Technology Entrepreneurship Bringing Innovation To The Marketplace 2nd Edition Natasha Evers , James Cunningham , Thomas Hoholm - Solutions

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understand the way that the objectives, tasks and timing are implemented;
outline the nature and limitations of the implementation process;
How is strategic management changing?
How can we devise a programme to manage such change?
What are the main principles involved in strategic change?
Why do people resist strategic change?
What is the impact of green strategy and sustainability on strategic options and choice?
What are the implications of green strategy for knowledge, technology and innovation?
How does purpose change as green strategy and sustainability principles are adopted?
What additional elements are involved in analysing the green strategy environment and in identifying sustainable resources and capabilities?
What are the main elements of green strategy and sustainability?
What is the role of information processing and systems?
How is strategy controlled?
How is strategic planning conducted and what is its influence on strategy?
How are resources allocated?
How are tasks and objectives set?
What is the process of implementation?
9 ‘The hallmark of many successful business organisations is the attention given to the human element.’ (Laurie Mullins, author of the well-known text Management and Organisational Behaviour ) Is the human element more important than competitive strategy?
8 The managing director of a large company making bicycles has become worried by the lack of growth in sales, believing the company has lost its earlier innovative spark, and has turned to you for advice. What would you recommend?
7 Why is it difficult to develop reward systems to deliver the organisation’s objectives? How might such difficulties be overcome in a small entrepreneurial business venture?
5 ‘Every organisation needs an element of innovation’(see Section 12.5 ). Is this correct?6 ‘All any company has to do to explore its own potential to become a more innovatory organisation is to see what happens when employees and managers are brought together and given a significant problem
4 If you were asked to make PepsiCo – see Case 12.1 –more innovative, what would you do? In answering this question, you should take into account the existing culture of the company.
3 ‘If structure does follow strategy, why should there be a delay in developing the new organisation needed to meet the administrative demands of the new strategy?’ (Alfred Chandler) How would you answer this question?
2 What structure would you expect the following organisations to have?(a) A small management consultancy company based in one country only.(b) A voluntary group providing volunteers to visit the elderly and house-bound.(c) A medium-sized company with 1,500 employees, two factories and a separate
1 Explain the structure of an organisation with which you are familiar, using the elements outlined in Sections 12.2 and 12.3 as your guide.
3 What lessons, if any, on strategy and organisation structure can be drawn from the approach of PepsiCo in developing its new organisation structure?
2 What benefits was the company seeking from its acquisitions?How did the change in organisation structure contribute to such benefits? In order to achieve such benefits, what actions would have to be taken? Would they have any human consequences? If so, what?
1 Why was PepsiCo essentially organised into North American and international divisions? Why were there some variations in this structure? Examining the organisation structures outlined in this chapter, in which category would you put PepsiCo?
explain the formal organisation needed to motivate staff and implement the chosen strategies.
develop the special organisation structures that are more likely to lead to innovative strategies;
outline the six main types of organisation structure and assess their advantages and disadvantages in relation to a particular strategy;
evaluate the importance of changing an organisation’s management style at the same time as changing its strategy;
understand the basic principles involved in designing the structure of an organisation to meet its chosen strategy;
evaluate critically the arguments that strategy and structure have a more complex relationship than that suggested by the early strategists;
10 If you were advising Honda Motorcycles about its strategies in the 1990s, what strategic approach or combination of approaches would you adopt? Give reasons for your views.
9 ‘Management theories are judged, among managers at least, by the demonstrable results that they deliver,’ comments Colin Egan. Apply this comment to the strategic routes described in this chapter and outline your conclusions.
8 The learning-based strategic route emphasises creativity in strategy development. Why is this important and how might it be achieved?
7 Why is negotiation important in strategic management?Why is it not better to have a strong leader who will simply impose his/her will on the organisation?
6 For organisations, such as the telecommunications companies, involved in lengthy investment decisions that take many years to implement, the uncertaintybased route forward, with its very short time-horizons, appears to have little to offer. Can this strategic route provide any useful guidance to
5 Some have argued that the survival-based strategic route is over-pessimistic in its approach. Do you agree?
4 Is it possible for the prescriptive strategy process to be creative?
3 Take an organisation with which you are familiar and consider to what extent it plans ahead. How does it undertake this task? Is it reasonably effective or is the whole process largely a waste of time? To what extent does any planning process rely on ‘people’ issues and negotiation? What
2 Why does context matter in strategy development?What are the main elements of context in the case of European telecommunications? How do they influence strategy development?
1 Charles Handy has described recent technological breakthroughs in global development as discontinuous.He commented that ‘Discontinuous change required discontinuous upside-down thinking to deal with it, even if thinkers and thought appear absurd at first sight.’ Can discontinuities be handled
4 How will the internet impact on travel in the future? Would it be more beneficial to use emergent strategies – if so, which strategies and how should they be used?
3 If you were an established internet provider, which strategic routes would you select to develop your presence further?Why? Give examples of current practice where possible.
3. What do you think would happen if you repeated this exercise in a different location?
2. Did you learn anything about yourself that was unexpected or surprising?
1. In what ways did this 10-minute observation exercise confirm your existing assumptions and beliefs about your way of looking at the world? In what ways did it change them?
3. Do you agree that a budding entrepreneur should wait and accumulate experience working for others before starting an entrepreneurial venture? Why or why not?
2. If you had been at the helm of GPS Insight when it was approaching$2 million in cumulative losses, would you have decided to continue in business? What information would you have needed to know in order to decide one way or the other?
1. In what ways do you see mindset, or mental attitude, playing a role in Robert Donat’s success?
3.6 The Mindset as the Pathway to Action
3.5 The Improvisation Habit
3.4 The Creativity Habit
3.3 The Self-leadership Habit
3.2 What Is Mindset?
3.1 The Power of Mindset
3.6 Relate the mindset for entrepreneurship to entrepreneurial action.
3.5 Explain how to develop the habit of improvisation.
3.4 Explain how to develop the habit of creativity.
3.3 Explain how to develop the habit of self-leadership.
3.2 Define “mindset” and explain its importance to entrepreneurs.
3.1 Appraise the effectiveness of mindset in entrepreneurship.
5. What opportunities are presently available to you that taking advantage of might bolster additional entrepreneurial opportunities in the future?
4. Jordan Jensen took advantage of opportunities in his life. Can you think of an opportunity in the past year or so that you chose to pass up? Was passing up this opportunity a wise decision? Why or why not?
3. What are some preliminary steps you could start taking to apply an entrepreneurial spirit to these activities?
2. What professional activities do you find most engaging and rewarding?
1. What are some ways in which you have already applied an entrepreneurial spirit to personal or professional activities you have undertaken in the past(whether or not earning money was involved)?
3. What did you learn about yourself that was unexpected or surprising?
2. In what ways did the 3-Hour Challenge confirm your existing assumptions and beliefs? In what ways did it change them?
1. What assumptions and beliefs did you have before starting the 3-Hour Challenge?
3. What additional research questions can you suggest that would shed light on how entrepreneurs think and solve problems?
2. If you were asked to participate in Dr. Sarasvathy’s study, how might she classify your ways of thinking and problem solving?
1. What strengths and weaknesses do you see in the creation view of entrepreneurship? Give some examples that would apply to real life.
3. To what extent do desirable qualities in an employee differ from desirable qualities in a business owner or entrepreneur? Explain your answer and give examples.
2. In what ways do you agree with the goal “to not just make money off of [job applicants], but to help them succeed in their lives”? How does this fit with your image of entrepreneurship?
1. Does Rob Hunter’s story exemplify the linear “process” approach to entrepreneurship, the nonlinear “practice” approach, or both?Explain your answer.
3. Imagine you are a business owner similar to Dawn LaFreeda. What products and/or services would your business provide?
2. Think of the last time you decided to “Go for it” only to fail or be rejected?How did you respond to your temporary failure or rejection? After reading Dawn’s story, how might you respond differently in the future?
1. Dawn LaFreeda says, “When you’re 23, you’re not afraid to take risks.” What sorts of risks do you think entrepreneurs face when they are first starting out?What risks do you think you would take when trying to get your business off the ground?
3. In addition to people requiring bribes and kickbacks for access to infrastructure and government services, people who want to provide products and services to entrepreneurs offer bribes and kickbacks to the entrepreneur. For a struggling entrepreneur, what criteria would you use for supplier
2. Can a business maintain more than one set of ethical standards—one set for conducting business in the United States or Europe and another set when conducting business in a country like India or China?
1. What does it mean for entrepreneurial ventures to approach global markets from the bottom up? In ethical terms, would a bottom-up approach better serve the public in developing countries?
20.Briefly explain the difference between accelerators and incubators.
19.Why is the NPV method difficult to apply to the valuation of new ventures?
18.What are the main advantages of co-funded investments?
17.What are the main challenges that investors using crowdfunding face?
16.Briefly describe the different types of crowdfunding platforms that entrepreneurs can use to raise finance for their new venture.
15.Briefly outline what terms and conditions you would expect to see in a term sheet.
14.What are the main challenges and benefits of taking a private company public?
13.One option for financing a business is to seek credit from a bank. How might the business plan be prepared differently for a bank from one prepared for a cash-for-equity investor, such as a business angel?
12.What are the main mechanisms by which an entrepreneur can exit(partially or fully) a business and harvest the rewards?
11. What is a business angel, and how does this type of investor differ from a professional (institutional) venture capitalist?
10.Explain the concept of a ratchet as an anti-dilution mechanism. Why are ratchets common in financing new ventures?
9. Why do venture capital investment deals tend to provide the investor with convertible preferred stock rather than equity or debt?
8. Explain how the valuation of a new venture can be conducted based on its projected future cashflows. Even if an outside investor and entrepreneur agree about projections for future cashflows, why might their valuations differ?
7. Explain the difference between profitability and cashflow. Why is cashflow particularly important for new ventures?
6. Explain what is meant by due diligence, and why it is important for the investor.
5. As a new entrepreneur with little track record or credibility, how might you go about convincing an outside investor to invest in your business?

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Technology Entrepreneurship Bringing Innovation To The Marketplace 2nd Edition Natasha Evers , James Cunningham , Thomas Hoholm - Solutions

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