entrepreneurship entrepreneurship

Transcription

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CHAPTER
PA R T O N E
Decision to
SARAH SCHUPP
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Decision to Become an Entrepreneur
introduction to
entrepreneurship
Currently in my iPod
Best advice I’ve received
Norah Jones
Be persistent
My biggest worry as an
entrepreneur
Losing a customer
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niversity Parent:
The Classic Entrepreneurial Story
As a college student at the University of Colorado (CU), in Boulder, Colorado, Sarah
Schupp invited her parents to visit her a couple times a year to see where she was living
and see the campus and its various attractions. Although she enjoyed her parent’s visits,
one challenge she always encountered was helping them plan their stay and make it
enjoyable. “My parents would visit me from Dallas and they wanted to know where to
shop, eat, and stay in Boulder,” Schupp remembers.1 She always felt hesitant to give her
parents too much advice. After all, as a college student she wasn’t familiar with the hotels
and motels in Boulder, for example, and, as a dormitory resident, didn’t know a lot about
the restaurants in different parts of town. After muddling through helping her parents
plan several visits, it occurred to Schupp that what CU needed was a magazine that would
provide parents a directory of hotels, motels, restaurants, and shops to help them plan
their trips to Boulder.
At the same time that Schupp started thinking about this idea, she was enrolled in
the entrepreneurship program at the Leeds School of Business at CU. Fortunately for her,
as she was thinking about her idea, she was scheduled to take a business plan course
taught by Frank Moyes. Reflecting back on her business idea, Schupp recalls, “I knew what
I wanted to do, but I didn’t know how to do it.”2 Schupp entered the class, which required
the students to break up into teams, think of a business idea, and prepare a business plan
to describe how the idea would be turned into a commercial reality. Schupp became part
of a five-person team and persuaded her teammates to help her flesh out her parent magazine business idea. Schupp remembers that the class taught her to look at each step in
the business plan carefully. The class culminated with a business plan competition—which
Schupp and her teammates won. Reflecting back on the
class, Schupp remarked, “His class (Frank Moyes) is a lot of
SARAH SCHUPP
work. We won the competition and we didn’t even get an ‘A’.
Founder, University Parent
But he really knows what he’s doing.”3
University of Colorado
After the class concluded, Schupp became increasingly
BS, Leeds School of Business, 2004
convinced that her idea for a parent-focused university magazine was viable. In talking with the staff of the Office of
Parent Relations at CU, she learned that because it is a public entity, the university can’t
put out a guide that endorses specific businesses. However, university personnel told
Best part of being a student
First entrepreneurial experience
What I do when I’m not working
Support from faculty
Published coupon book for college
students
Play tennis
3
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PART 1 • DECISION TO BECOME AN ENTREPRENEUR
1. Explain entrepreneurship
and discuss its
importance.
2. Describe corporate
entrepreneurship and
its use in established
firms.
3. Discuss three main
reasons people decide
to become
entrepreneurs.
4. Identify four main
characteristics of
successful
entrepreneurs.
5. Explain the five common
myths regarding
entrepreneurship.
6. Explain how
entrepreneurial firms
differ from salarysubstitute and lifestyle
firms.
7. Discuss the changing
demographics of
entrepreneurs in the
United States.
Schupp that if she put together a magazine or guide that was helpful to parents, CU
would make it available to parents at university events. After kicking around the idea
with her professors at CU and other people as well, she started a company, named
University Parent, to produce an advertising-supported magazine for CU parents. To sell
ads, she literally went door-to-door among the motels, hotels, restaurants, and shops in
Boulder. Many businesses responded positively to her sales effort, largely because they
knew the ads would be seen by parents who were from out-of-town and would be looking for a place to eat or stay. She was also able to sell some ads to national advertisers
(such as Apple Computer and Marriott) who were interested in targeting college students and their parents.
University Parent’s first issue was published in October of 2003 and was distributed
during parents’ weekend. The issue contained a directory of local motels, hotels, restaurants, and shops, along with a calendar of events and articles of interest to college students and their parents. University Parent’s first issue was an immediate success, causing
CU to invite Schupp to produce three magazines a year—one to be distributed during summer orientation, one during the fall semester, and the other during the spring semester.
Through research that Schupp and her teammates conducted during the preparation
of University Parent’s original business plan, they learned that approximately 95 percent
of college parents want more information about both the college their child is attending and the community in which it is located. On most campuses there is no publication
addressing this set of needs.4 As a result, following her initial success at CU, Schupp
approached other universities about her business idea and is now publishing customized
versions of University Parent at Colorado State University, Southern Methodist University,
Miami University of Ohio, University of Denver, and Kansas State University. Arrangements with several other universities are in the works. At all locations other than CU,
the universities mail the magazine to the parents rather than distributing them while the
parents are on campus. This approach is particularly attractive to advertisers near
those universities. As a rule, universities do not share their mailing lists of parents, so to
be able to produce an ad that will be distributed to all the parents of incoming students
is very attractive to hotels, motels, restaurants and other businesses in a university town.
Schupp feels that her business fills a need and that University Parent is a win for
everyone involved. As to her future, Schupp is expanding University Parent, and hopes to
be established on 25 campuses in the near future. “I’ve always wanted to be an entrepreneur,” she said. I’m just trying to grow the business. I’d like to see it be a success.”
8. Discuss the impact of
entrepreneurial firms on
economies and
societies.
9. Identify ways in
which large firms
benefit from the
presence of smaller
entrepreneurial firms.
10. Explain the
entrepreneurial
process.
As you will see by reading this book, there is something unique about how each entrepreneurial venture is launched. However, there are some common features to all launches,
including the fact that each venture is started by one or more entrepreneurs who have recognized an opportunity and who develop a plan for how to shape the opportunity into a
viable business. The University Parent example is particularly instructive because Sarah
Schupp managed this process very effectively and focused on start-up techniques that are
emphasized throughout this book. After she recognized an opportunity, she went about the
process of talking to a lot of people and developing a business plan before she won the trust
of the people she needed to help her start her firm, started University Parent, launched it
with minimal overhead, and executed her idea in an exemplary manner. She also created a
business that provides value and benefits for all involved parties.
In this first chapter of your book about the successful launching of an entrepreneurial firm,
we define entrepreneurship and discuss why some people decide to become entrepreneurs.
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CHAPTER 1 • INTRODUCTION TO ENTREPRENEURSHIP
We then look at successful entrepreneurs’ characteristics, the common myths surrounding
entrepreneurship, the different types of start-up firms, and the changing demographics of entrepreneurs in the United States and in other nations throughout the world. We then examine entrepreneurship’s importance, including the economic and social impact of new firms as well as the
importance of entrepreneurial firms to larger businesses. To close this chapter, we introduce you
to the entrepreneurial process. This process, which we believe is the foundation for successfully
launching a start-up firm, is the framework we use to present the book’s materials to you.
Introduction to Entrepreneurship
There is tremendous interest in entrepreneurship around the world. Although this statement may seem bold, there is evidence supporting it, some of which is provided by the
Global Entrepreneurship Monitor (GEM). GEM, which is a joint research effort by Babson
College and the London Business School, tracks entrepreneurship in 35 countries, including the United States. According to the results of the GEM 2005 study, about 330 million,
or roughly 14 percent, of adults in the countries surveyed are involved in forming new
businesses.5Although many of these new businesses will be extremely small, approximately 3 percent to 17 percent (depending on the country) of new business owners expect
to employ 20 or more people within 5 years. These percentages may seem small to you;
however, the economic impact of firms this size is significant. In fact, research evidence
shows that firms that grow to over 20 people are responsible for up to 80 percent of all new
jobs created by entrepreneurs.6
The GEM report also identifies whether its respondents are starting new businesses to
take advantage of attractive opportunities or out of necessity. In other words, it tracks
whether people are becoming entrepreneurs because they have recognized what they
believe is an attractive opportunity or because they believe that becoming an entrepreneur
is the most attractive work-related option available to them. Overall, the vast majority of
the individuals in the 35 countries surveyed reported they are starting a business to pursue
an attractive opportunity. Unfortunately, in the United States, roughly one-third of all new
firms fail within the first 2 years, while another 20 percent fail within 4 years.7 These statistics show that while many people are motivated to start new firms, motivation alone is
not enough; it must be coupled with good information, a solid business idea, and effective
execution to maximize chances for success. In this book, we will discuss many examples
of entrepreneurial firms and the factors separating successful ventures from unsuccessful
ventures.
Many people see entrepreneurship as an attractive career path. Think about your
friends and others you know. In all probability, you are acquainted with at least one or two
people who want to become an entrepreneur—either now or at some point in the future.
The number of books dealing with starting one’s own business is another indication entrepreneurship is growing in popularity. Amazon.com, for example, currently lists over 1,900
books dealing with entrepreneurship and over 17,000 books focusing on small business. It
is also clear that many people are fascinated by entrepreneurship and related topics, as evidence by the success of ABC’s American Inventor television show. The purpose of this
book is to provide a thorough introduction to the entrepreneurial process as the foundation
for successfully launching a new venture.
What Is Entrepreneurship?
The word entrepreneur derives from the French words entre, meaning “between,” and
prendre, meaning “to take.” The word was originally used to describe people who “take on
the risk” between buyers and sellers or who “undertake” a task such as starting a new venture.8 Inventors and entrepreneurs differ from each other. An inventor creates something
new. An entrepreneur assembles and then integrates all the resources needed—the money,
the people, the business model, the strategy, and the risk-bearing ability—to transform the
invention into a viable business.9
1. Explain entrepreneurship and
discuss its importance.
5
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2. Describe corporate
entrepreneurship and its use in
established firms.
Entrepreneurship is the process by which individuals pursue opportunities without
regard to resources they currently control.10 The essence of entrepreneurial behavior is
identifying opportunities and putting useful ideas into practice.11 The tasks called for by
this behavior can be accomplished by either an individual or a group and typically requires
creativity, drive, and a willingness to take risks. Sarah Schupp, the founder of University
Parent, exemplified all these qualities. Schupp saw an opportunity to create a magazine
that would be attractive to parents, universities, and advertisers, she risked her career by
passing up alternatives to work on University Parent full-time, and she worked hard to
build a profitable company that delivers a creative and useful service to its customers.
In this book, we focus on entrepreneurship in the context of an entrepreneur or team of
entrepreneurs launching a new business. However, ongoing firms can also behave entrepreneurially. Typically, established firms with an entrepreneurial emphasis are proactive,
innovative, and risk-taking. For example, Apple Computer (which celebrated its 30th
birthday in 2006) is widely recognized as a firm in which entrepreneurial behaviors are
clearly evident. Steve Jobs is at the heart of Apple’s entrepreneurial culture. With his ability to persuade and motivate others’ imaginations, Jobs continues to inspire Apple’s
employees as they develop innovative product after innovative product. To consider the
penetration Apple has with some of its innovations, think of how many of your friends own
an iPod!12 Similarly, studying Cisco Systems’ ability to grow and succeed reveals a history
of entrepreneurial behavior at multiple levels within the firm.13 In addition, many of the
firms traded on the NASDAQ, such as Yahoo!, Intel, Starbucks, and Google, are commonly thought of as entrepreneurial firms. The NASDAQ is the largest U.S. electronic
stock market and with over 3,200 companies listed on the exchange.
We want to note here that established firms with an orientation to acting entrepreneurially practice corporate entrepreneurship.14 All firms fall along a conceptual continuum that ranges from highly conservative to highly entrepreneurial. The position of a firm
on this continuum is referred to as its entrepreneurial intensity.15 As we mentioned previously, entrepreneurial firms are typically proactive innovators and are not averse to taking calculated risks. In contrast, conservative firms take a more “wait and see” posture, are
less innovative, and are risk averse.
One of the most persuasive indications of entrepreneurship’s importance to an individual or to a firm is the degree of effort undertaken to behave in an entrepreneurial manner. Firms with higher entrepreneurial intensity regularly look for ways to cut bureaucracy.
For example, Virgin Group, the large British conglomerate, works hard to keep its units
small and instill in them an entrepreneurial spirit. Virgin is the third most recognized brand
in Britain and is involved in businesses as diverse as airlines and music. In the following
quote, Sir Richard Branson, the founder and CEO of Virgin, describes how his company
operates in an entrepreneurial manner:
Convention . . . dictates that “big is beautiful,” but every time one of our ventures
gets too big we divide it up into smaller units. I go to the deputy managing director,
the deputy sales director, and the deputy marketing director and say,
“Congratulations. You’re now MD [managing director], sales director and marketing
director—of a new company.” Each time we’ve done this, the people involved
haven’t had much more work to do, but necessarily they have a greater incentive to
perform and a greater zeal for their work. The results for us have been terrific. By the
time we sold Virgin Music, we had as many as 50 subsidiary record companies, and
not one of them had more than 60 employees.16
Other large firms are increasingly looking for ways to jump-start their entrepreneurship
and innovation-related initiatives. For example, several firms, including Citigroup,
Humana, and Coca-Cola, now have executives with the titles Chief Innovation Officer or
Vice President of Innovation. Appointing executives with titles such as these sends a clear
message to the organization: Innovation is an urgent priority and someone should be held
accountable for it.17
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7
Steve Jobs is perhaps America’s
best-known entrepreneur. He
co-founded Apple Computer in
1976, and has since built the
company into a premier
entrepreneurial firm. Apple’s latest
innovations include the widely
popular Apple iTunes Music store
and the Apple iPod.
Why Become an Entrepreneur?
The three primary reasons that people become entrepreneurs and start their own firms are
to be their own boss, pursue their own ideas, and realize financial rewards.
3. Discuss three main reasons
Be Their Own Boss The first of these reasons—being one’s own boss—is given most
commonly. This doesn’t mean, however, that entrepreneurs are difficult to work with or
that they have trouble accepting authority. Instead, many entrepreneurs want to be their
own boss because either they have had a long-time ambition to own their own firm or
because they have become frustrated working in traditional jobs. The type of frustration
that some entrepreneurs feel working in conventional jobs is exemplified by Wendy
DeFeudis, the founder of VeryWendy, a company that makes customized social invitations.
Commenting on how her experiences working for herself have been more satisfying than
working for a large firm, DeFeudis remarked:
I always wanted to be my own boss. I felt confined by the corporate structure.
I found it frustrating and a complete waste of time—a waste to have to sell my ideas
to multiple people and attend all kinds of internal meetings before moving forward
with a concept.18
T. J. Rogers, the founder and longtime CEO of Cypress Semiconductor, an international
supplier of computer chips, enjoys being his own boss for a similar, yet slightly different
reason. Prior to founding Cypress, Rogers was on the fast track for promotion at Advanced
Micro Devices (AMD), one of the world’s largest semiconductor firms. When asked why
he left AMD to start his own company, Rogers replied:
Actually, my mother asked me that. Her basic question was—rephrasing it negatively from my perspective—“Now that you’re in the rat race and can scramble up
the political ladder at Advanced Micro Devices, why give up the sure opportunities
and start your own company?” I wanted to start a company since I graduated from
college. It was one of my life goals, stated at age 21, that I would start a company by
the age 35. Why do people start their own companies? The standard entrepreneurial
answer is frustration. You see a company running poorly; you see that it could be a
lot better. Like the freshman Congressman who’s been around for six months, you
realize that the other guys really aren’t that good. All of a sudden you understand
that you could go build something bigger and more important than where you are.
That’s a big deal.19
that people decide to become
entrepreneurs.
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Pursue Their Own Ideas The second reason people start their own firms is to pursue
their own ideas.20 Some people are naturally alert, and when they recognize ideas for new
products or services, they have a desire to see those ideas realized. Corporate entrepreneurs
who innovate within the context of an existing firm typically have a mechanism for their
ideas to become known. Established firms, however, often resist innovation. When this
happens, employees are left with good ideas that go unfulfilled.21 Because of their passion
and commitment, some employees choose to leave the firm employing them in order to
start their own business as the means to develop their own ideas.
This chain of events can take place in noncorporate settings, too. For example, some
people, through a hobby, leisure activity, or just everyday life, recognize the need for a
product or service that is not available in the marketplace. If the idea is viable enough to
support a business, they commit tremendous time and energy to convert the idea into a
part-time or full-time firm. In Chapters 2 and 3, we focus on how entrepreneurs spot ideas
and determine if their ideas represent viable business opportunities.
Pursue Financial Rewards Finally, people start their own firms to pursue financial
rewards. This motivation, however, is typically secondary to the first two and often fails to
live up to its hype. The average entrepreneur does not make more money than someone
with a similar amount of responsibility in a traditional job. For example, in 1997, only
13.1 percent of the owners of small businesses in the United States made more
than $50,000 a year.22 The financial lure of entrepreneurship is its upside potential.
People such as Michael Dell of Dell Inc., Jerry Yang of Yahoo!, and Larry Page and
Sergei Brin of Google made hundreds of millions of dollars building their firms. But
these people insist that money wasn’t their primary motivation. Marc Andreessen,
founder of Netscape, said, “[Money] is not the motivator or even the measure of my
success.”23 Some entrepreneurs even report that the financial rewards associated with
entrepreneurship can be bittersweet if they are accompanied by losing control of their
firm. For example, Sir Richard Branson, after selling Virgin Records, wrote, “I remember
walking down the street [after the sale was completed]. I was crying. Tears . . . [were]
streaming down my face. And there I was holding a check for a billion dollars. . . . If
you’d have seen me, you would have thought I was loony. A billion dollars.”24 For
Branson, it wasn’t just the money—it was the thrill of building the business and of seeing
the success of his initial idea.
Characteristics of Successful Entrepreneurs
4. Identify four main
characteristics of successful
entrepreneurs.
Although many behaviors have been ascribed to entrepreneurs, several are common to
those who are successful. Those in new ventures and those who are already part of an
entrepreneurial firm share these qualities, which are shown in Figure 1.1 and described in
the following section.
Passion for the Business The number-one characteristic shared by successful
entrepreneurs is a passion for their business, whether it is in the context of a new firm or
an existing business. This passion typically stems from the entrepreneur’s belief that the
business will positively influence people’s lives. Consider Benjamin Tregoe, cofounder of
Kepner-Tregoe, a management consulting firm. In describing the purpose of his new
venture, he said:
Tremendously important to me was the feeling that we were doing something that
had a significance far beyond building a company or what the financial rewards
could be. I was convinced we were doing something that had tremendous importance
in the world.25
This passion explains why people leave secure jobs to start their own firms and why billionaires such as Bill Gates of Microsoft, Michael Dell of Dell Inc., and Larry Page and
Sergei Brin of Google continue working after they are financially secure. They strongly
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FIGURE 1.1
Product/customer
focus
Passion for
the business
Successful entrepreneur
Tenacity despite
failure
Execution
intelligence
believe that the product or service they are selling makes a difference in people’s lives and
makes the world a better place to live in.
Passion is particularly important for entrepreneurs because although rewarding, the
process of starting and building a new firm is demanding. Entrepreneurship isn’t for the
person who is only partially committed. Investors watch like hawks to try to determine an
entrepreneur’s passion for his or her business idea. Michael Rovner, a partner in AV Labs,
a venture capital firm in Austin, Texas, expresses this sentiment:
Everyone has a different concept of what starting a business is like. We look for people who are highly motivated—people who are passionate about providing their
solution to customers, people who really want to make a new company fly.26
Another reason that passion is important is that in many instances it motivates extraordinary behavior. This outcome is the case with Mary Kent Hearon, the founder of
Dragonfly Wellness, a heath food and natural remedy start-up. Remarking on how her passion for her business has helped her become a better writer (she writes a regular newsletter
on alternative medicines), Hearon said:
It gives me so much joy to reach people through my Weekly Beet newsletter, which
has about 1,500 subscribers and is growing every day. What I’ve realized is I’m a
good writer. Once you choose the work you love, certain aspects of yourself start to
come out that you never knew existed. I didn’t do well in English class because I was
writing about books that didn’t interest me. Now I’m able to better express myself
through health.27
What this example illustrates, beyond the fact that passion motivates extraordinary behavior, is that entrepreneurs who are passionate about their venture will often invest huge
amounts of effort to ensure its healthy functioning. Additional examples of how entrepreneurs view passion are shown in Table 1.1. In each instance, the presence of passion is
depicted as an essential characteristic of successful entrepreneurs.
Four Primary
Characteristics of
Successful
Entrepreneurs
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TABLE 1.1 The Importance of “Passion” in Launching a Successful New Venture
Entrepreneur and Company Founded
View on the Importance of Passion
Jared Ross
VENA-Fine Italian Takeout
Toronto, Canada
My MBA has been invaluable in so many ways. However, one thing
business school doesn’t teach is how to prepare for the less glamorous,
humbling jobs like scrubbing the bathroom floors and driving around the
city making deliveries.
But it’s worth it because I’m passionate about my business. For as
long as I can remember, I dreamed of being an entrepreneur. Now my
dream is a reality, and the risks are mitigated knowing that I reap all the
rewards of my hard work. I love every grueling minute of it and can’t wait
to go to work tomorrow.
Judi Sheppard Missett
Jazzercise Nationwide Fitness Franchise
Carlsbad, California
First and foremost, you must be passionate about what you’re doing—
whether you’re leading a large group of people through a step class or
massaging the kinks out of an individual’s body. Out of passion develops a
strong work ethic, and without it you won’t succeed. Some people go into
fitness careers thinking, “Oh, it will be a nice thing to do and it will keep me
fit.” These people don’t survive because they don’t have enough dedication.
Keith Schacht
Creative Inventables
Chicago, Illinois
Do something you’re passionate about. There are a lot of people who
start companies about stuff that doesn’t personally interest them. . . . It
makes all the difference in the world to be doing something you’re
passionate about.
Laura Gasparis Vonfrolio
Educational Enterprises
Richmond, Virginia
The only entrepreneurial trait that is universal, in my view, is passion.
I’ve met smart entrepreneurs, stupid entrepreneurs, compulsive
entrepreneurs, laid-back entrepreneurs, but they all had passion. Some go
into it for the fun, some to make money, some to prove a point, some
because they don’t want to work for anybody else, but the successful
ones all have passion.
Ross Levin
Accredited Investors
Edina, Minnesota
You could build a business with anything, as long as you can find
something that you can be passionate about. I could have been a
minister; I bet I would have built a thriving congregation.
Sources: BusinessWeek Online (2006), “The Recipe for Success,” available at www.businessweek.com (accessed May 18, 2006);
Brent Bowers, If at First You Don’t Succeed (New York: Doubleday, 2006).
A note of caution is in order here: While entrepreneurs should have passion, they
should not wear rose-colored glasses. It would be a mistake to believe that all one needs is
passion and anything is possible. It is important to be enthusiastic about a business idea,
but it is also important to understand its potential flaws and risks. In addition, entrepreneurs should understand that the most effective business ideas take hold when their passion
is consistent with their skills and is in an area that represents a legitimate business opportunity. We examine these points in greater detail in Case 1.1 at the end of the chapter.
Product/Customer Focus A second defining characteristic of successful entrepreneurs is
a product/customer focus. This quality is exemplified by Steven Jobs, the cofounder
of Apple Computer, who wrote, “The computer is the most remarkable tool we’ve ever
built . . . but the most important thing is to get them in the hands of as many people as
possible.”28 This sentiment underscores an understanding of the two most important
elements in any business—products and customers. While it’s important to think about
management, marketing, finance, and the like, none of those functions makes any difference
if a firm does not have good products with the capability to satisfy customers.
An entrepreneur’s keen focus on products and customers typically stems from the fact
that most successful entrepreneurs are, at heart, craftspeople. They are obsessed with making products that can satisfy a customer’s need. This is an important point to remember,
particularly in an era when it is tempting to envision new businesses resulting from every
advance in technology. Michael Dell illustrated this point when he wrote, “We introduce
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technology that meets the needs of our customers, rather than introducing technology for
its own sake.”29
Watching entrepreneurs create products that meet unfilled needs is fascinating. The
idea for the Apple Macintosh, for example, originated in the early 1980s when Steven Jobs
and several other Apple employees took a tour of a Xerox research facility. They were
astounded to see computers that displayed graphical icons and pull-down menus. The computers also allowed users to navigate desktops using a small, wheeled device called a
mouse. Jobs decided to use these innovations to create the Macintosh, the first userfriendly computer. Throughout the two and a half years the Macintosh team developed this
new product, it maintained an intense product/customer focus, creating a high-quality
computer that is easy to learn, is fun to use, and meets the needs of a wide audience of
potential users.30
Tenacity Despite Failure Because entrepreneurs are typically trying something new,
the failure rate associated with their efforts is naturally high. In addition, the process of
developing a new business is somewhat similar to what a scientist experiences in the
laboratory. A chemist, for example, typically has to try multiple combinations of chemicals
before finding an optimal combination that can accomplish a certain objective. In a similar
fashion, developing a new business idea may require a certain degree of experimentation
before a success is attained. Setbacks and failures inevitably occur during this process. The
litmus test for entrepreneurs is their ability to persevere through setbacks and failures. Ken
Nickerson, the cofounder of iBinary, a wireless technology firm and a former Microsoft
executive, exemplifies this quality. When asked in an interview “What is the best thing you
ever did?” Nickerson responded by saying, “Having high levels of tenacity. For example,
bringing Hotmail to Microsoft Network took 18 months, and I just fought that deal
through. It was arguably the best Internet thing Microsoft did.”31
In some instances, tenacity is important because it shows a potential customer the
degree of commitment that an entrepreneur has to a new product or service. For example,
when his company was just getting started, J. Darius Bikoff, the founder of Gluceau, the
company that makes vitaminwater, pounded the streets of New York City trying to drum
up interest in his product. When he made a sale he would deliver the product himself,
thinking that a personal touch would gain him the loyalty of shopkeepers. “I’ll never forget
it,” Joe Doria, a grocer in Bikoff’s New York City neighborhood, recalls. “Darius comes in
and says, ‘Hey Joe, will you sell this for me?’ He was just a customer of the store, but it
impressed me that he was delivering the product himself and pushing it. You’ve got to
respect that.” Today, Doria’s grocery store devotes 12 linear feet of cooler space to vitaminwater, as well as fruitwater and smartwater, two other Gluceau brands. Mr. Doria says he
won’t sell any other brand of enhanced health water—even Pepsi’s Propel, the nation’s top
seller. “Darius was the first, and I have an allegiance to him.” Bikoff’s tenacity didn’t wane
as his company grew, and he continues to make personal deliveries of Gluceau products in
select areas. Today, Gluceau bottled water is available in 50,000 outlets, including
Albertson’s, Safeway, Publix, and a large number of independent stores.32
Execution Intelligence The ability to fashion a solid idea into a viable business is a key
characteristic of successful entrepreneurs. Rob Adams, a senior partner in AV Labs, calls
this ability execution intelligence.33 In many cases, execution intelligence is the factor
that determines whether a start-up is successful or fails. An ancient Chinese saying warns,
“To open a business is very easy; to keep it open is very difficult.”
The ability to effectively execute a business idea means developing a business model,
putting together a new venture team, raising money, establishing partnerships, managing
finances, leading and motivating employees, and so on. It also demands the ability to translate thought, creativity, and imagination into action and measurable results. As Jeff Bezos,
the founder of Amazon.com, once said, “Ideas are easy. It’s execution that’s hard.”34 For
many entrepreneurs, the hardest time is shortly after they launch their firm. This reality
was expressed by Jodi Gallaer, the founder of a lingerie company, who said, “The most
challenging part of my job is doing everything for the first time.”35
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You might describe an entrepreneur
as an independent thinker, an
innovator, or perhaps a risk taker.
These entrepreneurial employees
are passionate enough to work out
of their garage if that’s what it
takes to get the company up and
running. Consider Bill Gates,
who was so enthusiastic about
computers that he dropped out
of Harvard University to pursue
his vision.
To illustrate solid execution, let’s look at Starbucks. Although huge today and still
profitably growing, Starbucks’ story is that of a successfully launched and managed
entrepreneurial venture. The business idea of Howard Schultz, the entrepreneur who purchased Starbucks in 1987, was his recognition of the fact that most Americans didn’t have
a place to enjoy coffee in a comfortable, quiet setting. Seeing a great opportunity to satisfy customers’ needs, Schultz attacked the marketplace aggressively to make Starbucks
the industry leader and to establish a national brand. First, he hired a seasoned management team, constructed a world-class roasting facility to supply his outlets with premium
coffee beans, and focused on building an effective organizational infrastructure. Then
Schultz recruited a management information systems expert from McDonald’s to design a
point-of-sale system capable of tracking consumer purchases across 300 outlets. This
decision was crucial to the firm’s ability to sustain rapid growth over the next several
years. Starbucks succeeded because Howard Schultz knew how to execute a business
idea.36 He built a seasoned management team, implemented an effective strategy, and
used information technology wisely to make his business thrive.37 In contrast to what
Schultz has accomplished at Starbucks, the cost of ignoring execution is high, as
explained by Bob Young, the founder of several entrepreneurial firms. When asked “What
was your hardest lesson or biggest mistake?” Young replied, “In my first two businesses,
my interest was always in ‘the new thing,’ so I wasn’t paying attention to details. As a
result of my lack of interest in getting the repetitive stuff right, we never achieved the
profitability we should have.”38
To illustrate the importance of execution intelligence, as well as other factors that are
critical in determining a firm’s success or failure, we include a boxed feature titled “What
Went Wrong?” in each chapter. The feature for this chapter shows how Segway, a maker of
light-mode transportation devices, has never reached its desired potential, leaving the
firm’s survivability in question.
Common Myths About Entrepreneurs
5. Explain the five common myths
regarding entrepreneurship.
There are many misconceptions about who entrepreneurs are and what motivates them to
launch firms to develop their ideas. Some misconceptions are due to the media covering atypical entrepreneurs, such as a couple of college students who obtain venture capital to fund a
small business that they grow into a multimillion-dollar company. Such articles rarely state
that these entrepreneurs are the exception rather than the norm and that their success is a
result of carefully executing an appropriate plan to commercialize what inherently is
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a solid business idea. Indeed, the success of many of the entrepreneurs we study in each
chapter’s Opening Profile is a result of carefully executing the different aspects of the
entrepreneurial process. Let’s look at the most common myths and the realities about
entrepreneurs.
Myth 1: Entrepreneurs are born, not made. This myth is based on the mistaken belief
that some people are genetically predisposed to be entrepreneurs. The consensus of
many hundreds of studies on the psychological and sociological makeup of entrepreneurs is that entrepreneurs are not genetically different from other people. This evidence can be interpreted as meaning that no one is “born” to be an entrepreneur and
that everyone has the potential to become one. Whether someone does or doesn’t is a
function of environment, life experiences, and personal choices.39 However, there are
personality traits and characteristics commonly associated with entrepreneurs; these
are listed in Table 1.2. These traits are developed over time and evolve from an individual’s social context. For example, studies show that people with parents who were
self-employed are more likely to become entrepreneurs.40 After witnessing a father’s
or mother’s independence in the workplace, an individual is more likely to find independence appealing.41 Similarly, people who personally know an entrepreneur are
more than twice as likely to be involved in starting a new firm as those with no entrepreneur acquaintances or role models.42 Sarah Schupp, the former University of
Colorado student featured at the beginning of the chapter, had a great-grandmother
who was an entrepreneur and was a role model for her. The positive impact of knowing an entrepreneur is explained by the fact that direct observation of other entrepreneurs reduces the ambiguity and uncertainty associated with the entrepreneurial
process.
Myth 2: Entrepreneurs are gamblers. A second myth about entrepreneurs is that they
are gamblers and take big risks. The truth is, entrepreneurs are usually moderate risk
takers, as are most people.43 The idea that entrepreneurs are gamblers originates from
two sources.
First, entrepreneurs typically have jobs that are less structured, and so they face a
more uncertain set of possibilities than managers or rank-and-file employees.44 For
example, an entrepreneur who starts an e-business consulting service has a less stable
job than one working for a state governmental agency. Second, many entrepreneurs
have a strong need to achieve and often set challenging goals, a behavior that is sometimes equated with risk taking.
Myth 3: Entrepreneurs are motivated primarily by money. It is naive to think that
entrepreneurs don’t seek financial rewards. As discussed previously, however, money
is rarely the primary reason entrepreneurs start new firms. Considering what motivated
him to start Siebel Systems, a successful Silicon Valley firm, Tom Siebel wrote:
Common Traits and Characteristics
TABLE 1.2 of Entrepreneurs
Achievement motivated
Optimistic disposition
Alert to opportunities
Persuasive
Creative
Promoter
Decisive
Resource assembler/leverager
Energetic
Self-confident
Has a strong work ethic
Self-starter
Is a moderate risk taker
Tenacious
Is a networker
Tolerant of ambiguity
Lengthy attention span
Visionary
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What Segway Has Learned the Hard Way
www.segway.com
The Segway HT is a two-wheeled, self-balancing transportation device that consists primarily of a set of tall
handlebars on top of two disc-like wheels. There are no
chains or visible mechanical workings. Riders lean forward to move forward and back to move backward.
Turning is done mechanically via hand controls. The
devices are driven by quiet, nonpolluting electric motors
and can travel up to 10 miles per hour. The name
“Segway HT” stands for “Segway Human Transporter.”
The Segway was introduced to the marketplace in
December 2001 by Dean Kaman, the entrepreneur who
invented the product. There was considerable secrecy
and hype leading up to the introduction. The initial reaction to the device was enthusiastic. Venture capitalist
John Doerr predicted that sales of the Segway would
reach $1 billion sooner than any other product in U.S.
history. Apple’s CEO Steve Jobs forecast that cities would
be built around this new form of transportation. To cope
with the expected demand for the product, Segway’s
factory in Bedford, New Hampshire, was designed to
build up to 40,000 units per month. Initially sales were
targeted at between 10,000 and 50,000 units during
the first 12 months. But, after 21 months, only 6,000
units had sold. What went wrong?
As it turned out, several things went wrong when it
came to selling the Segway. First, the initial price of the
product was $9,000, which put it out of reach for many
consumers. Second, despite its technological prowess, it
wasn’t clear what need the Segway was filling. It was best
suited for densely populated areas where people could
ride their Segway’s to work. But other than places like San
Francisco and Manhattan, most affluent people live in
suburban areas, making riding a Segway to work impractical. In addition, it was unclear how riding a Segway to
work, school, or shop would work. It takes both hands to
operate a Segway safely. So, how would a businessperson
carry a briefcase or a student carry books? Finally,
Segways are sold on Amazon.com and through other
direct channels. There are a few Segway dealers scattered
across the United States, but not many. As a result, very
few people can see or test-drive a Segway. The lack of a
local dealer network also made people wonder where
they would get their Segways serviced if they had trouble.
Segway is still in business, but the company is only a
shadow of what it hoped to become. Its price has come
down to around $5,000, and there are now over 200
Segway dealers. There is a group of Segway enthusiasts
that love the product, and Segways are used in some
factories, tourist areas, and theme parks. The United
States Postal Service, a large potential market for
Segway, tested the device for use by mail carriers who
still deliver mail by foot. The postal service abandoned
the idea after mail carriers complained that they couldn’t
sort mail or hold an umbrella while operating a Segway.
Questions for Critical Thinking
1. As we’ve said in this chapter, execution intelligence
is critical to entrepreneurial success. How did execution fall short for Segway? What reasons, other
than those already mentioned, led to poor sales of
the Segway?
2. Why do you think that Dean Kamen and his team
didn’t do a better job of anticipating the problems
that beset the Segway? What would you have
done differently to anticipate, in advance, the public’s reaction to the Segway?
3. Discuss Segway’s value proposition. Did Segway
deliver sufficient value to justify its $9,000 sticker
price?
4. Do you think the Segway will ever sell to mainstream markets? What niche markets, if any, do
you think are the most promising for Segway?
Source: Segway home page, www.segway.com (accessed May 16,
2006); Wikipedia, “Segway HT,” (accessed May 16, 2006).
[It] was never about making money. It was never about going public; it was never
about the creation of wealth. This was about an attempt to build an incredibly
high-quality company. I suppose if I was a great musician that maybe I would
play the guitar, if I was a great golfer maybe I would go out on tour, but I can’t
play the guitar and my golf game is pretty horrible. So what I think, frequently
under those circumstances, what you do is do what you do best. And I think that
maybe what I do best is start and operate information technology companies.45
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Some entrepreneurs warn that the pursuit of money can be distracting. Media mogul
Ted Turner said, “If you think money is a real big deal . . . you’ll be too scared of losing it to get it.”46 Similarly, Debbie Fields, the founder of Mrs. Fields Cookies, said
that if you chase money, you’ll never get it.47 And Sam Walton, commenting on all the
media attention that surrounded him after he was named the richest man in America
by Forbes magazine in 1985, said:
Here’s the thing: money never has meant that much to me, not even in the
sense of keeping score. . . . We’re not ashamed of having money, but I just
don’t believe a big showy lifestyle is appropriate for anywhere, least of all here
in Bentonville where folks work hard for their money. We all know that everyone puts on their trousers one leg at a time. . . . I still can’t believe it was news
that I get my hair cut at the barbershop. Where else would I get it cut? Why do
I drive a pickup truck? What am I supposed to haul my dogs around in, a
Rolls-Royce?48
Myth 4: Entrepreneurs should be young and energetic. The most active age range for
early stage entrepreneurial activity is 25 to 34 years old; established business ownership peaks among those 45 to 54 years old. Later in this chapter, we’ll discuss the reality that today, an increasing number of both younger and older individuals are being
attracted to the entrepreneurial process.
Although it is important to be energetic, investors often cite the strength of the
entrepreneur (or team of entrepreneurs) as their most important criterion in the decision to fund new ventures.49 In fact, a sentiment that venture capitalists often express
is that they would rather fund a strong entrepreneur with a mediocre business idea than
fund a strong business idea and a mediocre entrepreneur. What makes an entrepreneur
“strong” in the eyes of an investor is experience in the area of the proposed business,
skills and abilities that will help the business, a solid reputation, a track record of success, and passion about the business idea. The first four of these five qualities favor
older rather than younger entrepreneurs. In addition, many people turn to entrepreneurship in lieu of retirement, as suggested by a researcher’s findings that 32 percent
of early retirees who return to work start their own business.50 Before closing
this chapter, we’ll consider the essence of this finding by discussing the fact that a
It’s moments like these that
drive the entrepreneurial spirit.
When things go right, all the
hardwork, sacrifice, and risk
seem suddenly worth it.
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growing number of seniors (people 55 years of age and older) are choosing to become
entrepreneurs.
Myth 5: Entrepreneurs love the spotlight. Indeed, some entrepreneurs are flamboyant;
however, the vast majority of them do not attract public attention. In fact, many entrepreneurs, because they are working on proprietary products or services, avoid public
notice. Consider that entrepreneurs are the source of the launch of many of the 3,200
companies listed on the NASDAQ; and, many of these entrepreneurs are still actively
involved with their firms. But how many of these entrepreneurs can you name? Maybe
a half dozen? Most of us could come up with Bill Gates of Microsoft, Steven Jobs of
Apple, Michael Dell of Dell, Inc., and maybe Larry Page and Sergei Brin of Google.
Whether or not they sought attention, these are the entrepreneurs who are often in the
news. But few of us could name the founders of Nokia or GAP even though we frequently use these firms’ products and services. These entrepreneurs, like most, have
either avoided attention or been passed over by the popular press. They defy the myth
that entrepreneurs, more so than other groups in our society, love the spotlight.
Types of Start-Up Firms
6. Explain how entrepreneurial
firms differ from salarysubstitute and lifestyle firms.
As shown in Figure 1.2, there are three types of start-up firms: salary-substitute firms,
lifestyle firms, and entrepreneurial firms.
Salary-substitute firms are small firms that yield a level of income for their owner or
owners that is similar to what they would earn when working for an employer. Dry cleaners, convenience stores, restaurants, accounting firms, retail stores, and hairstyling salons
are examples of salary-substitute firms. The vast majority of small businesses fit into this
category. Salary-substitute firms offer common, easily available products or services to
customers that are not particularly innovative.
Lifestyle firms provide their owner or owners the opportunity to pursue a particular
lifestyle and earn a living while doing so. Lifestyle firms include ski instructors, golf pros,
and tour guides. These firms are not innovative, nor do they grow quickly. Commonly,
lifestyle companies promote a particular sport, hobby, or pastime and may employ only the
owner or just a handful of people. Rocky Mountain River Tours, owned by Dave and Shelia
Mills, is an example of a lifestyle firm. The company leads 17 raft trips annually on the
Middle Fork tributary to the main Salmon River in Idaho. Buying and owning a raft company
was always a dream of the Mills, because it would provide them the lifestyle they desired.51
Entrepreneurial firms bring new products and services to market. As we noted earlier
in this chapter, the essence of entrepreneurship is creating value and then disseminating that
value to customers. In this context, “value” refers to worth, importance, or utility.
Entrepreneurial firms bring new products and services to market by creating and then seizing opportunities. Google, eBay, and Starbucks are well-known, highly successful examples
of entrepreneurial firms. Having recognized an opportunity, companies of this type create
products and services that have worth, that are important to their customers, and that provide a measure of usefulness to their customers that they wouldn’t have otherwise.
Next, we describe the newly emerging characteristics of today’s entrepreneurs. You may
be surprised to learn about the types of individuals who are choosing to become entrepreneurs!
FIGURE 1.2
Types of Start-Up Firms
Salary-Substitute
Firms
Lifestyle
Firms
Entrepreneurial
Firms
Firms that basically
provide their owner or
owners a similar level
of income to what they
would be able to earn
in a conventional job
Firms that provide
their owner or owners
the opportunity to
pursue a particular
lifestyle, and make a
living at it
Firms that bring new
products and services
to the market by creating
and seizing opportunities regardless of
the resources they
currently control
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Changing Demographics of Entrepreneurs
Over the past 10 years, the demographic makeup of entrepreneurial firms has changed in
the United States and around the world. Of the 23 million businesses in the United States,
a growing number are owned by women, minorities, seniors, and young people. Although
there are no solid numbers on how many of the 23 million businesses are entrepreneurial
firms rather than salary-substitute or lifestyle firms, there is growing anecdotal evidence
that an increasing number of women, minorities, seniors, and young people are becoming
actively involved in the entrepreneurial process. This is an exciting development for the
entrepreneurial sector of the U.S. economy.
Women Entrepreneurs There were 6.5 million women-owned businesses in 2002, the
most recent year the U.S. Census Bureau collected business ownership data. That number
is up 20 percent from 1997. Although historically women-owned firms have primarily
been in health care and professional services, that emphasis is changing. Between 1997
and 2002, the fastest-growing areas of women-owned firms were construction (30 percent
increase), agricultural services (24 percent increase), transportation (20 percent increase),
communications (20 percent increase), and public utilities (20 percent increase). In
addition, there were 117,069 women-owned firms in 2002 with total sales of $1 million or
more. These statistics reflect the growing breadth and economic prowess of women-owned
businesses in the United States.52
Minority Entrepreneurs There were 1.2 million African-American–owned firms in 2002,
up 45 percent from 1997. Similarly, there were 1.6 million Hispanic-owned businesses in
2002, up 31 percent from 1997. There were 1.1 million Asian-owned businesses in 2002, up
24 percent from 1997. There were 206,125 Native-American–owned businesses in 2002.
While the majority of minority-owned businesses are in service industries, there are many
examples of minority-owned firms in all sectors of the U.S. economy.
Senior Entrepreneurs Although the Census Bureau does not collect data on senior
entrepreneurs (people 55 years old and older), there is strong evidence to suggest that the
number of older people choosing entrepreneurial careers is increasing rapidly. Unpublished
government data obtained by Challenger, Gray & Christmas, an outplacement consulting
firm, indicates that 2.1 million Americans 55 years of age and older owned their own
businesses in 2005, an increase of 22 percent from 2000.53 The dramatic increase in the
number of senior entrepreneurs is attributed to a number of factors, including corporate
downsizing, an increasing desire among older workers for more personal fulfillment in their
lives, and growing worries among seniors that they need to earn additional income to pay
for future health care services and other expenses.54 A growing number of seniors may also
see themselves as ideal candidates to start their own businesses. Many people in the 55+ age
range have substantial business experience, financial resources that they can draw upon,
and excellent vigor and health.
Young Entrepreneurs Although the total number of young entrepreneurs is far
less than women, minority, or senior entrepreneurs, interest among young people (ages
21 years and younger) in entrepreneurship is growing. At the high school level, a Gallup
study revealed that 7 out of 10 high school students want to start their own companies.
More specifically, 6 in 10 females, 7 in 10 Hispanics, and 8 in 10 African-American high
school students are interested in starting a business.55 According to the same study,
27 percent of high school students take an entrepreneurial business course and 35 percent
take an economics course while in school.
Interestingly, an emphasis on entrepreneurship education is starting to appear in some
areas as early as grade school. Harper Arrington Publishing and Media now publishes a
series of books titled The Little Entrepreneur—Takes Flight. The series is designed to teach
kids how to turn their hobbies into businesses and is suitable for children as young as 8.
Interest in entrepreneurship is picking up at all levels in K–12 public schools. As evidence
7.
Discuss the changing
demographics of entrepreneurs
in the United States.
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of this, the New York City Council recently awarded a $550,000 grant to the National
Foundation for Teaching Entrepreneurship to expand youth entrepreneurship education in
New York City. The rationale the council gave for making the grant provides insight into
the value that policymakers see in entrepreneurship education at an early age:
“The Council’s goal is to give young people the skills and confidence to unlock their
true potential so they can improve their lives and their communities,” said Council
Member Robert Jackson. “Many of our neighborhoods are filled with creative and
inspired young people who just needed help finding their talents. By exposing these students to entrepreneurship, we expand their capacity, unleash their creativity, increase
their school and community leadership and encourage their individual growth.”56
On college campuses, interest in entrepreneurship education is at an all time high, as
will be described throughout this book. According to a survey by the Ewing Marion
Kauffman Foundation, as of Spring 2006, 1,992 two- and four-year colleges and universities were offering at least one course in entrepreneurship, up from 300 in the 1984–85
school years. Although the bulk of entrepreneurship education takes place within business
schools, many other colleges and departments are offering entrepreneurship courses as
well—including engineering, agriculture, theater, dance, education, law, and nursing. The
tide is also turning in regard to the attractiveness of an entrepreneurial career in almost
every major. Commenting on this issue, Jerome Katz, a professor of management at
St. Louis University who has studied this trend, said, “Twenty years ago students who
dared to say they wanted to start their own companies would be sent for counseling. Today,
entrepreneurship is the fastest-growing course of study on campuses nationwide.”57
Entrepreneurship is a particularly attractive option for college students for a number of
reasons, including their understanding of the attractiveness of the youth market, their ability
to find low-cost labor in the form of other students, their access to resources that are available to them at their colleges or universities, and their intuitive recognition of the reality that
if they fail they can pick up where they left off and pursue another venture or a conventional
career. In addition, if a student’s business was developed through an entrepreneurship program or was competitive in a business plan competition, the business may be seen as less
risky than other start-ups. Sarah Schupp, the founder of University Parent featured at the
beginning of the chapter, says she feels that the businesses she first approached about
advertising in University Parent liked the idea that her business was developed through a
college-sponsored entrepreneurship program. The fact that other people, including her professors, had looked at her business and had helped her fine-tune it gave the advertisers an
extra measure of assurance that University Parent did indeed have potential.
Entrepreneurship’s Importance
8. Discuss the impact of
entrepreneurial firms on
economics and societies.
Entrepreneurship has a tremendously positive impact on the economy and on society. In
2005, a report by the Global Entrepreneurship Monitor stated that
Entrepreneurs are alert individuals who perceive and exploit profit opportunities.
In addition to contributing toward market efficiency, entrepreneurs introduce innovations by offering new and unique products or services. As a result, innovative entrepreneurs
are also one of the main links between entrepreneurship and economic growth.58
Consistent with this set of sentiments, one scholar, commenting on the importance of
entrepreneurship at the local level, noted that “entrepreneurship is still the best private
vehicle we have to turn around and improve the economic health of a community.”59
Entrepreneurship’s importance to an economy and the society in which it resides was
first articulated in 1934 by Joseph Schumpeter, an Austrian economist who did the majority of his work at Harvard University. In his book The Theory of Economic Development,
Schumpeter argued that entrepreneurs develop new products and technologies that over
time make current products and technologies obsolete. Schumpeter called this process
creative destruction. Because new products and technologies are typically better than
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those they replace and the availability of improved products and technologies increases
consumer demand, creative destruction stimulates economic activity. The new products
and technologies may also increase the productivity of all elements of a society.60
The creative destruction process is initiated most effectively by start-up ventures that
improve on what is currently available. Small firms that practice this art are often called
“innovators” or “agents of change.” The process of creative destruction is not limited to
new products and technologies; it can include new pricing strategies (e.g., discount brokers
such as E*Trade), new distribution channels (such as FedEx or Amazon.com), or new
retail formats (such as IKEA in furniture).
Now let’s look more closely at entrepreneurship’s importance.
Economic Impact of Entrepreneurial Firms
For three reasons, entrepreneurial behavior has a strong impact on an economy’s strength
and stability.
Innovation Innovation is the process of creating something new, which is central to the
entrepreneurial process.61 Small entrepreneurial firms are responsible for 55 percent of all
innovation in the United States.62 The most impactful innovations either solve a problem
or satisfy a need in a new and cost-effective way. Commenting on this aspect of innovation,
Marlo Mazzola, Cisco Systems senior vice president and chief development offier, said,
“Innovation is more than just a new idea—it is about taking a new idea and developing it
into customer value and positive business impact.” 63
Many innovations help individuals and businesses work more smoothly and efficiently. An example of how one innovative firm, uShip, is helping people cut the cost of
shipping large or awkwardly shaped items from one point to another is provided in the
boxed feature titled “Savvy Entrepreneurial Firm.” In each chapter, this feature will provide an illustration of the exemplary behavior of one or more entrepreneurial firms or will
provide an example of a tool or technique that well-managed entrepreneurial firms use to
improve their performance.
Job Creation In the past two decades, economic activity has moved increasingly in the
direction of smaller entrepreneurial firms, possibly because of their unique ability to
innovate and focus on specialized tasks. In fact, over 550,000 new businesses are started in
the United States every month.64 According to the 1997 report of the U.S. Census Bureau
(which is the most recent data available), the nation’s 17 million small, nonfarm businesses
constitute 99.7 percent of all employers, employ 52 percent of the workforce, and generate
51 percent of all sales revenue. A total of 67 percent of young people obtain their first job
with a small firm. And between 1994 and 1998, fast-growth young companies, known as
gazelles, created about two-thirds of all new jobs in the United States.65 Large firms are
increasingly focusing on what they do best, which is usually manufacturing, sales, and
service, and are outsourcing the majority of their other tasks to smaller firms.
Globalization Today, 97 percent of all U.S. exporters are small- and medium-sized
businesses with fewer than 500 employees. Over two-thirds have fewer than 20
employees. Between 1992 and 2003, the number of small- and medium-sized exporters
grew more than twice as fast as the number of large company exporters. Export markets
are vital to the U.S. economy and provide outlets for the sale of U.S.-produced products
and services.66
Entrepreneurial Firms’ Impact on Society
The innovations of entrepreneurial firms have a dramatic impact on a society. Think of all
the new products and services that make our lives easier, enhance our productivity at
work, improve our health, and entertain us. For example, Amgen, an entrepreneurial firm
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uShip: Helping Individuals and
Shippers Move Items More Effectively
www.uship.com
It’s easy to ship an envelope or a package, via the United
States Postal Service, UPS, or FedEx. But what if you want
to ship a larger item, like a piece of furniture, a car, or a
boat? There are freight carriers available, but because
they are designed to carry heavy and large loads, they are
expensive. To ship an individual piece of furniture from
North Carolina to California could easily cost as much as
the furniture itself, making the idea impractical.
Until now. uShip, which was launched in 2003 in
Austin, Texas, is an online marketplace for shipping. It
uses a reverse auction system where users can list large
or awkward items, like furniture or cars, and shippers
can bid on the shipping job. The company claims to have
10,000 registered service providers, most of whom are
small movers, freight carriers, van lines, auto and boat
haulers, and independent drivers.
uShip was founded by Matt Chasen, who as a student developed the idea as part of a school project while
enrolled at the University of Texas. Chasen likes to compare uShip to eBay—”We’re just like eBay,” he said.
“uShip is a venue where people get together. We give
customers the tools they need to find the right mover for
their stuff. We give them feedback ratings.” On any
given day, there are thousands of shipments listed on
uShip representing millions of dollars in shipping jobs.
Here is how the service works. An individual logs onto
the uShip Web site and lists a shipping job that needs to
be completed. For example, say that a person bought an
antique table while vacationing in Virginia, and wants to
have it shipped home to Indiana. Shippers would then
bid on the job. The shippers are all rated, similar to the
way sellers are rated on eBay, and individuals can post
positive or negative feedback about a shipper. The shippers that bid typically anticipate having an empty load or
excess capacity on a route that passes near the pickup
and the delivery locations. The seller will normally accept
the lowest bid, assuming that the shipper is satisfactorily
rated. uShip makes money by collecting a 7.9 percent
commission from the shipper who carries the load.
uShip is building momentum as more people become
aware of the service. Its patent-pending search technology connects users and shippers efficiently, and users are
typically able to arrange a job for about 50 percent of
what it would cost to have a traditional freight company
carry the load. The company’s feedback system holds
drivers accountable for their service and rewards those
that perform well. uShip’s service is particularly popular
among those selling large items on eBay and other auction sites.
1. To what extent do you think uShip’s service will
make it easier for Internet retailers to sell large,
costly items, such as appliances, big-screen televisions, and treadmills? In what ways, if any, does
uShip’s service have the potential to make a positive impact on the economy, a positive impact on
society, and a positive impact on larger firms?
2. Why do you think that a traditional shipping company, like UPS or Yellow Transportation, didn’t
launch a service similar to uShip’s service some time
ago? Is it too late for these established firms to
launch a service such as this?
3. What steps has uShip taken to excel in the area of
execution intelligence?
4. Think of another service that could help make the
buying and selling of products more effective.
Describe how the service “adds value” for both
buyers and sellers.
Sources: uShip, www.uship.com (accessed May 18, 2006); Matt
Nauman, “Web Facilitator Brings Together Movers, Shippers,” San
Jose Mercury News, April 21, 2006.
that helped launch the biotech industry, has produced a number of drugs that have dramatically improved people’s lives. An example is NEUPOGEN, a drug that decreases the
incidence of infection in cancer patients who are undergoing chemotherapy treatment.
Sensipar is another one of Amgen’s important products. Patients with chronic kidney
disease and who are on dialysis take this drug as a secondary treatment of hyperparathyroidism.67 In addition to improved health care, consider cellular phones, personal
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21
computing, Internet shopping, overnight package delivery, digital photography, and
microwave ovens. All these products are new to this generation, yet it’s hard to imagine
our world without them.
However, innovations do create moral and ethical issues with which societies are
forced to grapple. For example, bar-code scanner technology and the Internet have made it
easier for companies to track the purchasing behavior of their customers, but this raises
privacy concerns. Similarly, bioengineering has made it easier to extend the shelf life of
many food products, but some researchers and consumers question the long-term health
implications of bioengineered foods.
A particularly interesting example of a company that makes a product that is intended
for good but some people oppose is VeriChip. VeriChip makes tiny, implantable
microchips that hold medical records that can be implanted just beneath a person’s skin.
Emergency room physicians can scan the chips and gain immediate access to a person’s
medical records in the event of an emergency. The chips are controversial because they are
actually implanted under a person’s skin and because they raise privacy concerns. There is
a perception in some quarters that the chips could be used to track people, steal their identities, or violate a patient’s privacy in other ways.68 As an individual, how do you react to
this product? Would you be willing to use it? Why or why not?
Entrepreneurial Firms’ Impact on Larger Firms
In addition to the impact that entrepreneurial firms have on the economy and society, they
also have a positive impact on the effectiveness of larger firms. For example, some entrepreneurial firms are original equipment manufacturers, producing parts that go into products that larger firms manufacture and sell. Thus, many exciting new products, such as
DVD players, digital cameras, and improved prescription drugs, are not solely the result of
the efforts of larger companies with strong brand names, such as Sony, Kodak, and
Johnson & Johnson. They were produced with the cutting-edge component parts or
research and development efforts provided by entrepreneurial firms.
The evidence shows that many entrepreneurial firms have built their entire business
models around producing products and services that help larger firms be more efficient or
effective. For example, an increasing number of U.S. firms want to advertise on Spanish
sites and purchase media exposure in Latin American companies. Latin Edge, a 2002
start-up, helps its larger clients achieve these objectives. Similarly, many large firms occasionally need temporary labor to facilitate short-term personnel needs. A small firm named
IQNavigator has developed software to help Fortune 500 companies quickly hire reliable
temporary labor through a network of sources.
In many instances, entrepreneurial firms partner with larger companies to reach
mutually beneficial goals. Participation in business partnerships accelerates a firm’s
growth by giving it access to some of its partner’s resources, managerial talent, and intellectual capacities. We examine the idea of partnering throughout this book. In each chapter, look for the boxed feature titled “Partnering for Success,” which illustrates how
entrepreneurial firms are using business partnerships to boost their chances for success.
The feature in this chapter discusses how small, entrepreneurial biotech firms partner
with large drug companies to bring their products to market. By working together rather
than acting as adversaries, small biotech firms and large drug companies produce the
best collective results.
9. Identify ways in which large
firms benefit from the presence
of smaller entrepreneurial
firms.
The Entrepreneurial Process
The entrepreneurial process consists of four steps:
Step
Step
Step
Step
1
2
3
4
Deciding to become an entrepreneur
Developing successful business ideas
Moving from an idea to an entrepreneurial firm
Managing and growing the entrepreneurial firm
10. Explain the entrepreneurial
process.
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FIGURE 1.3
Basic Model of the Entrepreneurial Process
Decision to
Become an
Entrepreneur
Introduction to
entrepreneurship
CHAPTER 1
Developing Successful
Developing
Business Ideas
BusinessSuccessful
Ideas
Recognizing
opportunities
and generating
ideas
CHAPTER 2
Feasibility
analysis
CHAPTER 3
Writing a
business plan
CHAPTER 4
Industry and
competitor
analysis
CHAPTER 5
Developing
an
effective
business
model
CHAPTER 6
Figure 1.3 models the entrepreneurial process. This process is the guide or framework
around which we develop this book’s contents. The double-headed arrow between the
decision to become an entrepreneur and the development of successful business ideas indicates that sometimes the opportunity to develop an idea prompts a person to become an
entrepreneur. Each section of Figure 1.3 is explained in the following sections.
Decision to Become an Entrepreneur (Chapter 1)
As discussed earlier, people become entrepreneurs to be their own boss, to pursue their
own ideas, and to realize financial rewards. Usually, a triggering event prompts an individual to become an entrepreneur.69 For example, an individual may lose her job and
decide that the time is right to start her own business. Or a person might receive an inheritance and for the first time in his life have the money to start his own company. Lifestyle
issues may also trigger entrepreneurial careers. For example, a woman may wait until her
youngest child is in school before she decides to launch her own entrepreneurial venture.
Developing Successful Business Ideas (Chapters 2–6)
Many new businesses fail not because the entrepreneur didn’t work hard but because
there was no real opportunity to begin with. Developing a successful business idea
includes opportunity recognition, feasibility analysis, writing a business plan, industry
analysis, and the development of an effective business model. Chapter 2 takes a scientific
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Managing and
Growing an
Entrepreneurial Firm
Moving from an Idea
to an Entrepreneurial Firm
CHAPTER 11
Unique
marketing
issues
CHAPTER 12
The importance
of intellectual
property
CHAPTER 13
Preparing for
and evaluating
the challenges
of growth
Preparing the
proper ethical
and legal
foundation
CHAPTER 7
Assessing a
new venture’s
financial
strength and
viability
CHAPTER 8
CHAPTER 14
Building a new
venture team
CHAPTER 9
Strategies
for firm
growth
Getting
financing or
funding
CHAPTER 10
look at how entrepreneurs recognize opportunities and describes how the opportunity
recognition process typically unfolds. Chapter 3 focuses on feasibility analysis: the way
to determine whether an idea represents a viable business opportunity. Chapter 4
describes how to write a business plan. A business plan is a written document that
describes all the aspects of a business venture in a concise manner. It is usually necessary
to have a written business plan to raise money and attract high-quality business partners.
Some entrepreneurs are impatient and don’t want to spend the time it takes to write a
business plan. This approach is usually a mistake. Writing a business plan forces an
entrepreneur to think carefully through all the aspects of a business venture. It also helps
a new venture establish a set of milestones that can be used to guide the early phases of
the business rollout. Industry and competitor analysis is our concern in Chapter 5.
Knowing the industry in which a firm will choose to compete is crucial to an entrepreneur’s success. Chapter 6 focuses on the important topic of developing an effective business model. A firm’s business model is its plan for how it competes, uses its resources,
structures its relationships, interfaces with customers, and creates value to sustain itself
on the basis of the profits it generates.
Moving from an Idea to an Entrepreneurial Firm (Chapters 7–10)
The first step in turning an idea into reality is to prepare a proper ethical and legal foundation for a firm, including selecting an appropriate form of business ownership. These
CHAPTER 15
Franchising
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Working Together: How Biotech Firms
and Large Drug Companies Bring
Pharmaceutical Products to Market
Large firms and smaller entrepreneurial firms play different roles in business and society and can often produce
the best results by partnering with each other rather
than acting as adversaries. The pharmaceutical industry
is an excellent example of how this works.
It is well known that barriers to entry in the pharmaceutical industry are high. The average new product
takes about 7 years from discovery to market approval.
The process of discovering, testing, obtaining approval,
manufacturing, and marketing a new drug is long and
expensive. How, then, do biotech start-ups make it? The
answer is that few biotech firms actually take their products to market. Here’s how it works.
Biotech firms specialize in discovering and patenting
new drugs—it’s what they’re good at. In most cases,
however, they have neither the money nor the knowhow to bring the products to market. In contrast, the
large drug companies, such as Pfizer and Merck, specialize in developing and marketing drugs and providing
information to doctors about them. It’s what they are
good at. But these companies typically don’t have the
depth of scientific talent and the entrepreneurial zeal
that the small biotech firms do. These two types of firms
need one another to be as successful as possible. Often,
but not always, what happens is this. The biotech firms
discover and patent new drugs, and the larger drug
companies develop them and bring them to market.
Biotech firms earn money through this arrangement by
licensing or selling their patent-protected discoveries to
the larger companies or by partnering with them in
some revenue-sharing way. The large drug companies
make money by selling the products to consumers.
The most compelling partnership arrangements are
those that help entrepreneurial firms focus on what they
do best, which is typically innovation, and that allow
them to tap into their partners’ complementary strengths
and resources.
1. In your opinion, what factors in the business envi-
ronment encourage firms to partner to compete?
2. What risks do small firms face when partnering
with large, successful companies? What risks do
large companies take when they rely on small firms
as a source of innovation?
3. How might government policies affect partnering
actions between small and large firms in the pharmaceutical industry?
4. If you worked for an entrepreneurial venture, what
would you want to know about a large firm before
recommending that your firm form a partnership
with that large, established company?
issues are discussed in Chapter 7. Chapter 8 deals with the important topic of assessing a
new venture’s financial strength and viability. Important information is contained in this
chapter about completing and analyzing both historical and pro forma financial statements. Chapter 9 focuses on building a new-venture team. Chapter 10 highlights the
important task of getting financing or funding and identifies the options that a firm has for
raising money.
Managing and Growing an Entrepreneurial Firm (Chapters 11–15)
Given today’s competitive environment, all firms must be managed and grown
properly to ensure their ongoing success. This is the final stage of the entrepreneurial
process.
Chapter 11 focuses on the unique marketing issues facing entrepreneurial firms, including selecting an appropriate target market, building a brand, and the four Ps—product,
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price, promotion, and place (or distribution)—for new firms. Chapter 12 examines the
important role of intellectual property in the growth of entrepreneurial firms. More and
more, the value of “know-how” exceeds the value of a company’s physical assets. In addition, we will talk about protecting business ideas through intellectual property statutes, such
as patents, trademarks, copyrights, and trade secrets.
Preparing for and evaluating the challenges of growth is the topic of Chapter 13. We’ll
look at the characteristics and behaviors of successful growth firms. In Chapter 14, we’ll
study strategies for growth, ranging from new product development to mergers and acquisitions. We conclude with Chapter 15, which focuses on franchising. Not all franchise
organizations are entrepreneurial firms, but franchising is a growing component of the
entrepreneurial landscape. When you finish studying these 15 chapters, you will have been
exposed to all components of the entrepreneurial process—a process that is vital to entrepreneurial success.
Chapter Summary
1. Entrepreneurship is the process by which individuals pursue opportunities without
regard to resources they currently control.
2. Corporate entrepreneurship is the conceptualization of entrepreneurship at the organizational level. Entrepreneurial firms are proactive, innovative, and risk taking. In contrast, conservative firms take a more “wait and see” posture, are less innovative, and
are risk averse.
3. The three primary reasons that people decide to become entrepreneurs and start their
own firms are as follows: to be their own boss, to pursue their own ideas, and to realize financial rewards.
4. Passion for the business, product/customer focus, tenacity despite failure, and execution intelligence are the four primary characteristics of successful entrepreneurs.
5. The five most common myths regarding entrepreneurship are that entrepreneurs are
born, not made; that entrepreneurs are gamblers; that entrepreneurs are motivated primarily by money; that entrepreneurs should be young and energetic; and that entrepreneurs love the spotlight.
6. Entrepreneurial firms are the firms that bring new products and services to market by
recognizing and seizing opportunities regardless of the resources they currently control. Entrepreneurial firms stress innovation, which is not the case for salary-substitute
and lifestyle firms.
7. The demographic makeup of those launching entrepreneurial firms is changing in the
United States and around the world. There is growing evidence that an increasing
number of women, minorities, seniors, and young people are becoming actively
involved in the entrepreneurial process.
8. There is strong evidence that entrepreneurial behavior has a significant impact on
economic stability and strength. The areas in which entrepreneurial firms contribute the most are innovation, job creation, and globalization. Entrepreneurial
behavior also has a dramatic impact on society. It’s easy to think of new products
and services that have helped make our lives easier, that have made us more productive at work, that have improved our health, and that have entertained us in
new ways.
9. In addition to the impact that entrepreneurial firms have on an economy and society,
entrepreneurial firms have a positive impact on the effectiveness of larger firms. There
are many entrepreneurial firms that have built their entire business models around
producing products and services that help larger firms increase their efficiency and
effectiveness.
10. The four distinct elements of the entrepreneurial process, pictured in Figure 1.3, are
deciding to become an entrepreneur, developing successful business ideas, moving
from an idea to establishing an entrepreneurial firm, and managing and growing an
entrepreneurial firm.
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Key Terms
Business model, 23
Business plan, 23
Corporate entrepreneurship, 6
Creative destruction, 18
Entrepreneurial firms, 16
Entrepreneurial intensity, 6
Entrepreneurship, 6
Execution intelligence, 11
Gazelles, 19
Innovation, 19
Lifestyle firms, 16
Moderate risk takers, 13
Passion for their business, 8
Product/customer focus, 10
Salary-substitute firms, 16
Triggering event, 22
Value, 16
Review Questions
1. Increasingly, entrepreneurship is being practiced in countries throughout the world.
Why do you think this is the case?
2. Which type of new business is more entrepreneurial: a business that is being started to
pursue a unique opportunity or a business that is being started out of necessity?
Explain your answer.
3. What is entrepreneurship? How can one differentiate an entrepreneurial firm from any
other type of firm?
4. What are the three main attributes of firms that pursue high levels of corporate entrepreneurship? Would these firms score high or low on an entrepreneurial intensity scale?
5. What are the three primary reasons people become entrepreneurs?
6. Why is it that people who start their own firms to be independent typically do not
grow their firms beyond their immediate control?
7. Some people start their own firms to pursue financial rewards. However, these rewards
are often far fewer than imagined. Why is this so?
8. What are the primary traits and characteristics of successful entrepreneurs?
9. Why is passion such an important characteristic of successful entrepreneurs? What is it
about passion that makes it particularly compatible with the entrepreneurial process?
10. Why is a product/customer focus an important characteristic of successful entrepreneurs?
11. What is meant by execution intelligence? Why is execution intelligence an important
characteristic for entrepreneurs?
12. What are the five common myths of entrepreneurship?
13. What are the major differences among salary-substitute firms, lifestyle firms, and
entrepreneurial firms?
14. Are entrepreneurs born or made? Defend your answer.
15. In general, are entrepreneurs high risk takers, moderate risk takers, or low risk takers?
16. What role does money play in motivating people to become entrepreneurs?
17. What did Joseph Schumpeter mean by the term creative destruction?
18. In general, what effect does entrepreneurship have on economies around the world?
19. How is the demographic makeup of entrepreneurs changing in the United States?
What do you believe is accounting for these changes?
20. Describe several examples of the impact that entrepreneurial firms have on a society.
Application Questions
1. Reread the opening case, then list all the smart or effective moves Sarah Schupp made
in the early days of building University Parent. Which three moves were most instrumental in University Parent’s early success? Be prepared to justify your selections.
2. Assume that Boise Cascade, the large paper products firm, hired you to assess its level
of entrepreneurial intensity. What three factors would you study to determine how
entrepreneurial Boise Cascade is at this point in time? How would you determine if
these factors were present?
3. Karen Jenkins has a good job working for the city of Charlotte, North Carolina, but is
weary of 3 percent per year pay raises. Because she has read magazine articles about
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4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
young entrepreneurs becoming extremely wealthy, she decides to start her own firm.
Do you think Karen is starting a firm for the right reason? Do you think the money she
likely will earn will disappoint her? Do you think Karen’s reason for starting a firm
will contribute in a positive manner or a negative manner to the stick-to-itiveness that
is required to successfully launch an entrepreneurial venture?
Pamela, a friend of yours, has always had a nagging desire to be her own boss. She has a
good job with AOL but has several ideas for new products that she can’t get AOL interested in. Pamela just inherited $200,000 from an elderly relative and has the opportunity
to start her own database software firm. She asks you, “Am I crazy for wanting to start
my own firm to be my own boss and pursue my own ideas?” What would you tell her?
People are sometimes puzzled by the fact that entrepreneurs who have made millions
of dollars still put in 60- to 80-hour weeks helping their companies innovate and grow.
After reading the chapter, why do you think millionaire and multimillionaire entrepreneurs still get up and go to work every day? If you were one of these entrepreneurs, do
you think you would feel the same way? Why or why not?
Think about an entrepreneur you know or have read about. Describe how the person
either mirrors or contradicts the characteristics of successful entrepreneurs described
in the chapter. In your judgment, what is the single most important characteristic that
has made the person you are thinking about successful?
The Savvy Entrepreneurial Firm boxed feature focuses on uShip, a company that
helps people arrange for large or awkwardly shaped items to be shipped at a reduced
cost. Is uShip a salary-substitute, a lifestyle, or an entrepreneurial firm? In what ways
has uShip demonstrated a product/customer focus? On a scale of 1 to 5 (5 is high),
how instrumental has the company’s product/market focus been to its early success?
You just made a trip home and are visiting with your dad. He is 59 years old and has been
in a management position for a public utility for the past 12 years. Prior to that, he served
26 years in the U.S. Air Force. Your father told you that he has always wanted to start his
own firm and has an idea about the type of firm to start. He wonders if he is too old to start
a firm and if his management experience and his military background will be helpful in a
new-venture context. If your dad asked you for your advice, what would you tell him?
Shelia Patterson is 26 year old and is thinking about starting a digital media firm. She
knows that an increasing number of women are starting their own firms, but doesn’t
know where to go to learn about the start-up process. She would also like to network
with other women, who are approximately her own age, who have started their own
firms. Do some Internet research to provide Shelia suggestions about where to go to
accomplish her objectives.
Jacob Lacy is an MBA student at a Big 12 school in the Midwest. He has an idea to
start an Internet-based firm that will help high school students prepare for the SAT
exam in an innovative manner. Jacob just talked to a trusted family friend, who told
him that college is a poor time and place to launch a firm. The family friend told
Jacob, “Try to distance yourself from the college atmosphere before you start your
firm.” Do you think Jacob is getting good advice? Why or why not?
Facebook is an enormously popular social networking site on college campuses.
Facebook has been criticized for not doing enough to prevent some of the inappropriate activities that users engage in on its site. In general, do you think Facebook makes
a positive or a negative contribution to society? If you were Mark Zuckerberg, the
founder and CEO of Facebook, what steps would you take to ensure the site’s legitimacy? Are you optimistic or pessimistic about Facebook’s future? Why?
A friend of yours just bought a Sony digital camera. While showing it to you, he said,
“You think entrepreneurial firms are so smart, look at what Sony has done. It has produced a sophisticated digital camera that allows me to take pictures, download them to
my PC, and e-mail them to family members. Sony’s a big company, not a small entrepreneurial firm. What do you have to say to that?” If you were to defend the role of
entrepreneurial firms in developing new technologies, how would you respond?
The “You Be the VC 2” feature focuses on Riya, a company that uses face and text search
technology to allow people to automatically search digital photos for specific people,
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events, or places. What similarities, if any, do you see between Riya and Segway, the
company featured in the “What Went Wrong?” boxed feature in the chapter?
14. Go to the Web site of Coldwater Creek, a woman’s apparel company that is located in
Sandpoint, Idaho, which is on the shores of beautiful Lake Pend Oreille. Spend some
time looking at the Web site and reading about Coldwater Creek’s history and current
offerings. Do you consider Coldwater Creek to be a firm that practices corporate
entrepreneurship? If so, what unique value does Coldwater Creek offer to its customers? In what ways, if any, does Coldwater Creek contribute to the economy, to
society, and to the success of larger firms?
15. When Jill graduated from college, she opened a small ski shop near Jackson Hole,
Wyoming. Although the shop sells some ski equipment, its primary purpose is to give
lessons to people who want to learn to ski. Jill likes to tell her friends that she is a “true
entrepreneur,” just like her father, who started several technology businesses and
patented more than 10 products. Do you consider Jill an entrepreneur? If not, what
type of firm did she start? If someone bought Jill’s business, what steps could they
take to make it an entrepreneurial venture?
1.1
Company: Cereality
www.cereality.com
Business Idea: Open a chain of small walk-in
restaurants (similar to sub-shop restaurants) that serve only
cereal. Make the process of buying cereal inviting enough
that cereal becomes an alternative to fast food where
Cereality stores are located.
Pitch: There are many different forms of fast food,
many of which no longer hold much interest for a large
group of consumers. In addition, most fast-food restaurants
have similar formats and are not fun or appealing
destinations.
To address these shortcomings, and to breathe new life
into the fast-food industry, Cereality will open small restaurants where customers will be able to walk up to counters
to purchase their favorite brand of hot or cold cereal. A
consumer can order up to two brands of cereal and a topping, which are mixed together by Cereality employees.
The employees are clad in pajamas, to capture the nostalgia associated with cereal. A variety of milk products are
available, including skim, 2 percent, whole, and soy. The
cereal is placed in take-out-suitable containers, for patrons
who want to eat on the run or at home. Several Cereality
“signature blends” of cereal are available to show people
that mixing different brands of cereal and toppings can
make for a delicious meal. For example, the signature
blend “Burst O’ Berry” is a mixture of Kellogg’s Froot
Loops, Quaker’s Cap’n Crunch Berries, and a dried mixed
berry topping.
Cereality stores are bright and pleasant and include a
wide selection of cereal from which to make a selection.
The company currently has three stores, with the flagship
unit located in the Memorial Union Building at Arizona
State University in Tempe, Arizona. The other stores are
located near the Sears Tower in Chicago and near the
University of Pennsylvania in Philadelphia.
Along with selling bowls of cereal, Cereality sells
boxes of cereal, which can be mixed any way a customer
wants. For example, a box of cereal could include a mixture of Frosted Flakes, Cheerios, and Cocoa Puffs. The
boxes can also be customized and include a personalized
greeting or artwork on the cover. Smoothie type drinks,
made from common cereal toppings like strawberries,
bananas, and yogurt, are also available.
Cereality is considering its options for expanding. The
three stores it owns are company-owned stores. It has had
over 5,000 inquiries for franchise locations. As a result, it
is considering selective franchising as a potential growth
strategy.
Q&A: Based on the material covered in this chapter,
what questions would you ask the firm’s founders before
making your funding decision? What answers would
satisfy you?
Decision: If you had to make your decision on just
the information provided in the pitch and on the company’s
Web site, would you fund this firm? Why or why not?
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1.2
Company: Riya
www.riya.com
Business Idea: Use face and text search technology
to allow people to automatically search their digital photos
for specific people, events, or places.
Pitch: How many digital photos do you have—
100, 1,000, or maybe even 10,000? If I asked you to find
all of your photos of yourself, or of your best friend, or of
your ski trip to Colorado, how long would it take you?
Admit it—you’re probably like most of us, meaning that this
task would consume a fair amount of your time.
But there is hope for you and me and others sharing
our predicament. While there are lots of online services
that help people print, organize, and share their photos,
Riya is the first service that helps people automatically
search them. Riya is a photo search service that uses face
and text technology to look inside digital photos. Here’s
how it works. Once you have uploaded your photos to
Riya, you click on the manual training tab to teach Riya
what someone looks like. So, if you have several photos
of your best friend Sarah Ryan, you select the photos and
move them into a folder named “Sarah Ryan.” Riya then
“learns” what Sarah looks like. You can then search for
Sarah in your library of photos, and Riya will find every
photo in which Sarah appears. Riya also has an auto
training tab, which takes the service even further. If you
click on the auto training tab, Riya will search your photos and will tell you the people in your photos that it
already knows. These are the people that someone else
1.1
29
has already taught Riya to recognize. In these instances,
you can simply transfer Riya’s prior learning to your
account.
Riya also can search for locations and for combinations of locations and people. For example, if you tell Riya
to show you all the pictures of yourself in Aspen, Colorado,
guess what happens? Amazingly, if you’re standing next to
a ski lift that says “Aspen” Riya will find the picture.
Further, if you tell Riya to show you all the pictures of Sarah
Ryan and yourself in Aspen, Colorado, you got it. If you
and Sarah were photographed while standing next to that
same ski lift, Riya will find the picture.
Riya is still in beta mode and the founders like to say,
“Riya is like a two-year-old child in terms of its recognition
ability,” so it’s not perfect yet. But Riya is ready for you to
give it a try. In terms of its business model, Riya has a number
of possibilities for making money. The company is considering advertising, licensing its technology, and a possible
acquisition by a larger company.
Q&A: Based on the material covered in this chapter,
what questions would you ask the firm’s founders before
making your funding decision? What answers would
satisfy you?
Decision: If you had to make your decision on just
the information provided in the pitch and on the company’s
Web site, would you fund this firm? Why or why not?
Dream Dinners: Creating a Business Concept to
Help Busy Families at Meal Time
www.dreamdinners.com
Bruce R. Barringer,
The Birth of Dream Dinners
University of Central Florida
A stay-at-home mother, Stephanie Firchau regularly prepared
meals for her family ahead of time and froze them to use on
hectic days. She was so good at doing this that she frequently
invited friends over to prepare meals with her. Word spread
about what she was doing. “I started getting phone calls and
e-mails from (family and friends) asking if they could come,”
she recalls. To accommodate the growing demand, she
rented a commercial kitchen on several occasions, charging
people only for the ingredients they used. For Stephanie, the
whole idea of preparing meals ahead of time was to reduce
R. Duane Ireland,
Texas A&M University
Introduction
The best new businesses typically happen when three
things converge: someone is passionate about an idea, a
market opportunity for the idea exists, and the person with
the idea has the skills to implement it. This is exactly what
happened in the case of Dream Dinners.
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Dream Dinner’s Recipe for
Success: Passion, Market
Opportunity, and the
Skills to Make It Happen
Passion
Both founders were passionate about
helping families share evening meals
together
Market Opportunity
Skill
Feedback from customers willing
to pay for the service indicated
that a market opportunity existed
Founder Stephanie Firchau’s
professional background in catering
and the business side of cooking
stress for her family around mealtime, yet still feed her family
a home-cooked meal. Sure, on particularly busy evenings she
could order pizza or serve her family Stouffer frozen dinners.
But her preference remained for serving “home-cooked”
meals that she had prepared for her family.
All the interest in what she was doing got Stephanie
thinking that she might be onto a business idea. She had a
background in catering so was familiar with the business
side of cooking. To get help fleshing out her idea, she contacted Tina Kuna, a long-time friend and also a stay-athome mother. The two agreed to start a business around
Stephanie’s idea, and Dream Dinners was born.
Foundations of Early Success
The structure of Dream Dinners quickly evolved. Like
Stephanie’s early experiences in the commercial
kitchens, each Dream Dinners store is a physical location
that provides a setting for its customers to prepare meals.
This is how it works. A person registers on the Dream
Dinners Web site and picks a 2-hour “session” that works
best for her or him. Customers then pick the meals that
they would like to prepare from a list of entrees that
Dream Dinners is featuring that month. Usually, about 12
entrees can be prepared in a 2-hour session. Each entree
serves four to six people. The entrees vary on a month-tomonth basis and have included a wide variety of culinary delights, such as Stir-Fried Chicken with Shrimp,
Mom’s Macaroni & Beef, Deep Dish Chicago-Style
Pizza, French Country Chicken, and Apple-Braised
Boneless Pork Chops.
When customers arrive at the center, the ingredients for
the entrees that they selected are ready to go. The ingredients are precut, and the appropriate measuring cups and
spoons are available. The dinners can be customized on
the spot—so if a customer’s family is particularly fond of
cheese, more cheese can be added. Instructions for
preparing each dinner are provided and Dream Dinners’
employees are on hand to offer advice and answer questions. Once the dinners are prepared, they are placed in
freezer-suitable containers. Dream Dinners even cleans up
the mess. The idea is to provide customers the joy and
emotional satisfaction of preparing meals for their families
without the hassles involved with starting from scratch. The
cost of 12 entrees is about $200, or just $3.00 per serving. Dream Dinners also sets up private parties for groups
of friends or for co-workers who want to come in at the
same time. Once at home, the meals can be heated in an
oven or run through the microwave and served in a matter
of minutes.
When Dream Dinners first started, the founders were
surprised by the interest that people had in their concept.
Recalling how intense the interest was, Tina Kuna, one of
the cofounders, said, “We’ve had people e-mail us their
FedEx numbers (apparently thinking that they could order
premade meals to be shipped). We even had two women
from Sacramento, California, fly up, cook over the weekend, and pack everything to ship on the plane home.”70
Looking back, the early success of Dream Dinners can be
attributed in part to the three factors mentioned at the
beginning of the case converging at the same time: passion for an idea, a market opportunity, and an entrepreneur with the skills needed to implement it. All of these
qualities were present in Dream Dinner’s rollout as a company. To illustrate this point, the figure titled “Dream
Dinners’ Recipe for Success: Passion, Market Opportunity,
and the Skills to Make it Happen” depicts how these three
attributes converged in Dream Dinner’s case.
A New Position in the Marketplace
The position that Dream Dinners fills in the marketplace is
another important reason for its success. The company basically wants to accomplish two things: (1) help families enjoy
an evening meal together and (2) make those members of
the family responsible for providing the meals feel good
about themselves and their role in preparing the food.
The position that Dream Dinners carved out for itself in
the evening meal marketplace is shown in the grid titled
“Dream Dinners’ Positioning Strategy.” Looking at the grid,
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Dream Dinner’s
Positioning
Strategy
Combining the
Advantages of Moderate
Preparation Time and
High Emotional
Satisfaction Derived from
Preparing Meals for
Your Family
Emotional Satisfaction Derived from Preparing
Meals for Your Family
31
High
Dream Dinners
Unobtainable
Position
Emotional Satisfaction High
Preparation Time Moderate
Home-Cooked
Meals
Restaurants
Pizza Delivery
Frozen Dinners
Deli Carry-Out
Undesirable
Position
Low
Low
High
Eating Out
Eating Prepared Food at
Home
Cooking at Home
Preparation Time
Dream Dinners is the only concept that helps people feel
good about their role in preparing dinner for their families
and still captures the advantage of relatively short preparation time. A particularly problematic position that Dream
Dinners helps its customers avoid is the “Undesirable
Position” shown in the lower right-hand portion of the
graphic. This position represents incidences in which people take the time to prepare a home-cooked meal but
receive little satisfaction from doing so because they feel
rushed, they don’t have all the ingredients they need, there
is stress in the home, or for a variety of other reasons.
People who fall into this category all too often are the ideal
candidates for Dream Dinners’ value proposition.
Future of
Dream Dinners
Dream Dinners is now a rapidly growing franchise organization with over 130 franchise locations. Its concept
was quickly copied, and there are now several similar
companies selling franchises, including Super Suppers,
Dinner by Design, and Meal Makers. A trade association
has even been started, named the Easy Meal Prep
Association, to help companies start meal preparation
businesses.
The real question for Dream Dinners and its competitors is whether the concept is just a fad or whether it has
real staying power. The company also runs the risk of
growing too quickly and finding that it’s difficult to provide
proper support to all of its franchisees.
Discussion Questions
1. Which of the characteristics of successful entrepre-
neurs, discussed in this chapter, do you see in
Stephanie Firchau and Tina Kuna? To what extent do
you believe these characteristics have contributed do
Dream Dinners’ success?
2. Look at the figure labeled “Dream Dinners’ Recipe for
Success: Passion, Market Opportunity, and the Skills to
Make it Happen.” What would have happened if only
two of the three attributes represented by the circles
in the figure had been present when Dream Dinners
was founded? If Stephanie Firchau hadn’t had
experience in the food business, is there any way
that she and her cofounder could have overcome
this limitation?
3. To what extent do you think Dream Dinners’ basic
business idea “adds value” in the lives of its customers? Who is the ideal candidate to be a Dream
Dinners’ customer?
4. What do you think? Do you think Dream Dinners’ concept is just a fad or do you think that Dream Dinners
has real staying power? Explain your answer.
1. Study Dream Dinners’ Web site and make note of the
various ways in which the company supports the communities in which it is located. In your judgment, is the
company doing enough in this area? In what ways
are the company’s initiatives in this area good business as well as philanthropic?
2. Do you have skills in the areas that you are the most
passionate about? If so, how could you match your
passion and your skills to use a process to pursue
viable business opportunities? If your passions and
your skills aren’t congruent, do you think this could
limit your ability to become a successful entrepreneur?
Is there anything you can do now to correct this lack
of congruence?
Sources: Dream Dinners home page, www.dreamdinners.com
(accessed May 7, 2006); A. Y. Pennington, “Two Entrepreneurs Have
Put This Question on Ice With Do-It-Yourself Frozen Entrees,”
Entrepreneur, August 2003.
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1.2
Seattle Biodiesel: It Started with Passion—Its
Success Now Hinges on Execution Intelligence
www.seattlebiodiesel.com
Bruce R. Barringer,
A Fortunate Introduction
University of Central Florida
Shortly after he launched the company, John Plaza was
introduced to Martin Tobias by a mutual friend. Tobias, a
partner at Ignition Partners, a Seattle-area venture capital
firm, was looking for investment opportunities on behalf of
his firm. Through the process of investigating Seattle
Biodiesel, Tobias became more and more excited about
the company and its mission and started thinking that he
might want to become personally involved. In late 2003,
he left Ignition Partners to assume leadership of the firm,
with Plaza’s enthusiastic blessing. Plaza remained on the
management team, but recognized the value that Tobias’s
experience could bring to the firm. Commenting on what
attracted him to Seattle Biodiesel, Tobias said:
R. Duane Ireland,
Texas A&M University
Introduction
If you travel to Seattle and sense the smell of popcorn in
the air, you’ll be disappointed if you think there is a movie
theater or an amusement park nearby. Instead, you’ve
probably just encountered a city bus. Seattle’s buses
are fueled by biodiesel, a clean alternative to diesel fuel.
And the fuel has an aroma very similar to popcorn.
Environmentalists sing the praises of the biodiesel for
being an environmentally friendly substitute for regular
diesel fuel.
John Plaza’s Passion for Alternative Fuels
The buses in Seattle get their fuel from Seattle Biodiesel,
a company that was started in 2003 by John Plaza.
Plaza, a former airline pilot, quit his job flying commercial airplanes to pursue an interest in alternative
fuels. He points to a single flight that caused him to
decide to make a career change. “I was flying a 747
from Anchorage to Tokyo, and I started thinking about
how much fuel that flight used,” he said. “I figured out
that in a 6 1/2 hour flight, we used enough fuel to power
my personal vehicle for 42 years. I had to make a
change.”
The change that Plaza made was to start Seattle
Biodiesel. Biodiesel is an alternative fuel for diesel engines
and is refined from oils or fats, like the oils found in soybean, mustard, and canola seeds. To start the business,
Plaza mortgaged his home, sold his boats and cars, and
borrowed against his 401(k) plan. (Taking financial
actions such as these are common for entrepreneurs who
are passionate about their idea.) To get Seattle Biodiesel’s
refining operations up and running, Plaza acquired the
rights to use a 7,000-square-foot warehouse next to a
cement plant near downtown Seattle, which included a set
of huge tanks that were formally used by a brewery.
Biodiesel works in any diesel engine with few or no modifications. It can be burned pure or in combination with
regular diesel fuel. As noted, the use of biodiesel fuel
yields significant environmental benefits. It is also attractive
because it reduces America’s dependence on foreign
sources of oil and provides another market for the sale of
U.S.-grown crops.
As a venture capitalist I’ve reviewed over 1,200
plans and none have had the impact on me as what
I saw from Seattle Biodiesel. I firmly believe the
world has enough investors solving software problems, but there aren’t enough people solving this
country’s energy dependency on foreign oil. John
Plaza (the founder) and his management team have
done an exceptional job bringing Seattle Biodiesel
to life and now it’s time to take it to the next level.
The way Tobias hopes to take Biodiesel to the next
level is by growing the company and finding a way to
make its economic model work. This effort will require
sharp planning and execution. The biggest disadvantage
of biodiesel is that it is more expensive than regular diesel
fuel. As a result, the primary consumers of the fuel, to
date, have been municipal governments, as part of their
efforts to reduce pollution, and environmental enthusiasts.
To move biodiesel into the mainstream market, Tobias
believes that its price must be comparable to regular
diesel.
Tobias’s Three-Part Plan
To make biodiesel more price competitive, Tobias has a
three-part plan. The plan is summarized in the table
labeled “Tobias’s Three-Point Plan to Drive Down the Cost
of Biodiesel.” First, Tobias plans to increase the scale of
Seattle Biodiesel and implement process efficiencies. To
fund this effort, the company recently attracted $7.5 million
in venture capital funding. Second, Tobias plans to shift the
way his company sources its raw materials. Currently, the
company buys soybean oil from Iowa, which is then
shipped by rail to Seattle for refining. To eliminate this step,
Tobias is actively involved in an effort to help Washington
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Tobias’s Three-Part
Plan to Drive
Down the
Cost of Biodiesel
Step 1
Increase the scale of Seattle Biodiesel and
implement process efficiencies
Step 2
Encourage the production of oil-seed crops in
Washington state to eliminate the need to source
soybean oil from Iowa
Step 3
Support legislation that would require every
gallon of diesel fuel sold in Washington state to
contain some biodiesel
farmers learn how to integrate oil-seed crops into their crop
rotations. If the raw material needed to refine biodiesel
could come from local crops rather than from Iowa, a considerable cost savings could be realized. Finally, Seattle
Biodiesel is actively involved in supporting legislation that
would require every gallon of diesel fuel sold in the state to
contain some biodiesel. Last year, the Minnesota legislature passed a law that requires gasoline there to be 20 percent ethanol by 2013. If the Washington legislature would
follow suit in regard to diesel fuel, the demand for
biodiesel fuel would increase dramatically. An increase in
demand would allow Seattle Biodiesel to increase its scale
even further, reducing per gallon refining and processing
costs.
33
advantages does Seattle Biodiesel have in its efforts to
execute Tobias’s plan and continue to grow?
2. To what extent did passion play a role in the founding
of Seattle Biodiesel and its early success? Do you think
that someone without passion for alternative fuels could
have successfully founded the firm? Why or why not?
3. Which of the myths of entrepreneurs are dispelled by
John Plaza and Martin Tobias’s involvement in Seattle
Biodiesel?
4. To what extent does Seattle Biodiesel have the potential to (1) make an economic impact on the Seattle
area and the state of Washington, (2) make an impact
on society, and (3) make an impact on larger firms?
The Ultimate Importance of Execution Intelligence
The future of Seattle Biodiesel hinges on Plaza’s and
Tobias’s ability to execute this carefully conceived plan.
While passion is important, both entrepreneurs know that
a process featuring sharp planning and execution must be
in place and used to help a venture grow. Looking at the
major businesses in Seattle, Tobias sees a bright future for
Seattle Biodiesel. Considering that the U.S. diesel market
is $160 billion a year, he said, Seattle Biodiesel could be
bigger than Microsoft or Boeing.
Discussion Questions
1. What degree of confidence do you have that Tobias
will be able to execute his three-part plan? What factors have to come together for the plan to work? What
1. To what extent is Seattle Biodiesel creating a network
of stakeholders that have a vested interest in seeing
the company succeed? Make a list of these people or
groups. Comment on how each group’s success is
linked to Seattle Biodiesel’s ultimate success.
2. Make a list of 10 people you know who might help
you if you decided to start a firm. Briefly comment on
the ways that each individual could offer you assistance. In each case, make a note of what you are
doing, or should be doing, to solidify and nurture
these relationships.
Sources: W. Cornwall, “Biodiesel Suffers Image Setback,” The Seattle
Times, April 19, 2006; “Biodiesel Production Soars: 2005 Production
Expected to Triple Last Year’s Figures,” Environmental News Network,
November 9, 2005; “Seattle Biodiesel Closes $2 Million Financing:
New CEO With Package,” Green Car Congress, July 18, 2005.
Endnotes
1. L. Franklin, “Sarah Schupp Helps Parents Get Around In a College Town,” Portfolio (Alumni
Newsletter), Leeds School of Business, University of Colorado-Boulder, Winter, 2004.
2. Ibid.
3. K. Brown, “CU Grad’s Magazine Targets Students’ Moms, Dads,” The Boulder County
Business Report, November 11–24, 2005, 1–2.
4. I. M. Auggtums, “A Campus Tour For Grownups,” The Dallas Morning News, December 11, 2005.
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5. M. Minniti, W. D. Bygrave, and E. Autio, Global Entrepreneurship Monitor 2005 Executive
Report (Babson College and London Business School, 2005).
6. E. Autio, Global Entrepreneurship Monitor 2005 Report on High-Expectation
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7. S. Parezo, “Breaking Down Some Small Business Myths,” Fiducial homepage,
www.fiducial.com (accessed May 18, 2006).
8. B. Bolton and J. Thompson, Entrepreneurs (Oxford: Butterworth-Heinemann, 2002).
9. P. Sharma and J. J. Chrisman, “Toward a Reconciliation of the Definitional Issues in the Field of
Corporate Entrepreneurship,” Entrepreneurship Theory and Practice 23, no. 3 (1999): 11–27.
10. H. H. Stevenson and J. C. Jarillo, “A Paradigm for Entrepreneurship: Entrepreneurial
Management,” Strategic Management Journal 11 (1990): 17–27.
11. R. D. Ireland, M. A. Hitt, and D. G. Sirmon, “A Model of Strategic Entrepreneurship,” Journal
of Management 29 (2003): 963–89.
12. C. Kirby and M. Yi. “Apple Turns 30,” San Francisco Chronicle OnLine, www.sfgate.com
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19. R. D. Jager and R. Ortiz, In the Company of Giants (New York: McGraw-Hill, 1997).
20. L. Smolin, “Mixed Reactions to No New Einstein,” www.physicstoday.org, January 2006;
S. Shane, L. Kolvereid, and P. Westhead, “An Exploratory Examination of the Reasons Leading to
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28. Farrell, Entrepreneurial Age.
29. P. Krass, The Book of Entrepreneurs’ Wisdom (New York: John Wiley & Sons, 1999).
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31. S. Baillie, “High Tech Heroes,” Profit, December 2000/January 2001.
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(Boston: Harvard Business School Press, 2001).
37. Koehn, Brand New.
38. Baillie, “High Tech Heroes.”
39. J. Cope, “Toward a Dynamic Learning Perspective of Entrepreneurship,” Entrepreneurship
Theory and Practice, 29 (2005): 373–97; Morris, Entrepreneurial Intensity.
40. P. Davidsson and B. Honig, “The Role of Social and Human Capital among Nascent
Entrepreneurs,” Journal of Business Venturing 18 (2003): 301–31.
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43. Morris, Entrepreneurial Intensity.
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48. S. Walton, Made in America: My Story (New York: Doubleday, 1992).
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53. J. A. Challenger, “As Entrepreneurs, Seniors Lead U.S. Start-Ups,” Franchising World, August 2005.
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55. SCORE homepage, www.score.org (accessed May 18, 2006).
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62. U.S. Department of Labor homepage, www.dol.gov (accessed May 18, 2006).
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Entrees.” Entrepreneur, August 2003.
35

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