks about an idea
and a market to ensure the business’ success.
3. 3
Chapter 11: Invention and Innovation
Entrepreneurial Opportunities
Finding Entrepreneurial Opportunities
New venture categories include
• manufacturing
• retail sales
• importing or wholesaling
• service
A new venture must solve a problem or satisfy a need or a want.
To find out about the market for a new business, an entrepreneur
needs to segment the current market and create a product or
service map.
4. 4
Chapter 11: Invention and Innovation
Entrepreneurial Opportunities
Segmenting
Before a new venture is launched, entrepreneurs must analyze
the segment of the market by looking for the common
characteristics in which the business fits.
Product or Service Mapping
Product mapping allows an entrepreneur to visualize all the
products or services that are available in a segment and to group
them by specific features.
Setting Your Venture Apart
The goal of a new venture is to ensure that it is different than
those already operating. Manufacturers, importers, or wholesalers
need to offer different products than those that already exist.
Retailers and service providers also must think of ways to set
themselves apart from others.
5. 5
Chapter 11: Invention and Innovation
Some Canadian Inventions
What Is an Invention?
An invention is a product or process that does something that
has never been done before. When the invented product or
service fills a need, it can potentially be sold to consumers.
Canadian Inventors and Inventions
Some well know inventions and inventors are included in the
chart below. (For more, see chart on p. 345 of text.)
Year Invention Canadian Inventor
1921 Insulin Drs. Banting and Best
1960 Goalie mask Jacques Plante
1994 Java computer language James Gosling
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Chapter 11: Invention and Innovation
Taking the Next Step
Entrepreneurship starts when a new invention or innovation
becomes the inspiration for a venture.
Patents and Copyrights
Entrepreneurs need to patent or copyright their inventions.
A patent is the registration of an inventors legal right of ownership
for their invention. It prevents others from using the invention
without permission.
A copyright is the exclusive right to publish, produce, sell, or
distribute an original work of literature, art, music, software,
design, and so on.
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Chapter 11: Invention and Innovation
Entrepreneurial Opportunities
Licensing Agreements
Licensing an invention or innovation allows another business to use it
for a fee or a royalty.
Franchising Agreements
Similar to a licensing agreement, a franchise agreement is an
arrangement for one business to license the rights to its name and
procedures to another business or person.
Producing the Invention
The manufacturing of a new invention often requires a large amount of
capital and expertise. This process can be very risky.
Selling the Rights
Entrepreneurs can sell outright their patents or copyrights.
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Chapter 11: Invention and Innovation
The Impact of Innovation
What Is an Innovation?
An innovation requires using new technology,
materials, or processes to improve existing products or
to create new production and distribution processes.
Innovators as Entrepreneurs
Innovators build on what other businesses, such as
manufacturers, distributors, and marketers, have
already developed. They look to the competition for
ways to gain an advantage for their new products or
services.
Entrepreneurs use innovation to change how a product
is used, packaged, marketed, distributed, designed, or
manufactured.
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Chapter 11: Invention and Innovation
The Impact of Innovation
Changing How a Product Is Used
When entrepreneurs discover innovative ways
to use a familiar product, they can develop a
whole new market for that product.
Changing the Package
Changing the way a product is packaged can
create a whole new industry.
Changing the Marketing Strategy
Changing the way a product or service is
promoted or advertised can target a new
market and, potentially, improve sales.
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Chapter 11: Invention and Innovation
Entrepreneurial Opportunities
Changing the Distribution Process
Changing or improving the way a product is distributed can
potentially result in more and new customers.
Changing the Design
A design change to a product can improve how it functions or who it
appeals to in a new market segment.
Changing the Manufacturing Process
As new technologies and materials are developed, manufacturers
must review their production processes to create better and less
expensive products.
Editor's Notes
ENTREPRENEURIAL OPPORTUNITIES Idea-driven Enterprises Someone is inspired to provide a new service or create a new product and then brings it to market. Since no need was expressed by the marketplace for the product there is risk involved with idea-driven enterprises. Market-driven Enterprises Market-driven means the venture is the result of a market demand or need rather than someone coming up with a product idea. The need or want within the market may not match the entrepreneurial skills and characteristics that an individual has.
BRINGING IDEAS AND MARKETING SKILLS TOGETHER Marketing skills can be acquired by taking courses, reading texts, accessing websites, and magazines. Skilled individuals can be hired from ad firms, research companies, and consultant firms. High schools and community colleges provide technical skills training. How-to-books, the Internet, and magazines also are a wealth of information. Technically skilled people can be hired from drafting firms, industrial design companies, and technical consulting firms. Taking on a partner can increase venture capital and diversify the risk. Prospective partners can be accessed at capital trade fairs, by placing advertisements, or by using the Internet.
FINDING ENTREPRENEURIAL OPPORTUNITIES You need to find out what is and what is not already available in the market. You can innovate of improve on an existing product or service. You can provide a product of service that does not exist. A feasible venture is a venture that has the potential to succeed. A market segment is any part of an overall market that has common characteristics.
FINDING ENTREPRENEURIAL OPPORTUNITIES Segmenting A market segment is a part of an overall market that has common characteristics. An example of a market segment is the caffeine-free diet colas that are part of the overall beverage market. Mapping Root beer could be mapped by features to include long-necked bottles, premium root beers, foaming root beers, and so on. See Figure 11.2, “Root Beer Product Map”, on page 342. Analyses of statistics, taste-test data, product histories, consumer motivation data, etc. to learn more about the different brands. The resulting product map is best represented visually in an organizational style chart. Once completed the map helps an entrepreneur develop a product or service with a unique set of features. Setting Your Venture Apart There are many venture configurations that would result in success.
WHAT IS AN INVENTION? Some entrepreneurs build businesses that produce, distribute, and market an inventions. Some inventors do not realize the potential commercial applications of their invention or prefer not to pursue it. CANADIAN INVENTORS AND INVENTIONS See Table 11.1, “Canadian Inventions and Inventors”, on page 345.
PATENTS AND COPYRIGHTS The acquisition of a patent can be complicated and expensive. Lawyers can help with application and patent searches. If someone else has a previous patent or similar one a new application will not be granted. Inventions are protected during the “patent pending” period of time. To prevent the theft of your idea(s) make sure to utilize the services of a reputable patent service.
ENTREPRENEURIAL OPPORTUNITIES Licensing Agreements Royalty is a fee paid to the owner of a patent or copyright by someone who uses it. A royalty can be a fixed price or a percentage of total sales revenue. Ideas, images, and names can be licensed in product development. Fictional characters and sports teams are examples of things that could have their names, pictures, and logos on products. Producing the Invention Often entrepreneurs form partnerships with established businesses or financial investors that provide funds and expertise. Venture capital markets are a forum for bringing together inventors and financial investors who are interested in developing new ideas. Selling the Rights This is the fast way to realize revenue from an invention or innovation. An advantage would be that the buyer assumes risks such as financing, production, and marketing of the product. Another advantage is that the entrepreneur would not have to wait for the money. A disadvantage to selling the rights is that the invention is used in an application not anticipated by the inventor. A second disadvantage could be that long term profits may exceed the payment for the patent or copyright.
WHAT IS AN INNOVATION? Many product we use today have changed from the original way the inventor created them. Soap has seen many changes in the way it is manufactured, what ingredients go into it, how it is distributed, and its form (soap on a rope).
INNOVATORS AS ENTREPRENEURS Changing How a Product is Used 3M Scotch Tape, introduced in 1948, has been marketed for a wide variety of uses over the years. Changing the Package Beverage containers have gone from glass bottles to wax covered cartons to recyclable tetra style boxes. Package innovations occur for many reasons including to be environmentally friendly and to help the products marketability to a new audience. Changing the Marketing Strategy An example of increasing sales occurred in the late 1990’s when the marketers of Corn Pops strategically placed commercial targeting teens.
INNOVATORS AS ENTREPRENEURS Changing the Distribution Process Trade shows are an exhibition where a large number or manufacturers and distributors show their goods. These shows often have restricted entrance, only allowing people involved in the show’s industry attendance. Expanding a product market can be accomplished by distributing it internationally. Kiwi is an example of a product that was not readily available before the 1980s in Canada, but now is commonly purchased fruit. Changing the Design Changing the size, colour, or shape of a product can generate more sales. Changing the Manufacturing Process New processes and machines can improve efficiency and lower production costs; produce products in less time and help in the creation of better quality products.