ENTREPRENEURSHIPANDVENTURECAPITALChapter5Word格式.docx
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ENTREPRENEURSHIPANDVENTURECAPITALChapter5Word格式.docx
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Table5.1StepstoEstablishaNewBusinessVenture1
1.Identifyandscreenopportunities.Describetheinitialproductorserviceideasanddeveloptheappropriatevaluepropositionandbusinessmodel.Createthevisionofthecompanyandpulltogethertheentrepreneurialteam.
2.Refinetheconcept,determinefeasibility,andsetpreliminarygoals.Carefullyexaminetheproposedtechnologyandproductorproductstomakesuretheywillmeetspecificcustomerneeds.Researchthebusinesspotentialoftheproductsanddevelopdifferentpossiblescenarios.Drafttheoutlineofabusinessplan.
3.Prepareacompletebusinessplan.Includeafinancialplanthatsupportsthebusinessventureandexplainthelegalorganizationbeingpursued.
4.Determinetheamountofresourcesrequired.Explaintheneedforfinancial,physical,andhumanresource,howmuchofeachisneeded,andtheplantoacquirethoseresources.
5.Securethenecessaryresources.Takeactiontoobtaintheresourcesneededtobeginandbuildtheoperation.Starttheorganization.
YouwillnoticethatStepnumber1aboveisdiscussedinChapters2and3ofthisbook.Themeanstoaccomplishstepnumber2aregiveninsomedetailinChapter4.Theelementsofabusinessplan,stepnumber3above,willbediscussedinChapter6.Stepnumbers4and5willbediscussedinthischapterandagaininChapters7and8.Inthisway,youshouldbeequippedwithenoughmaterialtohelpyoucarefulevaluatethebusinessopportunityandprovidethedatasufficienttomakeintelligentdecisionsaboutthatopportunity.
TheEntrepreneurialProcess
“Theentrepreneurialprocessincludesallthefunctions,activities,andactionsthatarepartofperceivingopportunitiesandcreatingorganizationstopursuethem.”2Thisprocesswillhelptounderstandthenecessarypartsofasuccessfulventure,howtheyrelatetooneanother,andhowtoensurethatthepartsaresufficientlystrongtocontributetotheoverallstrengthoftheventure.Beforewegetintothespecificsofthebusinessplan,weexaminethisprocesssothatwecandevelopamorerobuststrategyandabetterfocusedbusinessplan.Astrongunderstandingofthemodeltobepresentedherewillgivetheentrepreneuramuchgreaterprobabilityofasuccessful,highpotentialventure.Youwillnoterightoffthatthisprocesshasstrongcentralthemesthatareapplicableacrossbusiness,geographies,andtechnologies:
∙Itisclearlyfocusedonopportunity.
∙Itisdrivenbyastrongentrepreneurialteam.
∙Itconcentratesonresources.
∙Itseekstoidentifyfitsandgaps.
∙Itiscompletelyintegrated.
ThemodelfortheEntrepreneurialProcesswasfirstdevelopedbypioneeringeducatorandentrepreneur,Dr.JeffryTimmonsofBabsonCollege.Ithasbeenwidelyusedbecauseofthewayinwhichitallowstheentrepreneurtovisualizetheneedsandactivitiesofcreatinganewventure.Figure5.1presentsthemodelwewilldiscussinthischapter.
Thebeginningpointoftheprocessistheopportunitybecausetheopportunityisusuallymuchbiggerthaneithertheteamortheresources.Itistheshape,size,anddepthoftheopportunitythatdeterminestheshape,size,anddepthoftheteamandtheresources.Asimportantastheopportunityis,noticethatthemodelispresentwiththeentrepreneurialteambalancingboththeopportunityandtheresources.Itistheroleoftheteamtojuggletheotherkeyelementsandkeeptheminbalance.VisitorsareoftenamazedatthefantasticdisplayofjugglingthatcanbeseenatthefamousChineseacrobaticsshows.Somespectacularfeatsofjugglingandbalancingabilityarepartofalmosteveryact.WehaveallseenthemperformedineitherthebigshowtheatersinShanghaiandBeijingtothesmallshowsatparksandfestivals.Tovisualizetheroleoftheentrepreneur,pictureajugglerbouncingupanddownonatrampolinethatismovingonaconveyoratunpredictablespeedsanddirections,whiletryingtobalancethreeballsintheair.Thatissimilartowhattheentrepreneurhastodoinbalancingtheopportunity,resources,andteamofthenewventure.Itisanexcitingandoftenamusingsceneandchallengeseventhemostskilledandexperiencedperson.
Theentrepreneurialteammustbeabletoevaluatetheopportunitythoroughly,answerquestionsthatmayariseaboutit,andquicklyaccommodatechangestoassumptionsandrealitiesofthemarketuponwhichtheoriginalopportunitywasexamined.Likewise,theresourcemixwillchangeovertimeduetothechangingcircumstancesofthebusiness,soacarefulbalancingactisrequiredtokeepresourcesinproperalignment.Eventheteamitselfwillundergochangeovertime,soteammembersmustbewillingtoadapttothechangingbusinessneeds.Wewillnowexaminethepiecesofthisprocessinsomedetail.
Figure5.1TheEntrepreneurialProcess3
Opportunity
Wehavealreadyspenttimetalkingabouttheneedforastrongandcompellingopportunitythatisfocusedonmeetingtheneedsoflargegroupsofcustomers.Wehavealreadydiscussedthatfactthatagoodideaisnotnecessarilyagoodopportunity.Itiswhenagoodideaismatchedbystrongmarketconditionsthatanopportunitycanberecognized.Notallgoodideascanbematchedtoacceptablemarketconditionssuchthatanopportunityiscreated.
Table5.2summarizesthemostimportantcharacteristicsofagoodopportunity.InEnglishtheyaresummarizedasthethreeM’s:
Marketdemand,Marketstructureandsize,andMarginAnalysis.ThetranslationtoChinesewillnotlikelyprovidesuchacleansoundingtrilogy,however.Thesethreemajorcharacteristicsprovidethesubstanceofastrongopportunityandmustbecarefullyevaluatedbytheentrepreneurialteam.Infact,theseelementsshouldbeusedtohelpguideintheopportunityevaluationthathasalreadybeendescribed.Thehigherthegrowthrate,thelargerthepotentialmarketsize,thelargerthegrossandnetmargins,andthestrongerthecashflow,thegreatertheopportunity.Ifchangeoccursmorerapidly,thegreatertheopportunity.Thegreatertheinconsistenciesinexistingserviceandquality,andthegreaterthegapsininformationandknowledge,thegreatertheopportunity.4
Table5.2OpportunityCharacteristics
1.Marketdemandisakeyingredienttomeasuringanopportunity:
a.Iscustomerpaybacklessthanoneyear?
b.Willmarketshareandgrowthpotentialbeatleast20%annualgrowth?
c.Isthecustomerreachable?
DoIknowwhotheyareandhowtoreachthem?
2.Marketstructureandsizehelpdefineanopportunity:
a.Isthemarketemergingorfragmented?
Istherespaceformyproduct?
b.IsthemarketatleastUS$50millionnowandwillitgrowtobylargerthanUS$1billion?
c.Arethereproprietarybarrierstoentryintothemarket?
3.Marginanalysishelpsdifferentiateanopportunityfromanidea:
a.CanIbecomethelowcostproducerwithgrossmarginsinexcessof40%?
b.Aretherelowcapitalrequirementsversusthecompetition?
c.CanIreachbreakeveninlessthan2years?
d.HowquicklycanIbecomecash-flowpositive?
Resources
Oneofthemostcommonmisconceptionsamongentrepreneursisthattheyneedlotsofmoneybeforetheyhaveanythingelse.Thatisnotthecase.Infact,manyentrepreneurialcompanieshavefailedbecausetheygottoomuchmoneytoosoon.Toomuchmoneyhasthetendencytosmotherthecreativityoftheteamandthwartsthedevelopmentoftheenterprise.Successfulentrepreneursoftensaythattoomuchmoneytoosoonisoneoftheworstthingsthatcouldhappentothem.
Therearethreemajortypesofresourcesthatwewillconsider.Figure5.2summarizesthemajorissuesaboutresources.
Figure5.2UnderstandingResources
Oneofthefirstthingstoconsiderwhenthinkingaboutresourcesiswhethertheresourcewillbeownedorcontrolled.Toowntheresourceistohavepurchasedtheassetorhiredthepeople.Tocontroltheresourcemeanstohaveitavailablethroughrental,leasing,orsomeconsultingcontractforpeople.Acompanydoesnotneedtoowntheresourceinordertogetthevaluethattheresourcecanprovide.Infact,astart-upcompanyisbetterofftominimizeresourcesbycreativewaysofcontrollingthem.Forexample,ifamanufacturingplantisneeded,isitpossibletooutsourcethemanufacturing?
Thatallowsmetominimizeandcontroltheresource,ratherthanmaximizeandownit.Suchthinkingshouldtakeplaceforeachandeveryresourceneeded.
TherearethreetypesofresourceslistedinFigure5.2:
Human,Financial,andPhysical.Thehumanresourceisthepeoplerequiredtomakethebusinessfunction.Thisisgenerallythepeoplewhoareinadditiontotheentrepreneurialteam.Considerationsherewouldbethetimingandnumberofnewhiresthecompanywouldneed.Whatskillsetsdothesepeopleneed?
Wheredotheyneedtowork(i.e.,cantheyworkfromhomeordotheyneedanoffice?
etc.)?
HowsoondoIneedtoaddpeopleinorderforthemtobeproductivewhenneeded?
Buildingthehumanresourcebeyondtheentrepreneurialteamisperhapsthemostchallengingpartofbusiness.Withpeoplewillcomeallthequestionsaboutpayandbenefitsaswellastheissuesthatarisefromhavingpeopleinteractingwitheachotherandwith
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