Strategic Entrepreneurship: A Decision-Making Approach to New Venture Creation and Management

Abstract

Preface What this book offers and how to use it Learning outcomes Active learning strategy Layout of the text Active learning exercises PART 1: INTRODUCTORY THEMES Introduction: Entrepreneurship in the modern world 1. THE NATURE OF ENTREPRENEURSHIP What is entrepreneurship? The entrepreneur's tasks The role of the entrepreneur The entrepreneurial personality Classifying entrepreneurs Entrepreneurship and small business management: a distinction Entrepreneurship: a style of management 2. THE ENTREPRENEURIAL PROCESS Making a difference: entrepreneurship and the drive for challenge The entrepreneurial process: opportunity, organisation and resources The entrepreneurial process: action and the dynamics of success Beyond profit: entrepreneurship in the social and public domains 3. THE INDIVIDUAL ENTREPRENEUR Who becomes an entrepreneur? Characteristics of the successful entrepreneur Entrepreneurial skills Entrepreneurship and culture 4. MAKING THE MOVE TO ENTREPRENEURSHIP The supply of entrepreneurs Influences in the move to entrepreneurship 5. THE NATURE OF BUSINESS OPPORTUNITY The landscape of business opportunity Innovation and the exploitation of opportunity Opportunity and entrepreneurial motivation The opportunity to create wealth ... ... and to distribute it 6. RESOURCES IN THE ENTREPRENEURIAL Resources available to the entrepreneur Financial resources Operating resources Human resources Resources, investment and risk 7. THE ENTREPRENEURIAL AND THE ENTREPRENEURIAL ORGANISATION The concept of organisation Organisation and the control of resources Markets and hierarchies Networks The hollow organisation and the extended organisation 8. THE MEANING OF SUCCESS Defining success Success factors for the new venture Measuring success and setting objectives Success and social responsibility Understanding failure PART 2: CHOOSING A DIRECTION 9. ENTREPRENEURIAL VISION What is entrepreneurial vision? Developing and shaping vision Communicating and sharing vision 10. THE ENTREPRENEURIAL MISSION Why a well-defined mission can help the venture What a mission statement should include Developing the mission statement Articulating the mission statement 11. THE STRATEGY FOR THE What is a business strategy? Strategy process in the entrepreneurial business Controlling strategy process in the venture Why a well-defined strategy can help the venture An overview of entrepreneurial entry strategies 12. THE BUSINESS PLAN: AN ENTREPRENEURIAL TOOL Planning and performance The role of the business plan What a business plan should include Business planning: Analysis and syntheses Business planning: Action and communication Strategy, planning and flexibility PART 3: INITIATING THE NEW VENTURE 13. THE STRATEGIC WINDOW: IDENTIFYING AND ANALYSING THE GAP FOR THE NEW BUSINESS Why existing businesses leave gaps in the market The strategic window: A visual metaphor 14. SEEING THE WINDOW: SCANNING FOR OPPORTUNITY Types of opportunities available Methods of spotting opportunities Screening and selecting opportunities 15. LOCATING THE WINDOW: POSITIONING THE NEW The idea of positioning Strategic positioning Market positioning 16. MEASURING THE WINDOW: ANALYSING THE OPPORTUNITY The need for information Analysing the market and identifying key issues Analysing the opportunity: Qualitative methods Analysing the opportunity: Quantitative methods 17. OPENING THE WINDOW: GAINING COMMITMENT Entering the network Gaining financial investment: Key issues Gaining human commitment 18. CLOSING THE WINDOW: SUSTAINING COMPETITIVENESS Long-term success and sustainable competitive advantage How competitive advantage is established Maintaining competitive advantage 19. GAINING FINANCIAL SUPPORT: ISSUES AND APPROACHES Sources and types of financial investment How backers select investment opportunities The questions investors need answering PART 4: MANAGING THE GROWTH AND DEVELOPMENT OF THE VENTURE 20. THE DIMENSIONS OF BUSINESS GROWTH The process of growth Financial analysis Financial growth Strategic growth Structural growth Organisational growth The venture as a theatre for human growth 21. STRATEGIES FOR EXPANSION Increasing market share Developing new products Entering new markets Acquisitions 22. ORGANISATIONAL GROWTH AND DEVELOPMENT Conceptualising growth and organisational change Growth as an objective for the venture Controlling and planning for growth 23. LEADERSHIP, POWER AND MOTIVATION IN THE ENTREPRENEURIAL The human dimension: Relating leadership, power and motivation Understanding leadership The basis of power and using power Self-motivation and motivating others 24. CONSOLIDATING THE What consolidation means Building success into consolidation Encouraging intrapreneurism 25. THE CHANGING ROLE OF THE ENTREPRENEUR IN THE CONSOLIDATED ORGANISATION The entrepreneur versus the chief executive The dangers of entrepreneurial control in the mature organisation The role of the founding entrepreneur in the mature organisation Succession in the entrepreneurial business

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