Preface | |
Understanding the Entrepreneurial Challenge | p. 1 |
The Challenge of Entrepreneurial Leadership in Growing Organizations | p. 2 |
Strategic Leadership for Emerging Ventures | p. 2 |
The Revolutionary Impact of Entrepreneurial Firms | p. 3 |
Entrepreneurial Growth in the Economy | p. 3 |
The Age of the Gazelles | p. 5 |
Innovation | p. 6 |
Growth | p. 6 |
Effective Strategic Leadership in the New Millennium | p. 6 |
Exploring the Entrepreneurial Concepts | p. 8 |
The Entrepreneurial Library: Achieving and Maintaining Strategic Competitiveness in the 21st Century: The Role of Strategic Leadership | p. 8 |
Comprehensive Case Study: Splatterball Adventure Games, Inc. | p. 29 |
The Challenge of Entrepreneurial Growth | p. 39 |
Understanding the Entrepreneurial Organization | p. 39 |
The Entrepreneurial Mindset | p. 40 |
Building the Adaptive Firm | p. 41 |
Increase the Perception of Opportunity | p. 42 |
Institutionalize Change as the Venture's Goal | p. 42 |
Instill the Desire to Be Innovative | p. 42 |
Transition from an Entrepreneurial Style to a Managerial Approach | p. 42 |
Balancing Entrepreneurial and Managerial Styles | p. 43 |
Managing Paradox and Contradiction | p. 46 |
Growth and Decision Making | p. 47 |
Confronting the Growth Wall | p. 49 |
Exploring the Entrepreneurial Concepts | p. 50 |
The Entrepreneurial Library: Building an Adaptive Firm | p. 51 |
Comprehensive Case Study: Wal-Mart Stores, Inc.: Strategies for Continued Market Dominance | p. 61 |
The Ethical Challenge of Growing Enterprises | p. 77 |
Introduction | p. 77 |
Defining Ethics | p. 78 |
Ethics and Laws | p. 79 |
Managerial Rationalizations | p. 78 |
The Matter of Morality | p. 80 |
Economic Tradeoffs | p. 80 |
Ethics and Business Decisions | p. 81 |
The Complexity of Decisions | p. 82 |
The Challenge of Ethical Responsibility | p. 83 |
Approaches to Managerial Ethics | p. 84 |
Ethical Leadership by Entrepreneurs | p. 85 |
The Issue of Ethical Corporate Entrepreneurship | p. 87 |
The Entrepreneurial Library: Managing Ethics: Why "Hoping for the Best" Doesn't Work | p. 89 |
Comprehensive Case Study: The Playskool Travel-Lite Crib | p. 99 |
Strategic Issues for Emerging Ventures | p. 117 |
Opportunity Recognition: Developing Distinctive Competencies | p. 118 |
Introduction | p. 118 |
Sources of Business Ideas | p. 119 |
The Role of Creativity | p. 119 |
The Nature of the Creative Process | p. 120 |
Background or Knowledge Accumulation | p. 121 |
The Incubation Process | p. 121 |
The Idea Experience | p. 122 |
Evaluation and Implementation | p. 122 |
Acceptance of New Ideas | p. 123 |
The Winning Business Idea | p. 123 |
Product/Market Matrix | p. 124 |
Unexpected Events | p. 126 |
Incongruity between the Actual and the Possible | p. 126 |
Innovation Based on a Process Need | p. 127 |
Changes in Industry or Market Structure | p. 128 |
Demographic Changes | p. 129 |
Changes in Perception and Meaning | p. 130 |
New Knowledge Created by Research | p. 131 |
New Product Development Process | p. 131 |
Conclusion | p. 135 |
Exploring the Entrepreneurial Concepts | p. 137 |
The Entrepreneurial Library: From Initial Idea to Unique Advantage: The Entrepreneurial Challenge of Constructing a Resource Base | p. 137 |
Comprehensive Case Study: Fasten Your Seat Belts: Turbulence Ahead for Travel Agencies | p. 157 |
Assessment of Entrepreneurial Ventures | p. 166 |
New-Venture Assessment: Critical Factors | p. 166 |
Uniqueness | p. 168 |
Investment | p. 168 |
Sales Growth | p. 169 |
Product Availability | p. 169 |
Customer Availability | p. 170 |
The Environment for New Ventures | p. 170 |
Common Industry Characteristics | p. 170 |
Key Steps for Industry Analysis | p. 171 |
The Evaluation Process | p. 173 |
Ask the Right Questions | p. 173 |
Feasibility Criteria Approach | p. 174 |
Comprehensive Feasibility Approach | p. 175 |
Exploring the Entrepreneurial Concepts | p. 177 |
The Entrepreneurial Library: Perceived Risks and Choices in Entrepreneurs' New Venture Decisions | p. 178 |
Comprehensive Case Study: Colorado Creative Music | p. 195 |
Understanding Strategic Positioning | p. 210 |
The Nature of Planning in Emerging Firms | p. 210 |
Strategic Planning-The Key to Strategic Positioning | p. 211 |
Key Dimensions Influencing Strategic Planning Activities | p. 212 |
Demands on Strategic Managers' Time | p. 212 |
Decision-Making Speed | p. 213 |
Problems of Internal Politics | p. 213 |
Environmental Uncertainty | p. 213 |
The Entrepreneur's Vision | p. 213 |
The Lack of Strategic Planning | p. 214 |
The Value of Strategic Planning | p. 214 |
Fatal Visions in Strategic Planning | p. 216 |
Strategic Positioning: The Entrepreneurial Edge | p. 217 |
Exploring the Entrepreneurial Concepts | p. 217 |
The Entrepreneurial Library: Creating Wealth in Organizations: The Role of Strategic Leadership | p. 218 |
Comprehensive Case Study: American Family Housing, Inc. | p. 236 |
Business Plans for Growing Ventures | p. 247 |
Defining a Business Plan | p. 247 |
Benefits of a Business Plan | p. 248 |
Developing a Well-Conceived Business Plan | p. 250 |
Guidelines to Remember | p. 252 |
Keep the Plan Reasonably Short | p. 254 |
Appropriately Organize and Package the Plan | p. 254 |
Orient the Plan Toward the Future | p. 254 |
Avoid Exaggeration | p. 254 |
Highlight Critical Risks | p. 254 |
Present Evidence of an Effective Entrepreneurial Team | p. 254 |
Do Not Overdiversify | p. 255 |
Identify the Target Market | p. 255 |
Write the Plan in the Third Person | p. 255 |
Capture the Reader's Interest | p. 255 |
Exploring the Entrepreneurial Concepts | p. 255 |
The Entrepreneurial Library: How to Write a Great Business Plan | p. 255 |
Comprehensive Case Study: Grounded: Business Solutions for Today's Traveler | p. 265 |
Succession Planning and the Family Business | p. 306 |
Family-Owned Businesses | p. 307 |
Advantages and Disadvantages of a Family Business | p. 311 |
Intrafamily Conflict in the Family Firm | p. 312 |
Common Cultural Patterns in Family Firms | p. 312 |
Competitive Advantages of Family Firms | p. 314 |
Problems in Family Businesses | p. 316 |
The Succession Issue | p. 318 |
Failure to Plan for Succession | p. 318 |
The Next Generation | p. 320 |
Types of Plans and Their Determinants | p. 320 |
Succession Plan Elements | p. 322 |
External Succession Plans | p. 323 |
When to Look for Outside Managers | p. 323 |
Advantages of Outside Managers | p. 323 |
Pitfalls of Outside Managers | p. 324 |
Employee Stock Ownership Plans (ESOPs) Prescriptions | p. 324 |
Conclusion | p. 327 |
The Entrepreneurial Library: Strategic Goals and Practices of Innovative Family Businesses | p. 327 |
Comprehensive Case Study: The Crowne Inn: A Classic Case of a Family Business in Turmoil | p. 337 |
Growth Options for Strategic Impact | p. 351 |
Corporate Entrepreneurship: Developing Internal Innovation | p. 352 |
Entrepreneurial Thinking | p. 352 |
Defining the Concept | p. 354 |
Elements of a Corporate Intrapreneuring Strategy | p. 355 |
Developing the Vision | p. 355 |
Encouraging Innovation | p. 355 |
Forming Venture Teams | p. 358 |
Structuring for an Intrepreneurial Climate | p. 360 |
A Continuum of Intrapreneurial Activity | p. 361 |
Models of Corporate Entrepreneurship (Intrapreneurship) | p. 362 |
A Domain Model for Corporate Entrepreneurship | p. 362 |
A Conceptual Model of Firm Behavior | p. 363 |
An Organizational Model for Internally Developed Ventures | p. 363 |
An Interactive Model of the Intrapreneurial Process | p. 365 |
Exploring the Entrepreneurial Concepts | p. 365 |
The Entrepreneurial Library: Improving Firm Performance Through Entrepreneurial Actions: Acordia's Corporate Entrepreneurship Strategy | p. 367 |
Comprehensive Case Study: Independence Day: EDS Split-Off from General Motors | p. 384 |
Embracing Rapid Expansion: The Franchise Option | p. 396 |
The Franchising Choice | p. 396 |
Product or Service Franchise | p. 397 |
Business Franchise | p. 397 |
Conversion Franchising | p. 397 |
How Franchising Works | p. 398 |
The Growth of Franchising | p. 398 |
Advantages of Franchising | p. 401 |
Training and Guidance | p. 401 |
Brand-Name Appeal | p. 402 |
A Proven Track Record | p. 402 |
Financial Assistance | p. 402 |
The Decision: It's Up to the Investor | p. 403 |
Trends in Franchising | p. 403 |
Franchising Your Business | p. 404 |
The Uniform Franchise Offering Circular | p. 405 |
Exploring the Entrepreneurial Concepts | p. 406 |
The Entrepreneurial Library: Franchising and the Choice of Self-Employment | p. 406 |
Comprehensive Case Study, Rocky Mountain Chocolate Factory, Inc. (RMCF) | p. 424 |
The Challenge of Venture Capital for Growing Ventures | p. 436 |
Introduction | p. 436 |
Determining Capital Requirements | p. 437 |
Pro Forma Statements | p. 438 |
Conservative Projections | p. 438 |
The Defined Cushion | p. 439 |
Scenario Building | p. 439 |
Equity Financing | p. 439 |
Informal Investors | p. 440 |
Private Placement | p. 440 |
Public Stock: The IPO | p. 440 |
The Venture Capital Market | p. 441 |
Recent Developments in Venture Capital | p. 441 |
Venture Capitalist Objectives | p. 444 |
Evaluating the Venture Capitalist | p. 446 |
Dispelling Venture Capital Myths | p. 446 |
Informal Risk Capital-"Angel" Financing | p. 447 |
Types of Angel Investors | p. 448 |
The Entrepreneurial Library: The Influence of a Venture Capitalist's Source of Funds | p. 450 |
Comprehensive Case Study: Should I Buy the "Jerry's Famous Frozen Desserts" Chain? | p. 463 |
Index | p. 476 |
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