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Launching Successful Ventures [Mīkstie vāki]

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  • Formāts: Paperback / softback, 352 pages, height x width: 231x187 mm, weight: 590 g
  • Izdošanas datums: 28-Feb-2019
  • Izdevniecība: SAGE Publications Inc
  • ISBN-10: 1506358934
  • ISBN-13: 9781506358932
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  • Cena: 150,95 €
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Launching Successful VenturesPalielināt
  • Formāts: Paperback / softback, 352 pages, height x width: 231x187 mm, weight: 590 g
  • Izdošanas datums: 28-Feb-2019
  • Izdevniecība: SAGE Publications Inc
  • ISBN-10: 1506358934
  • ISBN-13: 9781506358932
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9781506358932.html
Keywords:
"Finally a textbook about entrepreneurship written by those who have actually done it rather than just studied it."

W. Don Stull, Texas Tech University 

The majority of new businesses dont survive their first year. Launching Successful Ventures teaches students the nuts and bolts of creating new ventures while helping them avoid the common pitfalls that often lead to failure. Entrepreneurial exercises, case studies, step-by-step guidelines, and in-depth coverage of important financial topics such as managing cash flow, equity capital, and debt and investment capital are designed to help students build sustainable, lucrative ventures. Authored by successful serial entrepreneurs and award-winning researchers Michael Fountain and Tom Zimmerer, this new text provides a concise, practical guide for students seeking to develop high-growth ventures.  

Recenzijas

"Finally a textbook about entrepreneurship written by those who have actually done it rather than just studied it." -- W. Don Stull "This is a practical hands-on approach that is worth considering for your courseconcise and full of meaningful exercises and examples."  -- Violet Z. Christopher "This book is a great resource for potential entrepreneurs and a good foundation for those brave enough to strike out on their own."  -- Kim L. Wangler "Launching Successful Ventures is a decent resource for an introductory or mid-level course. It has the potential to be an excellent resource alongside writing a business plan. It also offers a detailed breakdown of the most vital concepts comprising entrepreneurship."  -- Adam Starks "This book is well written with concepts that would engage students intellect in the Launching New Venture class."  -- Benjamin K. Ofili "Practical with meaningful learning activities."  -- Ayisha E. Sereni "This text attempts to offer the new entrepreneur a guide for success and focuses a good deal of attention on the analytical skills that many new entrepreneurs lack." -- Aaron M. Butler "This text is tuned for the high-growth venture founder who has a preconceived business concept."  -- Stephen E. Lanivich "An excellent tool for entrepreneurship classes."  -- William J. Carner "A great text for non-business majors, students without prior business knowledge, or nascent entrepreneurs to quickly gain an understanding of the process of entrepreneurship and access to some tools to quickly get them working on building their business."  -- April J. Spivack

Preface xv
Acknowledgments xix
About the Authors xxi
Chapter 1 The Entrepreneurial Venture 1(24)
Chapter Learning Objectives
1(1)
The Entrepreneur
2(2)
Entrepreneurial Success
2(1)
Entrepreneurial Traits
3(1)
Entrepreneurial Drive
3(1)
Types of Entrepreneurial Ventures
4(4)
Creative Destruction and Innovation
6(2)
Where Are Today's Entrepreneurs Coming From?
8(3)
Boomers
8(1)
"Young Guns"
9(1)
Women
9(1)
Corporate Castoffs, Immigrants, and Minorities
10(1)
Your Challenge
11(1)
Global Entrepreneurship and the Acceleration of Competition
12(4)
Changing Realities
12(2)
Enhancing Economic and Social Well-Being
14(2)
Customer-Focused Business Models
16(1)
Developing an Entrepreneurial Culture
17(1)
The Need for Continuous Change
18(1)
Social Entrepreneurship in Our Economy
19(1)
Conclusion
20(2)
Entrepreneurial Exercises
22(3)
Chapter 2 Creativity and Market Viability 25(31)
Chapter Learning Objectives
25(1)
In Search of the Valuable Idea
26(1)
The Power of Human Creativity
26(3)
Convergent and Divergent Thinking
27(1)
Building a More Creative Brain
28(1)
Challenging Established Paradigms
28(1)
Screening and Evaluating Ideas
29(6)
Understanding the Targeted Market
30(1)
Understanding Buyers' Behavior Patterns
30(1)
Target Customer Satisfaction
31(2)
Identifying Unmet or Under-Met Needs
33(2)
Market Evaluation Steps
35(4)
Identifying Potential Adaptors
35(1)
Innovators and Early Adopters
36(3)
Creating a Potential Adopter Profile
39(3)
Building an Opportunity Evaluation Model
42(1)
The Seven-Part Assessment Model
43(5)
Part 1 Value Creation
44(1)
Part 2 Barriers to Adoption
44(2)
Assessing the Barriers to the Adoption of the Product or Service
44(2)
Part 3 "Valley of Death"
46(1)
Create Your Own "Valley of Death" Model Unique to Your Business Situation
46(1)
Part 4 Window of Opportunity
46(1)
Part 5 Risk
46(1)
Part 6 Potential Adopters
47(1)
Part 7 Cost
48(1)
Assessing the Actual Market Potential: The Ugly Realities
48(3)
Conclusion
51(2)
Entrepreneurial Exercises
53(3)
Chapter 3 Industry and Competitive Analysis 56(27)
Chapter Learning Objectives
56(1)
Assessing the Industry
56(1)
The Macroenvironmental Analysis Process
57(3)
Critical Forces, Trends, and Events
57(1)
Cross Impact Analysis and Environmental Scanning
58(2)
Components of the Macroenvironment
60(3)
Economic Environment
60(1)
Technological Environment
60(1)
Sociopolitical Environment
61(1)
Demographic and Lifestyle Environment
61(1)
Creating Opportunities
62(1)
Stages of Industry Development
63(3)
Mature Industries
63(1)
Declining Industries
64(1)
Fragmented Industries
64(1)
Emerging Industries
65(1)
Global Industries
65(1)
Analyzing Industry Behavior
66(2)
Porter's Five Forces Model
66(2)
Impact of Suppliers
67(1)
Impact of Buyers
67(1)
Impact of Substitute Products or Services
67(1)
Competitive Analyses and Competitive Profile Matrices
68(5)
Competitive Critical Factors
68(2)
Constructing a Competitive Profile Matrix
70(1)
Value Chain Analysis
71(1)
Benchmarking
72(1)
Creating Your Business Model
73(4)
The Value of Strategic Thinking
74(1)
Applying Critical Driving Forces
74(1)
Business Strategies
75(2)
Entrepreneurial Exercises
77(6)
Chapter 4 New Venture Marketing 83(38)
Chapter Learning Objectives
83(1)
Customers and the Market
84(1)
"Market Disruptors"
85(1)
Switching Cost: A Barrier to Adoption
86(1)
Market Research and Market Segmentation
86(4)
Effective Marketing Strategies
90(5)
Steps in the Marketing Plan
90(1)
Innovation
91(1)
Convenience
92(1)
Speed
92(1)
Customer Satisfaction
92(3)
Components of a Marketing Strategy
95(1)
Product Strategies
95(2)
Product Life Cycle
95(2)
Development Stage
95(1)
Introduction Stage
96(1)
Growth Stage
97(1)
Maturity and Saturation Stages
97(1)
Place Strategies
97(3)
Direct Sates Locations
98(1)
Direct Electronic Marketing
98(1)
Entrepreneur to Distributors and Wholesalers
99(1)
Pricing Strategies
100(6)
Product Value and Price
100(1)
Value-Based Pricing
101(1)
Cost-Based Pricing
102(1)
Price Sensitivity
103(1)
Purchase Probability Analysis
103(2)
"Follow-the-Leader" Pricing Strategy
105(1)
Market Penetration Pricing Strategy
106(1)
Promotion Strategies
106(9)
Messaging the Market
107(1)
"Brand Evangelist"
108(1)
Promotional Activities
108(1)
Traditional Advertising Mediums
109(16)
Newspapers
109(1)
Radio
109(1)
Trade Shows
110(1)
Television
110(1)
Magazines
111(1)
Direct Mail
112(1)
Directories
112(1)
Personal Selling
113(2)
Conclusion
115(1)
Entrepreneurial Exercises
116(5)
Chapter 5 The Financial Plan 121(24)
Chapter Learning Objectives
121(1)
By the Numbers
121(1)
Financial Analysis
122(3)
Basic Financial Statements
125(2)
Balance Sheet
125(1)
Income Statement
126(1)
Cash Flow Statement
127(1)
Breakeven Analysis and the Pro Forma Financial Statement
127(5)
Breakeven Analysis
127(2)
Pro Forma Income Statement
129(2)
Pro Forma Balance Sheet
131(1)
Financial Ratio Analysis
132(9)
Liquidity Ratios
135(1)
Current Ratio
135(1)
Quick Ratio
135(1)
Leverage Ratios
135(2)
Debt Ratio
136(1)
Debt to Net Worth Ratio
136(1)
Times Interest Earned Ratio
136(1)
Operating Ratios
137(3)
Average Inventory Turnover Ratio
138(1)
Average Collection Period Ratio
138(1)
Net Sales to Total Assets Ratio
139(1)
Net Sales to Working Capital Ratio
139(1)
Profitability Ratios
140(6)
Net Profit on Sales Ratio
140(1)
Net Profit to Equity Ratio
140(1)
Conclusion
141(1)
Entrepreneurial Exercises
142(3)
Chapter 6 Cash Flow Management 145(16)
Chapter Learning Objectives
145(1)
Cash and Profits Are Not the Same
146(1)
Cash Flow Process
146(8)
The Cash Budget
147(2)
Avoiding a Cash Crisis
149(1)
Accounts Receivable
149(2)
Credit Policies
151(1)
Screening Credit Applicants
151(1)
Evaluating Credit Worthiness
152(1)
Components of a Sales Contract
152(1)
Invoice Statement
152(1)
Steps to Collect Late Payments
153(1)
Cash Flow Management: Inventories
154(1)
Cash Flow Management: Accounts Payable
154(2)
Avoiding the Cash Crunch
156(1)
Steps to Avoid a "Cash Crunch"
156(1)
Investing Excess Cash
157(1)
Conclusion
157(1)
Entrepreneurial Exercises
158(3)
Chapter 7 The Founder and the New Venture Team 161(28)
Chapter Learning Objectives
161(1)
Founder's Responsibility
162(1)
The Founder as Leader
163(6)
Intelligence
164(1)
Personality Traits
165(2)
Values
167(1)
Character
168(1)
Leadership in Action
169(2)
Power to Influence Behaviors
170(1)
Team Member Success = Organizational Success
171(4)
Creating and Maintaining a High-Performance
Organizational Culture
173(1)
Establishing Performance Expectations
174(1)
Team Member Selection
175(4)
Job Specifications and Descriptions
177(1)
Screening Applicants
178(1)
Addressing Poor Performance
178(1)
Creating an Ethical Environment
179(2)
Code of Personal Conduct
180(1)
Conclusion
181(2)
Entrepreneurial Exercises
183(6)
Chapter 8 Forms of Ownership 189(25)
Chapter Learning Objectives
189(1)
Protecting Intellectual Property
190(5)
The Patent Process
190(3)
Trademarks and Service Marks
193(1)
Copyrights
194(1)
Trade Secrets
194(1)
Protecting Intellectual Property Rights
195(1)
Founders' Agreement
195(1)
Selecting an Appropriate Form of Ownership
196(11)
Sole Proprietorship
197(2)
Partnership
199(5)
Partnership Agreement
199(2)
Advantages of a Partnership
201(1)
Disadvantages of a Partnership
201(2)
Dissolution and Termination of a Partnership
203(1)
The Limited Partnership and the Master Limited Partnership
203(1)
"C" Corporation
204(1)
"S" Corporation
204(1)
Limited Liability Company (LLCI
205(1)
Is There a "Best" Form of Ownership?
206(1)
Business Licenses and Permits
207(1)
Contracts
207(2)
Sales Contracts
208(1)
Selecting an Attorney
209(30)
Conclusion
239
Entrepreneurial Exercises
211(3)
Chapter 9 The Business Plan 214(15)
Chapter Learning Objectives
214(1)
The Value of Writing a Business Plan
215(1)
The Nature of the Business Plan
216(1)
Road Map to Success
216(1)
Challenges of the Business Plan
217(1)
Structure of the Business Plan
217(7)
I Executive Summary
218(1)
II Vision and Mission
219(1)
III Company History
219(1)
IV Industry Profile
220(1)
V Market Analysis
220(1)
VI Business Profile
221(1)
VII Products and Services
221(1)
VIII Competitor Analysis
222(1)
IX Marketing Strategies
222(1)
X Financial Analysis
222(1)
XI Entrepreneurial Team
223(1)
XII Organizational Structure
223(1)
XIII Strategies and Tactics
223(1)
XIV Investment or Loan Proposal
223(1)
XV Appendices and Other Supporting Documents
224(1)
Presenting the Business Plan
224(1)
Entrepreneurial Exercises
225(4)
Chapter 10 Equity Capital 229(18)
Chapter Learning Objectives
229(10)
Equity Capital
230(1)
Sources of Equity Financing
230(1)
Equity Capital for Small Businesses
231(2)
Angel Investors
233(1)
Crowdfunding
234(2)
Venture Capital
236(2)
Mezzanine Financing or Pre-IPOs
238(1)
Types of Equity Instruments
239(2)
Common Stock
239(1)
Warrants and Options
239(1)
Employee Stock Ownership Plans
240(1)
Preferred Stock
240(1)
Raising Equity Capital
241(3)
Entrepreneurial Exercises
244(3)
Chapter 11 Debt and Alternative Forms of Investment Capital 247(10)
Chapter Learning Objectives
247(1)
Fundamentals of Non-Equity Financing
248(4)
Debt Financing
248(2)
Commercial Banks
250(1)
Banks, Credit Unions, and Savings and Loan Associations IS&Ls)
250(1)
Friends, Family, and Close Associates
251(1)
Other Nongovernmental Sources
251(1)
Government Sources of Capital
252(4)
The Small Business Administration (SBA)
252(2)
SBIR and STTR Grant Programs
254(1)
SBA Express
254(1)
SBA Assistance to Groups Underrepresented in Business
255(1)
Entrepreneurial Exercises
256(1)
Chapter 12 Structuring the Deal 257(15)
Chapter Learning Objectives
257(1)
Managing Investor Expectations
258(1)
Valuing the Start-Up Company
259(5)
Example of a Draft Private Placement Memorandum
264(6)
Entrepreneurial Exercises
270(2)
Chapter 13 Harvesting the Venture 272(44)
Chapter Learning Objectives
272(1)
Preparing For Your Exit
272(3)
Selling the Venture
275(1)
Mergers
276(1)
Public Liquidity Event
276(1)
Bankruptcy
277(2)
Chapter 7 Bankruptcy
278(1)
Chapter 11 Bankruptcy
278(1)
Entrepreneurial Exercises
279(3)
Cases
Case 1 Never Underestimate the Power of Marketing
282(3)
Case 2 A Little Bit of Science Never Hurts
285(3)
Case 3 When Adversity Strikes
288(4)
Case 4 Knowing When to Regroup
292(3)
Case 5 When to Trust Your Gut
295(3)
Case 6 Listen to Customers and Advance Incrementally
298(4)
Case 7 Mitigate Risk
302(3)
Case 8 Venture Capitalist Turned Entrepreneur
305(3)
Case 9 Living an Entrepreneur's Life
308(3)
Case 10 To Sell or Not to Sell
311(5)
References 316(4)
Index 320
Michael Fountain serves as the Founding Director of the University of South Florida Center for Entrepreneurship.  He also serves as the Director of the USF Student Innovation Incubator.  Michael served as the National Director of the National Consortium for Life Science Entrepreneurship from 1999-2004 and as an Entrepreneur in-Residence at the Center for Entrepreneurial Leadership at the Ewing Marion Kauffman Foundation.  Dr. Fountain currently holds Five professorships including:

The John & Beverley Grant Endowed Chair in Entrepreneurship, the Muma College of Business

Professor, USF Industrial Management and Systems Engineering

Professor, Psychiatry and Behavioral Neurosciences, the Morsani College of Medicine

Professor, USF College of Pharmacy

Professor, USF Institute for Advanced Discovery and Innovation

 

Dr. Fountain founded or co-founded eleven new ventures based on his research, three of which became publicly traded companies.  Michael holds 30 issued United States patents and over 100 international patents.  These patented technology platforms are currently utilized in over 180 products.

Dr. Fountain has published over 70 peer-reviewed publications.

During his corporate career Michael served as the Chief Executive Officer, Chairman of the Board and Chief Scientific Officer of a number of public and private companies.



Tom Zimmerer has spent the majority of his career in academics serving as the Entrepreneurial Scholar in Residence at the University of South Floridas Center for Entrepreneurship.  Prior to that he served as the dean of the School of Business at Saint Leo University and the Director of the Breech School of Business at Drury University.

Tom held the Allen and Ruth Harris Chair of Excellence at East Tennessee State University.  While a professor at Clemson University he was the co-founder of Clemson University Emerging Technology and Marketing Center.

Tom has published 10 textbooks and over 200 articles and professional papers.  In 1984 he was honored by the Industrial Research Institute with the Maurice Holland award.

Tom was a consultant and executive trainer to over 100 United States and international businesses, governments, universities and trade and professional associations.