Entrepreneurship Theory Process And Practice 10th Edition Donald F. Kuratko - Solutions

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Complete the following positioning statement:Kitchen Arts & Letters, Inc., is the ___________ that ___________ to ___________.
Describe the segmentation for KA&L in geographic, demographic, psychographic, and behavioral dimensions.
Which of the six factors of competitive advantage apply for KA&L? Explain.
Create a qualitative competitor analysis chart for KA&L. Given its target customers, list the top five competitive factors as you perceive them. Select three competitors (name them). This will require some research.
What is the competition, direct and indirect, for the company?
What are the business-definition aspects of KA&L (offer, target market, capability, problem solving)?
What opportunity did Nach Waxman identify when founding Kitchen Arts & Letters?
Create a business model canvas for Spanx at its start-up in 2000.How would it differ today?
If you were writing a business plan for the Spanx start-up, what knowledge, skills, and abilities would you attribute to Blakely?What expertise would you suggest was needed?
If Blakely had wanted to buy an existing business to create Spanx, what sort of company would have been logical? Why? Would an acquisition have been feasible? Why or why not?
Which of Porter’s generic strategies best fits Spanx?
Which of Schumpeter’s five basic ways to find opportunity applies to Spanx, both at its start and today? What was the opportunity?
What was Blakely’s opportunity cost when she started Spanx?
Is the desire to earn an income a key motivator for Blakely?Explain your answer.
What benefits of entrepreneurship does Sara Blakely appear to have attained?
1 How can an entrepreneurial approach help deliver projects in a non-profit environment?
2 What might be the challenges to being entrepreneurial in such an environment?
3 Can 'civil' entrepreneurship offer the same rewards as 'ordinary' entrepreneurship?
4 What are the roles for entrepreneurs in the development of Tunisia's economy?
5 What type of serial entrepreneur is David Love? What do you feel are David Love's motivations to being a serial entrepreneur?
1 What are the characteristics and skills that Jan Baan has brought to his venture? How consistent do you feel his attitude towards money is with the drive for entrepreneurial success?
1 Discuss the role of incubator organisations in encouraging entrepreneurial start-up.
2 How might push, pull and inhibitor factors account for the under-representation of women entrepreneurs?
3 How might the changing relationship between entrepreneurs and venture capitalists affect the profile of pull and push factors?
1 Discuss the nature of the business opportunities provided by:The Internet - Business to consumer links The Internet - Business to business links Outsourcing by large firms.
2 What sort of questions should be asked about innovations that might capitalise on them?
1 How do you think India, Romania and Spain might compare in terms of the balance between 'market' and 'hierarchical' organisational forms for co-ordinating economic activity?
2 How might the Internet be changing this?
3 What new opportunities and challenges will this present to the entrepreneur?
4 Who might be players in the extended network for the Indian, Romanian and Spanish ventures described?
1 In what ways might Eidos see 'success' as a challenge (albeit a positive one!) to be managed?
2 Given its recent problems, what are the key learnings for Hikari Tsushin and its chief executive Yasumitsu Shigeta?
3 To what extent do you see the success of the entrepreneurial venture as the responsibility of government and its policies?
1 Compare and contrast the strategy contents of AOL and Time Warner.
2 How do these complement each other and justify the merger?
3 Compare and contrast the strategy processes operating in AOL and Time Warner.
4 What issues will the differences in strategy for the two businesses present to Steve Case and Bob Pitman in integrating the two businesses?
4 How might the refocusing of DAG help the business to regain and sustain its competitive advantage?
1 Why do entrepreneurs seek their venture's growth? How might this support and come into conflict with the other goals the venture has?
2 In what ways might the merger between two large firms benefit from an entrepreneurial approach to management?
4 What benefits and problems might having two chief executives present to developing and implementing a growth strategy?
1 What are the consolidation issues present in the Power Corporation of Canada?
2 What benefits and problems might a succession buy-out present to consolidation of the venture?
3 Discuss Phil Marineau's project in terms of its intrapreneurial characteristics.
=+1 To introduce strategic design for an entrepreneurial venture
=+2 To discuss some of the reasons why entrepreneurs do not carry out strategic planning
=+3 To outline entrepreneurial strategy development and some of the benefits of strategic planning
=+4 To examine the transition that occurs in the movement from an entrepreneurial style to a managerial approach
=+5 To discuss the five stages of a typical venture life cycle –
=+development, start-up, growth, stabilisation and innovation or decline
=+6 To identify key management issues occurring during the growth stages
=+7 To introduce the steps useful for breaking through the growth wall
=+8 To identify the unique managerial concerns with a growth business
=+9 To elaborate the concept of entrepreneurial leadership
=+10 To outline ways to incorporate sustainability into business strategy
=+• How will changes in customer-demand patterns affect pricing?
=+• What percentage of climate-related costs will you be able to pass through to the consumer?
=+• How can you generate new revenue streams for low-carbon products?
=+• How can you generate new income streams, such as from the sale of carbon credits?
=+• What threats do you face from low-carbon substitute products?
=+• What will be the impact on your revenue from weather changes?Potential cost drivers:
=+• How will regulatory policy affect your bottom line? (For example, will you have to purchase emissions allowances?)
=+• What is the likelihood that emissions will be taxed?
=+• What capital investments or capital expenditures will you face as you reduce your emissions?
=+• How will the cost of your raw materials be affected?
=+• How much will your energy costs escalate?
=+• Do you have a risk profile that might increase your insurance premiums?
=+2 Describe the entrepreneurial strategy process. What are the four major elements of the process and what does each entail?
=+3 Give three reasons why many entrepreneurs fail to formulate strategic plans.
=+4 Explain the five fatal flaws of strategic planning for an entrepreneur and outline how an entrepreneur can avoid these.
=+6 What strategic approach can a new firm take to avoid having to confront powerful competitors? Explain the two key insights needed to adopt this approach to strategy.
=+7 How can entrepreneurs build an adaptive firm?
=+8 Define a business model and describe the three perspectives that are embedded in its definition. What are the elements of the business model that drive each of these perspectives and what is central to all the elements?
=+10 Identify and describe the four key factors that need to be considered during the growth stage.
=+11 What is meant by managing paradox and contradiction?
=+12 Identify five unique managerial concerns of growing businesses.
=+13 Explain the advantages and disadvantages of the size distinctiveness of entrepreneurial firms.
=+14 Explain the concept of entrepreneurial leadership.
=+15 What are three ways of planning for a sustainable business?
=+16 What is the Natural Step Funnel? Make up examples that backcast from the future.
=+1 How big is the trading area? [sq km]
=+2 What is the customer potential within five kilometres? [customers]
=+3 What is the density of population? [people per sq km]
=+4 Is transportation adequate for supplies? [yes or no]
=+5 What is the income level of the trading area? [per capita]
=+6 What is the local employment pattern, based on number of people employed? [% people employed]
=+7 What is the general make-up of the community? [residential/old]
=+8 What are the trends in population and income? [up or down]
=+9 Are new constructions increasing? [yes or no]
=+10 Are school enrolments up? [yes or no]
=+11 Are retail sales increasing? [yes or no]
=+12 Have average business improvements been made recently? [yes or no]
=+13 Does business property have a high vacancy rate? [yes or no]
=+14 Have shopping patterns changed drastically in recent years? [yes or no]
=+15 Are customers moving to or away from the potential location? [to/from]
=+16 What are the present zoning restrictions?
=+Can customers get to the location?
=+1 Is the area served by adequate public transportation? [yes or no]
=+2 How broad an area does the transportation service encompass? [sq km]
=+3 Is the area generally attractive to shoppers? [yes or no]

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Entrepreneurship Theory Process And Practice 10th Edition Donald F. Kuratko - Solutions

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