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Corporate Entrepreneurship And Innovation 4th Edition Paul Burns - Solutions
How can you uncover product/service defi ciencies that may create a commercial opportunity in a systematic way?
How easy is it to disaggregate a supply chain?
How might a company ensure that staff have the opportunities to come up with new product/service ideas?
Coming up with new product/service ideas is the job of managers, not ordinary staff . Discuss.
For the product/service ideas you used for Activity 6 in Chapter 10, apply the criteria listed in Table 11.1 to try to assess their commercial viability. What does this tell you at this stage? How might you go about obtaining any information you need?
Select any recently introduced new product/service and apply the criteria listed in Table 11.1 to try to assess its commercial viability. What does this tell you? How did the company go about obtaining the information it needed to have suffi cient confi dence to launch the product/service?
Select a product or service market and, using desk research, estimate the TAM. Select the three major competing products or services within that market and estimate the SAM for each.
How important in the buying decision is design compared to other elements of the product such as its functional qualities and the marketing of it?
How important is emotion (right-brain) compared to logic (left-brain) in the buying decision?
How important is creativity (right-brain) compared to analysis (left-brain) in design thinking?
If all design-driven innovation comes from the market, then it is of no use for radical product innovation.Discuss.
What are the advantages of lean start-up compared to market research? Are they mutually exclusive?What are their diff erent uses?
What does a minimum viable product mean?
Lean start-up only works for high technology businesses. Discuss.
If Steve Jobs had given customers pared-down, but workable versions of the fi rst Apple computers, how do you think they would have reacted and what information might he have gained?
Th e amount of aff ordable loss varies from person to person and company to company and is therefore not an objective approach to risk management. Discuss.
Setting an aff ordable loss is like deciding on the stakes for a poker match – but it might mean that you cannot enter the high-stakes games and therefore miss out on the high returns. Discuss.
What are the advantages and disadvantages of setting an aff ordable loss compared to setting a properly costed out budget for market research?
Should you apply the aff ordable loss approach to the post-launch period?
How do you judge when it is best to launch a new product/service?
Is success always measurable?
Are performance metrics always objective or can they be infl uenced?
How can you judge the commercial viability of a project at the concept phase with any degree of accuracy?
How should a company deal with a good business idea that is neither operationally related to its activities nor strategically important to its future?
How can you market-test without having a price for a product/service?
You cannot estimate the size of the market for a radically innovative product/service. Discuss.
You cannot estimate the size of the market that a new product/service will capture without knowing the reaction of competitors. Discuss.
Critically analyze the business model in Figure 12.3, fl eshing out the details of what the bullet points under the fi ve headings involve. What are the model’s strengths and weaknesses? Is anything missing?Looking at the ‘key operating activities’ section of the Operations Plan, what are the
Select ten internet-based product/services and explain their business model(s).
Prepare a SWOT analysis on your course, college, university or university department.
Prepare a SWOT analysis on a selected product/service or company.
Undertake a full strategic review on a selected company. What are the company’s core capabilities and competencies?
At what level(s) should strategy be developed and how should it be coordinated?
What is the diff erence between business strategy and competitive strategy? How do they relate to each other? How are they coordinated?
Give examples of the things that might be the core competencies and capabilities of an organization?How do you make the judgement?
How should strategy be determined?
What might cause the core values and beliefs of an organization to change? How easy is it to actually change them?
Do you agree that the debate between the ‘Positioning’ and ‘Process’ schools of strategy development is false? Explain.
What are the advantages and disadvantages of using a framework like the New Venture Creation Framework or the Business Model Canvas to help develop a business model?
Which of the frameworks outlined in the book do you prefer? Explain.
If your business model is constantly changing to suit changing circumstances, when (if ever) should it be formalized into a business plan?
What is the diff erence between the marketing mix, the value proposition and the business model?
What are the advantages and disadvantages of a business model relying on customer focus?
What are the advantages and disadvantages of a business model relying on low cost/low price?
What are the advantages and disadvantages of a business model relying on diff erentiation?
What are the advantages and disadvantages of the niche business model?
Customers always want the cheapest product. Discuss.
Diff erent customers are happy to pay diff erent prices for the same product. Discuss.
How can you make a SWOT analysis as objective as possible?
In diff erent contexts, strengths can be weaknesses and opportunities can be threats. Discuss.
How do you generate strategic options? Which techniques might help?
If a project meets all the performance metrics set for it do you need to undertake a strategic review?
Take the GET2 test. Discuss the results with other students in your group to see whether they recognize these characteristics in you. Write a report either supporting or questioning the results, based upon evidence of your behaviours in life.
Take the MBTI test. Discuss the results with other students in your group to see whether they recognize these characteristics in you. Write a report either supporting or questioning the results, based upon evidence of your behaviours in life.
Using the Belbin Team Roles questionnaire, evaluate your preferred team role(s). Discuss the results with other students in your group to see whether or not they agree with your results. Write a report either supporting or questioning the results, based upon evidence of your behaviours in life.
Using the results of these tests, discuss how venture teams might be best formed from the students in your group, justifying why particular students should go into particular venture teams.
Select a large company spin-out. Research and write up its history and describe its success or failure.What lessons are to be learnt from this?
Is an intrapreneur the same as an entrepreneur? If not, how do they diff er?
Is it easier to be an intrapreneur or an entrepreneur?
Under what conditions might intrapreneurship thrive?
How are intrapreneurs and venture teams motivated?
How much autonomy or ‘space’ is needed by an intrapreneur or a venture team?
What does an organization need to do to encourage intrapreneurship?
Th e number of people leaving to set up their own business is a sign of a real entrepreneurial organization.Discuss.
Does there always have to be at least one intrapreneur in a venture team?
What constitutes a ‘good’ team?
For the department in your university or college, use the product/market matrix (Figure 14.1b) to list the growth options that it faces for the courses on off er.
Th e top ten Pharma companies by turnover are Pfi zer (USA), Roche (Switzerland), Merck (USA), Johnson & Johnson (USA), Sanofi (France), Novartis (Switzerland), Abbvie (USA), AstraZeneca (UK), Gilead (USA) and Amgen (USA). Select two companies and write a report outlining their acquisitions over
Select a company that has grown rapidly over the last fi ve years. Analyze the strategies it has followed to secure this growth, comparing its use of internal with external corporate venturing.
Find an example of a successful corporate acquisition and analyze why it has worked. Repeat this for a corporate acquisition that has proved unsuccessful.
Select an industry and assess its competitiveness using Porter’s Five Forces.
Penetrating the market is just about selling more. Discuss.
How useful are the labels of ‘innovators’, ‘early adopters’, late adopters’ and ‘laggards’ to customers at diff erent stages of the life-cycle? How long are each of the stages?
Th e life-cycle of products and services is speeding up and it is becoming increasingly more diffi cult to label diff erent stages. Discuss.
What is the logic of gradually increasing commitment to a foreign market? Under what circumstances might you wish to establish a wholly owned subsidiary straight away?
What are the advantages in acquiring an existing company if you want to enter a foreign market?
In what circumstances might company acquisition(s) help you achieve market dominance? How important is speed of acquisition?
Why are big pharma companies so keen to purchase innovative start-ups?
What needs to be done ahead of purchasing another company (called due diligence)?
Under what circumstances might diversifi cation be an attractive option? Explain.
Diversifi cation is inevitable for a company that is innovating. Discuss.
Are there any diff erences between a Strategic Business Unit (SBU) and a corporate acquisition?
Can a company become a dominant market force by the mature stage of its life-cycle, other than through mergers and acquisitions? Explain.
What needs to be in place for a corporate acquisition strategy to work?
Why is eff ective knowledge transfer important in corporate acquisitions? How can it be achieved?
Why might related diversifi cation work best for entrepreneurial companies?
What is synergy and how might it be achieved?
Why do so many mergers and/or acquisitions fail? Give examples.
Why do so many founders of successful businesses sell up once the business model proves successful?
Why do founders stay on after acquisition by a larger company? Why do so many leave quickly afterwards?
Why might a strategy of internal growth be less risky than one of acquisition? In what circumstances might it be more attractive?
In practical terms it is impossible to fi nd out where a product is at in its life-cycle. Discuss.
How would you go about creating a scale for each axis of the growth-share matrix that refl ects a range of relevant factors? Give a practical example.
In what circumstances might you not want to ‘shoot a Dog’?
Give some examples of product expansions and extensions.
Can a Problem Child be profi table? Explain.
Will a Star always be profi table? Explain.
In what circumstances might you retain a Cash Cow that is unprofi table? What would you do with it?
Is there a relationship between the growth-share matrix and organizational architecture? Explain.
What part does luck play in both internal and external corporate venturing?
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