Entrepreneurship Strategy

Lisa Gundry is Professor of Management in the Charles H. Kellstadt Graduate School of Business at DePaul University, where she teaches courses in Creativity in Business, Entrepreneurship & New Venture Management, and Entrepreneurship Strategy. She is Director of the Leo V. Ryan Center for Creativity and Innovation at DePaul. The Center offers programs on creative discovery and business innovation to the academic and business communities. Dr. Gundry was awarded the Innovation in Business Education Award in 1997, by the American Assembly of Collegiate Schools of Business (AACSB) Mid-Continent East Association. She has also received the DePaul University Excellence in Teaching Award. Her most recent book is entitled, Breakthrough Teams for Breakneck Times: Unlocking the Genius of Creative Collaboration (Dearborn Pub: 2001, with L. LaMantia). She is also co-author of Blueprints for Innovation, with Charles W. Prather, 1995, Amacom, and Field Casework: Methods for Consulting to Small and Start-up Businesses, (Sage with A. Buchko, 1996). Dr. Gundry has published numerous articles in journals including, Journal of Business Venturing, Journal of Management, Journal of Business Ethics, Human Relations, Journal of Small Business Management, IEEE Transactions on Engineering Management, International Journal of Entrepreneurship and Innovation, Journal of Enterprising Culture, Journal of Developmental Entrepreneurship, and Organizational Dynamics. She conducts research on issues related to innovative processes in organizations, entrepreneurial growth strategies, and creativity in business. Her work has been featured in media such as The Wall St. Journal, Newsweek, Business Week, Chicago Tribune, Crain's Chicago Business. Jill Kickul is a professor of clinical entrepreneurship and research at the University of Southern California. Jill was formerly at NYU's Stern School of Business as Director of Social Entrepreneurship and the Chair for the 30-course MBA specialization in social Innovation and Impact. She is the Founding Director of the Annual Conference on Social Entrepreneurship, the largest academic conference in the field. She has published more than 100 articles in leading entrepreneurship and management journals and her bestselling book, Understanding Social Entrepreneurship has been adopted in over 80 universities. Jill is the Editor of the Social Entrepreneurship Journal and her work on entrepreneurship education has been nationally recognized by Fortune as a Top 10 Innovative Program.

Foreword by Paige Arnof-Fenn Acknowledgments Introduction Part I: Entrepreneurial Strategies for the Emerging Venture 1. Entrepreneurship and Strategy: A Framework for New Venture Development Contemporary Entrepreneurship: Trends and Patterns Entrepreneurship That Matters: Social Value Creation The Role of Innovation in Entrepreneurship Strategy Beyond Traits: Scripting Our Own Entrepreneurial Strategies Whole Brain Thinking: An Introduction to Strategy for the Emerging Venture Using the 7-S Model Summary of Chapter Objectives References 2. Strategies for Opportunity Identification: The Creative Process Creativity and Entrepreneurship: Turning Ideas Into New Venture Opportunities Sources of Ideas for New Ventures The Opportunity SEARCH Building the Entrepreneurial Culture to Support Creativity and Innovation Summary of Chapter Objectives Notes and References 3. Strategies for Evaluating Opportunities: The Assessment Process Opportunity Evaluation: Will the Idea for the New Venture Work? Four Primary Areas for Assessment Assessing the Feasibility of the New Venture Idea Fourteen Questions to Ask Every Time The Feasibility Analysis: Beginning the Evaluation Process From KIC to OOPs: The Opportunity Organizational Proposal Summary of Chapter Objectives Notes and References Appendix 3.1 Sources for Industry and Market Research Appendix 3.2 Estimating Start-Up Expenses 4. Developing New Venture Strategy: Preparation and Launch Strategic Planning and Entrepreneurship Entrepreneurship and Strategic Management: The Creation of Wealth and Value Creating the Strategic Vision: Articulating Need and Purpose Values Creation: Developing Strategy in Good Company Writing a Code of Ethics Summary of Chapter Objectives Notes and References 5. Market Entry: Positioning the Firm for Strategic Advantage Designing Your Firm's Value Solution(s) The Key Drivers Integral to Buyers' Demands and Expectations Within Your Industry Matrix Comparisons: Further Examining the Framework Developing the Go-to-Market Strategy The Strategic Plan Outline Strategic Positioning: From SWOT to TOWS Shifting the Focus of Strategy: Creating New Markets Versus Competing Directly Summary of Chapter Objectives References Part II: Entrepreneurial Strategies for the Growing Venture 6. Financial Resource Capabilities The Differences Between Debt and Equity Financing: Two Similar but Separate Audiences Understanding the Financing Stages Along the Life Cycle of the Business Further Descriptions on the Common Sources of Financing From a Debt Perspective Preparing Your Information for the Lender Equity Investors: Angel Investors and Venture Capital Firms All Told, Why Entrepreneurs Don't Get Funding Summary of Chapter Objectives Appendix A: Explanatory Term Sheet Sample Appendix B: Due Diligence Checklist Table Appendix C: Additional Guidelines For Presenting Your Business Plan Notes 7. The Evolving Management Team Up and Running: Managing the Growing Firm Building an Advisory Board: Seeking Advice and Advisers Boards of Directors: Corporate Governance Considerations Forms of Ownership: Legal Structure of the Organization Summary of Chapter Objectives Note and References 8. Building Networks and Strategic Alliances The Benefits and Outcomes of Creating and Sustaining Strategic Alliances With Whom Should You Partner? Understand the Value of Investing in the Social Capital That Can Drive Your Business Summary of Chapter Objectives Note and References PART III: Entrepreneurial Strategies for Sustaining Growth in the Established Venture 9. Innovative Strategies for Entrepreneurial Growth Strategies for Innovation: Incremental to Revolutionary Perspectives Strategic Thinking: Ideas for Future Expansion The Five Innovation Mistakes Maintaining an Innovation-Friendly Environment in the Established Venture Summary of Chapter Objectives Notes and References 10. Strategies for the Growing Venture: Mergers, Acquisitions, Franchising, and Exit Strategies Mergers and Acquisitions: Growth Strategies of Promise and Peril Franchising: Growth Through Systems Creation Exit Strategies for the Entrepreneurial Firm Valuation of the Business Summary of Chapter Objectives Notes and References 11. Beyond the Strategic Entrepreneurial Model: Learning from Failure The Other Side of Success: Rapid Growth Solutions for Problems During Rapid Growth Entrepreneurs and Failure: The Warning Signs Learning From Failure Summary of Chapter Objectives Notes and References Index About the Authors

"A complete book on entrepreneurial strategies with mini-business cases." -- Charles Nahabedian "The "Strategy in Action" approach differentiates this work. I also appreciate the ethics references made throughout the chapters. This is how ethics should be taught, rather than in a course entitled Ethics. The authors pump life into the subject rather than academics. " -- Richard L. Smith "Excellent explanation of perceptual mapping. Very effective means of determining the relative importance of key drivers within an industry or marketplace. Most impressive is the integration of content and example in a balanced manner that does not emphasize any particular industry or venture type." -- Jeffrey R. Alves "Business textbooks tend not to be the most stimulating reads, but a new one by two professors seeks to change that image. Entrepreneurship Strategy by Lisa K. Gundry and Jill R. Kickul offers lots of cases, checklists, sample documents, and suggestions. Case examples include well-known companies . . . In addition, there is understandable guidance on developing financial statements and marketing plans." -- David E. Gumpert * businessweek.com * "I really liked the use of the term "social capital" and the message that it should be viewed as an investment by the entrepreneur who needs to chart a matrix of sorts of connections and potential positive outcomes per connection. Also, the appendix on networking and organizational resources is absolutely super!" -- George S.Vozikis