Table of contents for Technology ventures : from idea to enterprise / Richard C. Dorf, Thomas H. Byers.

Bibliographic record and links to related information available from the Library of Congress catalog.

Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.


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CONTENTS
Foreword xiii
Preface xv
SECTION	I
Chapter 1
Capitalism and the Technology Entrepreneur 1
	1.1	The Entrepreneur and the Challenge 2
	1.2	Entrepreneurial Activity Based on Innovation and Technology 5
	1.3	Entrepreneurial Capital and the Value of a Venture 9
	1.4	Building an Enterprise 11
	1.5	Economics, the Entrepreneur, and Productivity 12
	1.6	The Knowledge Economy 14
	1.7	The Firm 17
	1.8	Dynamic Capitalism and Creative Destruction 18
	1.9	The Sequential Case: AgraQuest 20
	1.10	Summary 21
Chapter 2
Opportunity and the Business Summary 23
	2.1	Opportunity Identification 24
	2.2	Trends, Convergence, and Opportunities 28
	2.3	The Entrepreneur and Opportunity 33
	2.4	Evaluating the Opportunity 37
	2.5	The Decision to Act or Continue Looking Elsewhere 43
	2.6	The New Venture Story and Summary 46
	2.7	AgraQuest: The Opportunity and the Business Summary 52
	2.8	Summary 52
Chapter 3
Building a Competitive Advantage 55
	3.1	The Vision 56
	3.2	The Mission Statement 59
	3.3	The Value Proposition 60
	3.4 	The Business Model 63
	3.5	Business Model Innovation in Challenging Markets 67
	3.6	Core Competencies and Competitive Advantage 68
	3.7	Sustainable Competitive Advantage 69
	3.8	AgraQuest 72
	3.9	Summary 74
Chapter 4
Creating a Strategy 77
	4.1	Venture Strategy 78
	4.2	The Industry and Context for a Firm 81
	4.3	Strengths and Opportunities/SWOT Analysis 85
	4.4	Barriers to Entry 86
	4.5	Achieving a Sustainable Competitive Advantage 88
	4.6	Matching Tactics to Markets 90
	4.7	AgraQuest 93
	4.8	Summary 94
Chapter 5
Technology, Innovation, and Timing 97
	5.1	First Mover versus Follower Decision 98
	5.2	The Value Net and Alliances 103
	5.3	Technology and Innovation Strategy 107
	5.4	Creativity, Invention, and Innovation 114
	5.5	New Technology Ventures 116
	5.6	AgraQuest 119
	5.7	Summary 120
SECTION	II
Chapter 6
Risk, Return, and Product Design 123
	6.1	Risk and Uncertainty 124
	6.2	Scale and Scope 132
	6.3 	Network Effects and Increasing Returns 136
	6.4	Product Design and Development 140
	6.5	Finding Disruptive Applications 145
	6.6	Risk and Return 146
	6.7	AgraQuest 147
	6.8	Summary 148
Chapter 7
Corporate Technology Ventures 151
	7.1	Types of New Business Ventures 152
	7.2	Corporate New Ventures 153
	7.3	The Innovator?s Dilemma 155
	7.4	Incentives for Corporate Venture Success 157
	7.5	Building and Managing Corporate Ventures 159
	7.6	AgraQuest 164
	7.7	Summary 164
Chapter 8
Creating New Ventures and the Business Plan 167
	8.1	Independent and Corporate Ventures 168
	8.2	Nonprofit and Public-Sector Ventures 169
	8.3	Family-Owned Businesses 171
	8.4	Franchises and Direct Selling Organizations 174
	8.5	Cluster Dynamics 176
	8.6	The Socially Responsible Firm 179
	8.7	Imitation 183
	8.8	Building a New Business 184
	8.9	The Business Plan 185
	8.10	AgraQuest 192
	8.11	Summary 193
Chapter 9
Building Knowledge and Learning in a New Enterprise 197
	9.1	The Knowledge of an Organization 198
	9.2	Managing Knowledge Assets 199
	9.3	Learning Organizations 200
	9.4	Product Prototypes 204
	9.5	Scenarios 207
	9.6	AgraQuest 209
	9.7	Summary 210
Chapter 10
Legal Formation and Intellectual Property 213
	10.1	Legal Form of the Firm 214
	10.2	Company Name 217
	10.3	Intellectual Property 218
	10.4	Trade Secrets 220
	10.5	Patents 221
	10.6	Trademarks 224
	10.7	Copyrights 225
	10.8	Licensing 226
	10.9	AgraQuest 227
	10.10	Summary 228
SECTION	III
Chapter 11
The Marketing and Sales Plan 231
	11.1	Marketing 232
	11.2	Marketing Objectives and Customer Target Segments 233
	11.3	Product and Offering Description 234
	11.4	Market Research 236
	11.5	Brand Equity 238
	11.6	Marketing Mix 240
	11.7	Customer Relationship Management 244
	11.8	Diffusion of Technology and Innovations 247
	11.9	Crossing the Chasm 249
	11.10	Personal Selling and the Sales Force 252
	11.11	AgraQuest 255
	11.12	Summary 256
Chapter 12
The New Enterprise Organization 259
	12.1	The New Venture Team 260
	12.2	Organizational Design 261
	12.3	Leadership 264
	12.4	Teams 267
	12.5	Management 269
	12.6	Emotional Intelligence 271
	12.7	Organizational Culture 272
	12.8	Social Capital 275
	12.9	Attracting and Retaining Talent 276
	12.10	Ownership and Stock Options 278
	12.11	Board of Directors 279
	12.12	AgraQuest 281
	12.13	Summary 281
Chapter 13
Acquiring, Organizing, and Managing Resources 285
	13.1	Acquiring Resources and Capabilities 286
	13.2	Influence and Persuasion 288
	13.3	Location 289
	13.4	Facility Planning 290
	13.5	Telecommuting and 
Teleconferencing 291
	13.6	The Internet 291
	13.7	Vertical Integration and Outsourcing 294
	13.8	Innovation and Virtual Organizations 298
	13.9	Acquiring Technology and Knowledge 299
	13.10	AgraQuest 301
	13.11	Summary 302
Chapter 14
Acquisitions, Mergers, and Global Business 305
	14.1	Acquisitions and Mergers and the Quest for Synergy 306
	14.2	Acquisitions and Mergers as a Growth Strategy 308
	14.3	Global Business 313
	14.4	AgraQuest 318
	14.5	Summary 319
Chapter 15
The Management of Operations 321
	15.1	The Value Chain 322
	15.2	Processes and Operations Management 325
	15.3	The Value Web 329
	15.4	Strategic Control and the Balanced Scorecard 332
	15.5	Scheduling and Operations 335
	15.6	AgraQuest 336
	15.7	Summary 338
SECTION	IV
Chapter 16
The Profit and Harvest Plan 341
	16.1	The Revenue Model 342
	16.2	The Profit Model 343
	16.3	Managing Revenue Growth 348
	16.4	The Harvest Plan 354
	16.5	Exit and Failure 358
	16.6	AgraQuest 359
	16.7	Summary 360
Chapter 17
The Financial Plan 363
	17.1	Building a Financial Plan 364
	17.2	Sales Projections 366
	17.3	Costs Forecast 367
	17.4	Income Statement 367
	17.5	Cash Flow Statement 367
	17.6	Balance Sheet 370
	17.7	Results for a Pessimistic Growth Rate 373
	17.8	Breakeven Analysis 376
	17.9	Measures of Profitability 381
	17.10	AgraQuest 382
	17.11	Summary 382
Chapter 18
Sources of Capital 387
	18.1	Financing the New Venture 388
	18.2	Venture Investments as Real Options 390
	18.3	Sources of Capital 393
	18.4	Bootstrap and Seed Financing 395
	18.5	Angels 397
	18.6	Venture Capital 398
	18.7	Corporate Venture Capital 404
	18.8	Valuation 405
	18.9	Terms of the Deal 409
	18.10	Debt Financing 410
	18.11	Initial Public Offering 411
	18.12	AgraQuest 419
	18.13	Summary 420
Chapter 19
Presenting the Plan and Negotiating the Deal 423
	19.1	The New Venture Story 424
	19.2	The Short Version of the Story 427
	19.3	The Presentation 427
	19.4	Negotiating the Deal 430
	19.5	Critical Issues for the Business Plan 432
	19.6	AgraQuest 433
	19.7	Summary 434
Chapter 20
Leading a Technology Venture to Success 437
	20.1	Execution of the Business Plan 438
	20.2	Stages of a Business 441
	20.3	The Adaptive Corporation 447
	20.4	Ethics 451
	20.5	AgraQuest 454
	20.6	Summary 454
References 458
Appendices 475
Glossary 649
Index 659

Library of Congress Subject Headings for this publication:

Information technology.
Entrepreneurship.
New business enterprises.