creativity, opportunity, and testing business concept and models
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CHAPTER 2. Creativity, Opportunity, AND Testing Business Concept and Models. Understand the nature of entrepreneurial opportunity through discovery and creation. Discuss creativity, its challenges, and how to develop creative skills. - PowerPoint PPT PresentationTRANSCRIPT
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Creativity, Opportunity, AND Testing Business Concept
and Models
CHAPTER 2
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Learning Objectives Understand the nature of entrepreneurial opportunity
through discovery and creation.Discuss creativity, its challenges, and how to develop
creative skills.Explain problem solving as it relates to creativity and
entrepreneurship.Understand types of innovation and the innovation
process. Explain what a business model is and what it
accomplishes.Discuss the process for developing a business model.Explore the testing of a business model through
feasibility analysis.
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Creativity: What It Means
Enables entrepreneurs to differentiate their businesses from competitors
Is the basis for inventionIs fundamental to problem solving Is a critical skill for recognizing or creating
opportunity in a dynamic environment
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Creativity ThemesFigure 3.1
Source: Adapted from Isaksen, S.G., Stein, M.I., Hills, D.A. & Grayskiewicz, S.S. (1984). “A Proposed Model for the Formulation of Creativity Research,” Journal of Creative Behavior, 18: 67–75.
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Creativity: What It Means (cont’d)
Four stage creative process:1. Preparation: looking at a problem from a variety
of perspectives2. Incubation: letting the problem lie in the
subconscious for a time3. Illumination: the discovery of a solution4. Verification: bringing the idea to an outcome
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The Seven Stage Dynamic of the Creative Process
Figure 3.2
Source: Adapted from Norman Seeff Productions.
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Challenges to Creativity
No time for creativityNo confidence
“Confidence is the expectation of success.”
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Developing Creative Skills
1. Design an environment to stimulate creativity ◦ Minimize distractions◦ Devote time daily to quiet contemplation◦ Spend time in the places that best promote
your creative thinking◦ Spend time with people in different fields of
interest and move out of the comfort zone
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Developing Creative Skills (cont’d)
2. Log ideas3. Put the familiar into a new context4. Take advantage of a personal
network5. Return to childhood
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Creativity and Problem SolvingDefine the problem
◦Restate the problem so as to uncover the real problem
◦Identify the pros and cons for potential solutions
◦Develop a decision tree
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Creativity and Problem Solving (cont’d)
Generate ideas for sources of the problem and potential solutions◦Quantity over quality initially◦Capture every idea◦Piggyback on ideas and create new
combinations and modifications
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Creativity and Problem Solving (cont’d)
Other techniques for generating ideas:◦Brain writing
Getting ideas down on paper and then organizing ideas and creating themes
◦Connecting unrelated concepts◦Attribute identification◦Restating the problem
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Focus on Problem DefinitionUse affirmative judgmentUse a set of predefined criteriaEffective problem statement contains:
◦A “how” question◦Identification of responsible party◦Action verb, representing positive
course of action◦Targeted or desired outcome
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Developing SolutionsUse same techniques used to generate
and focus ideasCriteria plays critical role in solution
identification Explicit: time limits, budgets,
constraints Implicit: considerations such as
intuition, team culture, preferences, prejudices, etc.
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InnovationJoseph Schumpeter identified five categories
of innovation:1. A new product or substantial change in
an existing product2. A new process3. A new market4. New sources of supply5. Changes in industrial organization
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Innovation and Commercialization Process
Figure 3.4
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Some Sources of Innovation
Customers Unexpected news events
Newspapers and magazines
Trends and patterns of change
Observation New government regulation
Demographic shifts Emerging industries Small businesses Business operations
Table 3.2
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The Business ModelPeter Drucker’s 5 questions form the basis for
development of the business model:1. What is our mission?2. Who is our customer?3. What does our customer value?4. What are our results?5. What is our plan?
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Business Model Components
Table 4.1
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Why Business Models FailFlawed logic Limited strategic choices Imperfect value creation and capture
assumptionsIncorrect assumptions about the value chain
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Developing a Concept for a New Business
A business concept is a concise description of an opportunity that contains four essential elements:1. The customer definition2. The value proposition3. The product/service4. The distribution channel
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The Value PropositionThe benefit that the customer derives
from the product or service◦It is often intangible.
Entrepreneur needs to identify the need or “pain” the customer is experiencing
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The Customer DefinitionThe customer is the one who pays for the
solution.◦This may or may not be the end user of the
product or service being offeredThe customer determines all the other
components:◦What the entrepreneur will offer◦What the value proposition is◦How the benefit will be delivered to the
customer
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The Solution Being OfferedA solution to the problem the customer is
facing◦Most businesses produce both products and
services.
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The Distribution ChannelHow do you deliver the benefit to the
customer?Must create a clear and concise concept
statement (or “elevator pitch”)◦Not difficult but requires ability to parse
words
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The Entrepreneur's StoryA compelling story has a beginning, middle,
and end.◦How they identified or created the
opportunity◦Challenges they overcame◦Where they are now
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Building a Business Model1. What are the size and importance of the revenue
streams that the business model can generate?2. What costs most affect the model, and what is
their size and importance to the model? In other words, what are the cost drivers for the business?
3. How much capital is required to execute the business model and what is the timing of the cash needs?
4. What are the critical success factors to achieving the goals of the business model?
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Building a Business Model (cont’d)
Changes may occur in several ways:◦Incrementally expand the existing model ◦Revitalize an established model ◦Take an existing model into new areas ◦Add new models via acquisition◦ Use existing core competencies to build
new business models ◦Reinvent the business model
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Building a Business ModelFigure 4.1
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Building a Business Model—StagesStage 1: Identify position in value chain
◦The value chain consists of all the companies that contribute to the development and distribution of a good.
◦Upstream is the top of the value chain and upstream from manufacturers (e.g. supplier/producer of raw materials).
◦Downstream refers to the intermediaries such as distribution and retailers, and are “downstream” from the manufacturers and assemblers.
◦Location of the company within the value chain normally reflects the entrepreneur’s capabilities and risk-taking propensity.
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Building a Business Model—Stages (cont’d)Stage 2: Calculate how to create value for
the customer◦Rely on market research
Stage 3: Identify revenue sources◦Subscription or membership◦Volume or unit-based◦Licensing and syndication◦Transaction fee◦Advertising
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Building a Business Model—Stages (cont’d)
Stage 4: Determining expenses and cost drivers◦Marketing or advertising cost structure◦Inventory cost structure◦Office or retail space cost structure◦Support centered cost structure◦Direct cost structure
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Building a Business Model—Stages (cont’d)Stage 5: Develop the competitive strategy
◦Effective competitive strategy either: 1. Differentiates the new venture from
existing ventures 2. Creates a niche in the market that other
companies are not serving3. Has access to other resources that others
in the industry do not Stage 6: Test the model through feasibility
analysis
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Analyzing the Feasibility of a Business Model
All opportunities involve uncertainty, which is characterized by varying degrees of risk.
Risks to be reduced are associated with:◦ Customer, size of the market, technical
feasibility of the product, and ability of the founding team to successfully execute the venture
Risks can be identified and dealt with.Uncertainty means outcomes are unknown so
subjective probabilities must be applied.
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Feasibility and the Business PlanSplit view amongst entrepreneurs on the value
of the business plan.Investors moving away from written business
plans of past to brief, well-constructed executive summary or an effective pitch.
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The Outcomes of Feasibility Analysis Determination of whether the business model
appears feasibleEntrepreneur looks at the forecasted outcomes in
four ways: 1. What is the probability a change in the forecast
will occur2. What is the magnitude of the change if it occurs3. What is the impact of the change on the
business4. What can be done to mitigate the change or
reduce the impact substantially
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Feasibility Analysis: Testing the Business Model
Figure 4.4
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Preparing for Feasibility AnalysisThree critical success factors:
1. Is there a customer and market of sufficient size to make the concept viable and able to grow?
2. Do the capital requirements to start and operate to a positive cash flow make sense?
3. Can an appropriate startup or founding team be assembled to effectively execute the concept?
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The Feasibility TestsAreas to be analyzed:
◦Industry and market/customer◦Product/service◦Founding team◦Financial needs assessment
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Quick Screen for Multiple OptionsQuick screen ideas before undertaking a thorough
feasibility study on any one of the concepts:1. Start with a concept statement2. Examine the industry3. Identify the market – customer & competitors4. Identify how the product/service benefits the
customer5. Examine founding/management team
capabilities6. List all resources needed by the business