Professional Documents
Culture Documents
Kuratko 9 e CH 06
Kuratko 9 e CH 06
Initiating
Entrepreneurial
Ventures
Chapter 6
Assessment of
Entrepreneurial
Opportunities
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Chapter Objectives
1. To explain the challenge of new-venture start-ups
2. To review common pitfalls in the selection of new-
venture ideas
3. To present critical factors involved in new-venture
development
4. To examine why new ventures fail
5. To study certain factors that underlie venture success
6. To analyze the evaluation process methods: profile
analysis, feasibility criteria approach, and
comprehensive feasibility method
7. To outline the specific activities involved in a
comprehensive feasibility evaluation
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 6–2
The Challenge of New-Venture Start-Ups
• New Venture Formation
600,000 new firms have emerged in the United States
every year since the mid-1990s.
• Ideas for Potential New Businesses
The U.S. Patent Office currently receives more than
500,000 patent applications per year.
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Components of New-Venture Motivation
1. The need for approval
2. The need for independence
3. The need for personal development
4. Welfare (philanthropic) considerations
5. Perception of wealth
6. Tax reduction and indirect benefits
7. Following role models
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Reasons for Starting a Venture
Entrepreneurial
Motivations
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Figure
6.1 The Elements Affecting New-Venture Performance
Source: Arnold C. Cooper, “Challenges in Predicting New Firm Performance,” Journal of Business Venturing (May 1993): 243. Reprinted with permission.
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Pitfalls in Selecting New Ventures
• Lack of objective evaluation
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Phases in New-Venture Start-ups
• Prestart-up Phase
Begins with an idea for the venture and ends when the
doors are opened for business.
• Start-up Phase
Commences with the initiation of sales activity and the
delivery of products and services and ends when the
business is firmly established and beyond short-term
threats to survival.
• Poststart-up Phase
Lasts until the venture is terminated or the surviving
organizational entity is no longer controlled by an
entrepreneur.
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Critical Factors for
New-Venture Development
1. Uniqueness of venture
2. Investment size
3. Sales growth expectations
Lifestyle ventures
Small profitable ventures
High-growth ventures
4. Product availability
5. Customer availability
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Table
6.1 A New-Venture Idea Checklist
Basic Feasibility of the Venture
1. Can the product or service work?
2. Is it legal?
Source: Karl H. Vesper, New Venture Strategies, copyright © 1990, 172. Adapted by permission of Prentice-Hall, Inc., Englewood Cliffs, New Jersey.
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Table
6.1 A New-Venture Idea Checklist (cont’d)
Production of the Goods and Services
1. Will the company make or buy what it sells? Or will it use a combination of these two strategies?
2. Are sources of supplies available at reasonable prices?
3. How long will delivery take?
4. Have adequate lease arrangements for premises been made?
5. Will the needed equipment be available on time?
6. Do any special problems with plant setup, clearances, or insurance exist? How will they be resolved?
7. How will quality be controlled?
8. How will returns and servicing be handled?
9. How will pilferage, waste, spoilage, and scrap be controlled?
Source: Karl H. Vesper, New Venture Strategies, copyright © 1990, 172. Adapted by permission of Prentice-Hall, Inc., Englewood Cliffs, New Jersey.
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Table
6.1 A New-Venture Idea Checklist (cont’d)
Source: Karl H. Vesper, New Venture Strategies, copyright © 1990, 172. Adapted by permission of Prentice-Hall, Inc., Englewood Cliffs, New Jersey.
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 6–12
Why New Ventures Fail
• Product/Market Problems
• Financial Difficulties
• Managerial Problems
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Causes for Failure
• Managerial
Product/Market
Problems
Problems
Poor timing
Concept of a team approach
Human resource
Product design problems
problems
Inappropriate distribution strategy
Unclear business definition
Overreliance on one customer
• Financial Difficulties
Initial undercapitalization
Assuming debt too early
Venture capital relationship problems
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Table
6.2 Types and Classes of First-Year Problems
Source: David E. Terpstra and Philip D. Olson, “Entrepreneurial Start-up and Growth:
A Classification of Problems,” Entrepreneurship Theory and Practice (spring 1993): 19.
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New Venture Failure Prediction Model
1. Role of profitability and cash flows
2. Role of debt
3. Combination of both
4. Role of initial size
5. Role of velocity of capital
6. Role of control
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Table
6.3 The Failure Process of a Newly Founded Firm
Source: Erkki K. Laitinen, “Prediction of Failure of a Newly Founded Firm,” Journal of Business Venturing (July 1992): 326–328. Reprinted with permission.
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Feasibility Criteria Approach
• Assessing the viability of a venture:
Is it proprietary?
Are the initial production costs realistic?
Are the initial marketing costs realistic?
Does the product have potential for very high margins?
Is the time required to get to market and to reach the break-even
point realistic?
Is the potential market large?
Is the product the first of a growing family?
Does an initial customer exist?
Are the development costs and calendar times realistic?
Is this a growing industry?
Can the product and the need for it be understood by the
financial community?
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The New-Venture Evaluation Process
• Profile Analysis
Involves identifying and investigating the financial,
marketing, organizational, and human resource
variables that influence the business’s potential before
the new idea is put into practice.
• The Feasibility Criteria Approach
Involves the use of a criteria selection list from which
entrepreneurs can gain insights into the viability of
their venture.
• Comprehensive Feasibility Approach
Incorporates external factors in addition to those
included in the criteria questions.
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Figure
6.2 Key Areas for Assessing the Feasibility of a New Venture
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Technical Feasibility
• Technical Requirements for Products and Services:
Functional design and attractiveness in appearance
Flexibility, permitting ready modification of the external features
of the product to meet customer demands or technological and
competitive changes
Durability of the materials from which the product is made
Reliability, ensuring performance as expected under normal
operating conditions
Product safety, posing no potential dangers under normal
operating conditions
Reasonable utility, an acceptable rate of obsolescence
Ease and low cost of maintenance
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Market Feasibility (Marketability)
Range of prices for the same,
complementary, and substitute
products; base prices; and
discount structures
Pricing
Customers, customer demand data
patterns in seasonal variations
in demand, and governmental
regulations affecting demand
Market
data
General
economic
Various economic indicators trends
such as new orders, housing
starts, inventories, and
consumer spending
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Key Terms and Concepts
• comprehensive
high-growth venture
feasibility approach
• internal
critical factors
problems
• customer
lifestyle venture
availability
• marketability
external problems
• failure
productprediction
availability
model
• small
feasibility
profitable
criteriaventure
approach
• growth
start-upof
problems
sales
• technical
growth stage
feasibility
• uniqueness
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 6–23