Entrepreneurship Strategies And Resources 4th Edition Marc J. Dollinger - Solutions

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How can organizations adapt to the new information environment without losing their sense of mission? Identify a social venture that you consider has adapted well to the new information era but still kept its original mission. Describe in specific detail one or two initiatives of the venture.
What is “attention philanthropy”? What are its implications and the consequences for social entrepreneurs? Illustrate your points with an example.
What are the three stages of the pyramid model of social media–based strategy? Use an example to illustrate the three stages. Then identify a social venture that has been relying on traditional tools and platforms for advocacy and relationship building, and propose a social media–based strategy
What benefits would a for-profit–nonprofit hybrid structure provide for social entrepreneurship? What challenges or difficulties might this structure need to address? Illustrate your points with an example.
How can participation in a network benefit social entrepreneurship? How might participation in a network be more beneficial for social entrepreneurship than participating in an interorganizational collaboration? Use your example from Exercise 10.1 to illustrate your points.
Why is interorganizational collaboration important for social entrepreneurship? What particular aspects of the social entrepreneurship process would benefit the most from interorganizational collaboration? Illustrate your points by describing how a social venture that is carried out by a single
For the same service, use the goals and ideas from the new public service (NPS) approach to propose a different way to improve the service. How does this suggestion differ from the suggestion you proposed in Exercise 9.2? Could these suggestions be combined?
Consider a service provided by any level of government. Using the goals and ideas from the new public management (NPM)approach, propose a new way to improve this service.
How might public sector social entrepreneurship differ from social entrepreneurship in the private sector? In what ways might they be the same? Illustrate your points with examples of public and private sector entrepreneurship.
How do different types of policy windows affect top managers’decisions to screen innovative initiatives and select some for further exploitation? Use an example to illustrate your points.
What different roles do top, middle, and frontline managers play in the social intrapreneurial process? How do their roles vary across sectors and/or types of organizations?
A number of organizational factors affect managerial attention to social intrapreneurial opportunities. Use examples to discuss these attention regulators.
What are the challenges of social intrapreneurship? Do the challenges vary with the age, size, or type of the organization, or the sector in which the organization operates? Propose several ways to overcome the challenges. Illustrate your points with examples.
Identify an organization that engages in social entrepreneurial activities and describe in detail the internal and external antecedents of social intrapreneurship. In the context of the organization, what are the performance implications of social intrapreneurship?
What are the three dimensions of social intrapreneurship? Use examples to contrast and compare the three dimensions.
What are the benefits for social entrepreneurship of funding from earned income? Suggest a social venture that could be funded with earned income. What might some of the challenges of attaining and using earned income sources be? Would the venture you suggested also have these challenges? If so,
For nonprofits, how might venture philanthropy funding for social entrepreneurship differ from routine funding for ongoing social programs in established social service providers?Illustrate your points with an entrepreneurial venture on the one hand and an established ongoing social program on the
In general, would public agencies, for-profits, or nonprofits have more different sources for funding their social ventures?How might this impact their social entrepreneurship? Illustrate your points with real or hypothetical examples of ventures in each of the sectors.
Suggest a social venture that could be scaled by influencing public policy. Suggest one that could be scaled by promoting a model. Suggest one that could be scaled by geographic spread.Could any of these be scaled by more than one of these alternatives?
Why might it be important to consider value-based models in social entrepreneurship evaluation? Would it be enough to use these models only when evaluating social ventures? If not, what other factors might be important to include? Illustrate your points with a real or hypothetical social venture.
Why is evaluation important for social entrepreneurship?Describe a real or hypothetical social venture that would be easy to evaluate. Describe another that would be challenging or difficult to evaluate. How might you address these challenges?
What market analysis factors are relevant to this social venture? Why are they relevant? To what extent might a policy field analysis help you refine your proposed operating model?
Propose a social venture operating model, based on the opportunity you identified in Exercise 4.1. How are activities linked to outcomes and impacts?
Consider a particular social problem (for example, low-income housing, employment assistance, addiction services). Identify a viable opportunity to improve this situation. What makes this a viable opportunity? What theory of change is this opportunity based on? What is its social value proposition?
Where do entrepreneurial opportunities come from? Describe the factors that would influence the probability for particular social entrepreneurs to discover particular opportunities. Be specific.
The opportunity recognition process of social entrepreneurs involves two major phases: idea generation and opportunity assessment. What are the three core elements of the first phase?Describe each of them.
What is opportunity? How do the “discovery view” and“creation view” advance our understanding of opportunity in social entrepreneurship?
Select an organization that you are familiar with and assess its SEO based on the three key dimensions: the degree of entrepreneurship, the frequency of entrepreneurship, and the alignment with social mission.
Based on the Entrepreneurial Grid in Figure 2.1, suggest a social venture that could best be described as periodic/incremental entrepreneurship. Suggest one that could be described as continuous/incremental entrepreneurship. Can you find an example of a social venture that can be depicted as
What are the connections between “entrepreneurial orientation”(EO) and “entrepreneurial intensity” (EI)? Why is it challenging to apply the constructs of EO and EI to the setting of public and nonprofit organizations?
Why does social entrepreneurship occur? Please describe the factors that lead to the birth and prevalence of social entrepreneurship. In particular, find a social enterprise in your local community that was created during the last economic downturn, and explain how it has addressed a community need.
What unique characteristics do social entrepreneurs tend to display? Use a real example to describe the unique traits and/or behavioral patterns of a social entrepreneur.
This chapter reviews two dominant schools of thought on the definition of social entrepreneurship: the “social enterprise”school and the “social innovation” school. Please identify an example of social entrepreneurship based on each definition, and then use the examples to discuss the
Evaluate your own business plan for its franchiseability. Does it meet the criteria for franchising?If so, develop a franchise plan.
Request a package of material from a franchisor. Advertisements for these can usually be found in Inc. or Entrepreneur magazines, among other places. Evaluate the material. Does it answer the questions a potential franchisee will have? Follow up by calling the franchisor.What additional information
Interview a local franchisee. Ask the franchisee about his or her relationship with the franchisor.What are the problem areas and the positive points? How does the future look? Find out whether the franchisee is satisfied and would do it again.
What should a franchisee look for in evaluating a franchise opportunity?
What is the nature of the dependency between franchisor and franchisee?
What are the characteristics of a franchiseable business?
Why is the pilot store so important for the potential franchisor?
Why has franchising been so successful in the United States? Does it have the same potential worldwide?
Are franchisors entrepreneurs? Are franchisees entrepreneurs? Give reasons for your answers.
Do you think intrapreneurship can spur Panera’s continued growth? Why or why not?What role do you think the franchisees can play?
If current customers are not a source of innovation, where should Panera look?
Are Panera’s new strategies likely to find Blue Ocean or Red Ocean? Explain your choice.
Are Panera’s new initiatives innovations, or are they simply line or brand extensions?Explain.
Identify a product category that looks ripe for innovation. Use the Blue Ocean tools to reconfigure the market and find Blue Ocean space for a corporate venture.
Consider a company you work (or have worked) for. How was corporate venturing done at this firm? How were you and co-workers involved in the process? What recommendations would you offer to make this company more intrapreneurial?
Choose a company from Table 10.1. Research the company’s intrapreneurial experience,processes, and history. Evaluate its approach compared to that of its closest competitor.
How is innovation done at your company or university? What improvements in the process would you make?
What are the Blue Ocean tools and principles? How do they work? Which seems the most critical to you?
Why is a Blue Ocean strategy preferred to a Red Ocean strategy?
What are the key aspects of technical innovation? How is it different from other types of innovation?
How does IDEO’s model promote intrapreneurial thinking and action? How is IDEO’s approach unique?
Explain the Innovator’s Dilemma? What is it and how does it impede intrapreneurship?
What impediments do large corporations impose on intrapreneurial efforts?
How is the intrapreneurial business plan different from the entrepreneurial business plan?Why is this so?
What are the important similarities and differences between entrepreneurship and intrapreneurship?
What benefits can corporations gain through successful intrapreneurship?
Write Out Glacéau/Bikoff’s value proposition.
Gary Hemphill, the managing director of Beverage Marketing Corp., says about Glacéau,”They can’t compete on price, so it’s crucial that they develop a different proposition and build demand from there.” Write out Glacéau/Bikoff’s value proposition.
What is ‘buzzmarketing’? How does Bikoff use it to extend the boundaries of the organization?
Is Bikoff a “time teller” or a “clock builder?”
How does Bikoff generate allegiance to his product?
Join a student club or group (if you do not already belong to one). Go to meetings and participate in a few activities. Make new friends. What kinds of things did you do to become friends with these people? What is the extent of the relationship? If you were going into business, how could these new
Attend a meeting of a professional organization or group. What types of activities go on?What kinds of behavior can you observe? Interview attendees. What reasons do they give for attending these meetings? What benefits have they experienced?
Identify a trade or professional organization that serves the type of business that you are dealing with in your business plan. Call or write this association and request materials. What does this organization do for its members? How can members get the most out of belonging to this group?
Create a balanced scorecard for your new venture. What are your goals and what specific measures could you choose?
What are the entrepreneurial values you wish to create and sustain in your business plan project organization? How will you do this?
Create an organization chart for your business plan project. What are the duties, responsibilities,and reporting relationships of the people represented in the chart?
Decide which activities your business plan project or venture should do for itself and which it should leave to the market.
Role-playing exercise: Recruit a potential TMT member away from a large corporation by persuading this person to join your team.
Construct an “ideal” TMT for a new venture or for your business plan project.
How can the management of human resources reinforce the culture, the ethics, and the values of the entrepreneur? Give examples.
What are some of the major ethical issues for the entrepreneur? Give examples. How should these be resolved?
How do entrepreneurial organizations create and maintain culture?
Describe the changes in organizational structure that a firm might go through as it grows.
What is meant by the “strength of weak ties”?
Why are networking and alliances important for the entrepreneur?
What is a virtual organization? How can it exist and survive? When is a virtual organization an effective way of organizing the new venture?
What is the role of the board of directors? How can the board and the entrepreneur cooperate to make the venture a success?
What types of efforts must be made to maintain a TMT as a high-performing group?
What are the arguments for and against a culturally diverse TMT?
Where do the venture’s TMT members come from? What are the pros and cons of recruiting familiars versus unfamiliars?
How is a team different from a working group? Give examples.
What are the three leadership roles of the entrepreneur? Give examples of each.
At the end of the day, will this process of educational reform work? Why or why not?
If you were the investors, how would you negotiate the investment? What terms would you seek?
If you were the charter school entrepreneurs, how would you negotiate the investment?What terms would you seek?
What are the pros and cons of using VC methods here?
How are venture capital practices being applied to educational reform?
Prepare a brief financial plan for your new venture. What are your financial requirements?How might you negotiate with a banker? An angel? A venture capitalist?
Add a warrant for your debt investors to raise their return. Calculate the price of the warrant in a five-year schedule.
Revise your financing plan to incorporate staged financing at the appropriate times.
Develop a risk-sharing financing proposal. Include an option to reinvest.
Calculate the returns for each investor.
Calculate the amounts you need to raise from each source.
Partition these flows and segment your investor market.
Calculate the cash flows for your proposed venture if you have not already done so.
Is it fair that negotiating skill is so important in determining the outcomes for the new venture?Should the new venture succeed or fail based on its merits alone?

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Entrepreneurship Strategies And Resources 4th Edition Marc J. Dollinger - Solutions

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