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Entrepreneurship Strategy
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Entrepreneurship Strategy
Changing Patterns in New Venture Creation, Growth, and Reinvention



September 2006 | 424 pages | SAGE Publications, Inc
Entrepreneurship Strategy presents a framework for strategy in entrepreneurial organizations that incorporates new venture emergence, early growth, and reinvention and innovation in established ventures. The focus of the text is on entrepreneurial strategies that can be crafted and implemented within small and medium-sized organizations as these firms proceed through the stages of development. The unique approach of this book is its segmentation of entrepreneurship strategies across the life cycle of business growth. Most strategy texts present content that is segmented by the type or level of strategy (e.g. marketing, human resources, production strategies) rather than the changing pattern of strategic needs faced by the new venture.
 
Foreword by Paige Arnof-Fenn
 
Acknowledgments
 
Introduction
 
Part I: Entrepreneurial Strategies for the Emerging Venture
 
1. Entrepreneurship and Strategy: A Framework for New Venture Development
Contemporary Entrepreneurship: Trends and Patterns

 
Entrepreneurship That Matters: Social Value Creation

 
The Role of Innovation in Entrepreneurship Strategy

 
Beyond Traits: Scripting Our Own Entrepreneurial Strategies

 
Whole Brain Thinking: An Introduction to Strategy for the Emerging Venture Using the 7-S Model

 
Summary of Chapter Objectives

 
References

 
 
2. Strategies for Opportunity Identification: The Creative Process
Creativity and Entrepreneurship: Turning Ideas Into New Venture Opportunities

 
Sources of Ideas for New Ventures

 
The Opportunity SEARCH

 
Building the Entrepreneurial Culture to Support Creativity and Innovation

 
Summary of Chapter Objectives

 
Notes and References

 
 
3. Strategies for Evaluating Opportunities: The Assessment Process
Opportunity Evaluation: Will the Idea for the New Venture Work?

 
Four Primary Areas for Assessment

 
Assessing the Feasibility of the New Venture Idea

 
Fourteen Questions to Ask Every Time

 
The Feasibility Analysis: Beginning the Evaluation Process

 
From KIC to OOPs: The Opportunity Organizational Proposal

 
Summary of Chapter Objectives

 
Notes and References

 
Appendix 3.1 Sources for Industry and Market Research

 
Appendix 3.2 Estimating Start-Up Expenses

 
 
4. Developing New Venture Strategy: Preparation and Launch
Strategic Planning and Entrepreneurship

 
Entrepreneurship and Strategic Management: The Creation of Wealth and Value

 
Creating the Strategic Vision: Articulating Need and Purpose

 
Values Creation: Developing Strategy in Good Company

 
Writing a Code of Ethics

 
Summary of Chapter Objectives

 
Notes and References

 
 
5. Market Entry: Positioning the Firm for Strategic Advantage
Designing Your Firm's Value Solution(s)

 
The Key Drivers Integral to Buyers’ Demands and Expectations Within Your Industry

 
Matrix Comparisons: Further Examining the Framework

 
Developing the Go-to-Market Strategy

 
The Strategic Plan Outline

 
Strategic Positioning: From SWOT to TOWS

 
Shifting the Focus of Strategy: Creating New Markets Versus Competing Directly

 
Summary of Chapter Objectives

 
References

 
 
Part II: Entrepreneurial Strategies for the Growing Venture
 
6. Financial Resource Capabilities
The Differences Between Debt and Equity Financing: Two Similar but Separate Audiences

 
Understanding the Financing Stages Along the Life Cycle of the Business

 
Further Descriptions on the Common Sources of Financing From a Debt Perspective

 
Preparing Your Information for the Lender

 
Equity Investors: Angel Investors and Venture Capital Firms

 
All Told, Why Entrepreneurs Don’t Get Funding

 
Summary of Chapter Objectives

 
Appendix A: Explanatory Term Sheet Sample

 
Appendix B: Due Diligence Checklist Table

 
Appendix C: Additional Guidelines For Presenting Your Business Plan

 
Notes

 
 
7. The Evolving Management Team
Up and Running: Managing the Growing Firm

 
Building an Advisory Board: Seeking Advice and Advisers

 
Boards of Directors: Corporate Governance Considerations

 
Forms of Ownership: Legal Structure of the Organization

 
Summary of Chapter Objectives

 
Note and References

 
 
8. Building Networks and Strategic Alliances
The Benefits and Outcomes of Creating and Sustaining Strategic Alliances

 
With Whom Should You Partner?

 
Understand the Value of Investing in the Social Capital That Can Drive Your Business

 
Summary of Chapter Objectives

 
Note and References

 
 
PART III: Entrepreneurial Strategies for Sustaining Growth in the Established Venture
 
9. Innovative Strategies for Entrepreneurial Growth
Strategies for Innovation: Incremental to Revolutionary Perspectives

 
Strategic Thinking: Ideas for Future Expansion

 
The Five Innovation Mistakes

 
Maintaining an Innovation-Friendly Environment in the Established Venture

 
Summary of Chapter Objectives

 
Notes and References

 
 
10. Strategies for the Growing Venture: Mergers, Acquisitions, Franchising, and Exit Strategies
Mergers and Acquisitions: Growth Strategies of Promise and Peril

 
Franchising: Growth Through Systems Creation

 
Exit Strategies for the Entrepreneurial Firm

 
Valuation of the Business

 
Summary of Chapter Objectives

 
Notes and References

 
 
11. Beyond the Strategic Entrepreneurial Model: Learning from Failure
The Other Side of Success: Rapid Growth

 
Solutions for Problems During Rapid Growth

 
Entrepreneurs and Failure: The Warning Signs

 
Learning From Failure

 
Summary of Chapter Objectives

 
Notes and References

 
 
Index
 
About the Authors

"A complete book on entrepreneurial strategies with mini-business cases."

Charles Nahabedian
Fairleigh Dickinson University

"The “Strategy in Action” approach differentiates this work. I also appreciate the ethics references made throughout the chapters. This is how ethics should be taught, rather than in a course entitled Ethics. The authors pump life into the subject rather than academics. " 

Richard L. Smith
Iowa S

"Excellent explanation of perceptual mapping. Very effective means of determining the relative importance of key drivers within an industry or marketplace. Most impressive is the integration of content and example in a balanced manner that does not emphasize any particular industry or venture type."  <?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

Jeffrey R. Alves
Wilkes University

"Business textbooks tend not to be the most stimulating reads, but a new one by two professors seeks to change that image. Entrepreneurship Strategy by Lisa K. Gundry and Jill R. Kickul offers lots of cases, checklists, sample documents, and suggestions. Case examples include well-known companies . . . In addition, there is understandable guidance on developing financial statements and marketing plans."

David E. Gumpert
businessweek.com

<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />"I really liked the use of the term “social capital” and the message that it should be viewed as an investment by the entrepreneur who needs to chart a matrix of sorts of connections and potential positive outcomes per connection. Also, the appendix on networking and organizational resources is absolutely super!"

George S.Vozikis
University of Tulsa

This book gives strategy its necessary place. Our course focuses on strategic entrepreneurship and is for students who have already had other entrepreneurship courses, so it was important to select one that did something real with strategy. Some other entrepreneurship books out there mention strategy in their titles but then fail to follow up with strong strategic content. This one is an improvement over those others. I hope the authors can write a new edition soon.

Dr Richard S Voss
Sorrell College of Business, Troy University
January 11, 2016

Excellent source of information for teachers and students

Mr Bertrand Gillett
Business Administration , Corozal Junior College
December 17, 2009

Sample Materials & Chapters

Chapter 1

Chapter 3

Chapter 5


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