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Materials for Exam II Text Chapters 5 – 13 Chapter 5 Entrepreneurial Marketing Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Entrepreneurial Marketing Definition of marketing by the American Marketing Association: an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stake holders. Marketing practices vary depending on the type of company and the products and services it sells. Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Entrepreneurial Marketing Why Marketing is Critical for Entrepreneurs Because no venture can become established and grow without a customer market; Because it is difficult and expensive to bring new products and services to market; To differentiate product or service to customers makes the company distinctive and valuable; Companies must be able to switch marketing gears quickly to attract new customer segments. Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Entrepreneurial Marketing Entrepreneurs Face Unique Marketing Challenges limited resources in financial, managerial, and time; limited market information; decision-making inclined to be muddled by personal biases and beliefs; poorly established relations with multiple audiences. Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Market research techniques Philosophy of market research Techniques for gathering customer information Examples Existing market New market Deductive data Intuition analysis Focus groups, surveys, mail studies Industry experts, trend extrapolation, future scenarios New types of Social media toothpaste, new exchange car models markets Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Disadvantages to existing companies entering new markets • Core rigidities: companies are only good at things they are used to doing • Tyranny of the current market: companies listen to their customers, who are not a source of ideas for new products in new markets • Use myopia: customers of existing firms see needs or solutions very narrowly (i.e., not the needs of others) Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Disadvantages to existing companies entering new markets • Because large companies have these disadvantages with new markets, new ventures should focus on new markets instead of established ones Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Entrepreneurial Marketing Acquiring Market Information Marketing research could cover information such as: -Product attributes important to customers; -Possibility of customers’ buying willingness by marketing behaviors; -Market trend; -The location of the customers’ preference. Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Entrepreneurial Marketing Acquiring Market Information Two basic types of market data •Primary data •Data you collect yourself •Limitations of primary data •Secondary data •Economical and usually used to collect baseline information Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Conjoint analysis • Asks individuals to express their preferences for various product that are especially chosen to offer a systematic array of features • Price, size, weight, battery life, color • Two choices for each feature leads to 32 different products (2x2x2x2x2) • Important to determine most important features Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Conjoint analysis • Conjoint analysis is a useful technique for determining the relative importance, in the customer’s preferences and decisions, of the dimensions they consider important • Effective use of conjoint analysis helps entrepreneurs design products that have high appeal to potential customers and maximize chances of venture success Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Market dynamics • Entrepreneurs are more successful in large and growing markets – Large markets amortize the fixed costs of getting started over a larger number of units – It’s easier to sell into rapidly growing markets Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Market dynamics • The performance of product adoption follows an S shape – Initially, need a large amount of effort to achieve small improvements in product performance – Then performance improvements accelerate and small efforts can lead to large improvements – Later, must make large efforts to achieve small improvements Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Adoption of Innovations The S curve Market dynamics • Established firms rarely compete with entrepreneurs to develop new products on the early part of the S curve – The new product usually begins with inferior performance that hurts the company’s overall performance – Managers of established companies believe they can always improve the performance of their existing products to compete with new products Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Entrepreneurial Marketing Marketing Strategy for Entrepreneurs A company’s marketing strategy must closely align with its resources and capabilities; Segmentation, targeting, and positioning are key marketing dimensions that set the strategic framework. Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Entrepreneurial Marketing Marketing Strategy for Entrepreneurs/the Marketing Mix promotion Product Strategy Pricing Strategy Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © place Entrepreneurial Marketing Entrepreneurial Marketing Guerilla Marketing Guerilla marketing acts as non-traditional, grassroots, and captivating – that gain consumers’ attention and build awareness of the company. Word-of-Mouth marketing, Buzz marketing, and Viral Marketing. Other issues in Guerrilla Marketing. Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Entrepreneurial Marketing Entrepreneurial Marketing Marketing Skills for Managing Growth Understanding and Listening to the Customer Building brand awareness and building brand equity Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Entrepreneurial Marketing Conclusion Marketing is a delicate balance of art and science. It is necessary for entrepreneurs to scale up or change focus. Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Chapter 6 Building the Founding Team The biggest challenge “There’s plenty of entrepreneurs, plenty of venture capital. What’s in short supply is great teams. Your biggest challenge will be building a great team.” John Doerr – Partner, Kleiner, Perkins, Caulfield, & Byers (kpcb.com) Anchoring vision in team philosophy and attitudes • The most successful entrepreneurs seem to anchor their vision of the future in certain entrepreneurial philosophies and attitudes: – What a team is – What its mission is – How it will be rewarded • Unwritten ground rules, rewards, compensation, and incentive structures rest o these philosophy and attitudes Anchoring vision in team philosophy and attitudes “The capacity of the lead entrepreneur to craft a vision, and then to lead, inspire, persuade, and cajole key people to sign up for an deliver the dream makes an enormous difference between success and failure.” Jeffrey Timmons Advantages of having a team for a start-up Feedback Extended network Increased skill set Way To Success Higher social level of support Capacity for innovation Moral support Things to keep in mind when creating a start-up Evaluate your skills Use your strengths Ask for feedback of your actions Building a powerful team Create a staffing plan Find people to fill positions Your personal network Friends Family Your advisors’ Network Your extended Network Professors Alums Attributes of successful teams • Cohesion – “We’re in this together” • Teamwork – make others’ job easier; no individual heroes • Integrity – hard choices and trade-offs based on what is good for the customer • Commitment to the long haul – no one benefits by signing up now and bailing out early • Harvest mind-set – capital gain is the goal, not a paycheck Attributes of successful teams • Commitment to value creation – making the pie bigger for everyone • Equal inequality – democracy does not work well in start-ups • Fairness – rewards are based on contribution, performance, and results over time • Sharing of the harvest – 10 – 20% of “winnings” is frequently set aside to distribute to key employees; characteristic of the most successful entrepreneurs Filling the gaps • “Successful entrepreneurs search for people and form and build a team based on what the opportunity requires, and when.”* • Team members contribute high value when they complement and balance the lead entrepreneur and each other • The process of evaluating and deciding who is needed, and when, is dynamic and not a onetime event * Timmons, 1975 Filling the gaps • The founder • Every team starts with the founder (aka, the lead entrepreneur) • Founder determines whether team is needed, assesses talent, skills, track record, and contacts of possible members • Founder needs to determine what the venture requires in order to succeed Filling the gaps • The opportunity • Whatever the team needs are depends on the fit between the lead entrepreneur and the opportunity • Entrepreneur must clearly define: – the value added and logic of business model (revenues and costs) – Critical success factors – Extent to which s/he has access to critical resources and relationships Filling the gaps • Outside resources • Gaps can be filled by external resources: • Boards of directors, accountants, lawyers, consultants, etc. • Entrepreneur must consider: – Whether need is specialized, one-time or parttime or a critical continuous need – What trade secrets might be compromised if external expertise is used External Team Members Outside Investors Board of Directors Board of Advisors Lawyers Virtual team Accountants Do Nots of double employment • Do not use your employer’s resources • Do not expropriate intellectual property from your current employer • Do not solicit your employer’s customers until you quit the job • Do not conceal the fact that you are founding your own venture Types of Compensation Compensation name Advantages Disadvantages Founder Shares Attracts co-founders Dilutes owner’s equity Option pool Ties employees’ goals to those of the company Employees may leave the company if the price falls Restricted stock Vested over time, expensed at current share price Expensed at current price Stock appreciation rights Low cost to the company Dilutes owner’s equity Phantom stock Employees do not receive equity Needs cash to be exercised Problems that new venture teams face Family Pressure Interpersonal Conflicts Burn-out Slicing the founder’s pie • Making the pie as big as possible is the primary consideration • The ultimate goal of any VC-backed firm is to realize a 5x to 10x ROI, usually via IPO or acquisition by larger company • “Work backwards” from IPO capital structure to determine what will happen and who will get what The Business Plan Why write a business plan? • Always when a new venture needs outside funding • Early in the planning process when you are looking at a large-scale project • Later or not at all when you are bootstrapping Dollinger, 2008 Costs and benefits of planning • Writing a plan takes considerable time, money, and energy • Every plan deals with economic uncertainty and risks posed to new venture – founders may be uncomfortable confronting risks and uncertainties and avoid writing a plan • Writing the plan helps founders confront risks and conflicts before they become serious problems Dollinger, 2008 The plan demonstrates how you 1. Create or add significant value to a customer or end user 2. Solve a significant problem or meet a significant need for which someone is willing to pay a premium 3. Have robust market, margin, and moneymaking characteristics 4. Have a good fit with the founders, management team at time of market entry, and the risk/reward balance Timmons, 1999 After you write the plan • It becomes a point of departure for due diligence for potential investors and to determine risks of venture (technology, market, management, competitive, financial risks) • This homework is crucial even if you don’t try to raise outside capital • The most valuable investors will see weaknesses, even flaws, and will propose tactics and people to fix them Timmons, 1999 Tips for business planning and raising outside funds RE: Venture capitalists • There are a lot of them; don’t talk to all of them • Getting a “no” is as difficult as getting a “yes;” qualify your targets and force others to say no • Be vague about which other VCs you are talking to • Do not meet with an associate or junior member twice without a partner Timmons, 1999 Tips for business planning and raising outside funds RE: The plan • Stress your business concept in the executive summary • The numbers matter less than the economics (value proposition and business model) • Make the business plan look and feel good w/o using “filler” • Be prepared to provide copies of published articles, contracts, market studies, purchase orders, resumes, etc. Timmons, 1999 Tips for business planning and raising outside funds RE: The Deal • Make sure investors want you as bad as you want them • Create a market for your venture • Never say no to an offer price • Use a lawyer with venture deal experience • Don’t stop selling until the money is in the bank Timmons, 1999 Tips for business planning and raising outside funds RE: The fund raising process • It is much harder than you ever thought it would be • You can last much longer than you ever thought you would • The venture capitalists have to do this the rest of their careers Timmons, 1999 Critiquing the plan – Specific criteria • Management – experience, honesty, integrity • Resources – rare, valuable, hard to copy, unique • Projections and returns – all data must have solid foundation in reality, yet optimistic enough to attract investors • Exit – how and when will investors recoup money? Dollinger, 2008 Chapter 8 Building Your Pro Forma Financial Statements Common mistakes entrepreneurs make Underestimating time to secure financing Not understanding the revenue drivers Top-down versus bottom-up forecasting Reduced survival chance Lack of comparables Underestimating costs Underestimating time to generate revenues Financial Statements Income Statement Balance Sheet Statement Of Cash Flows BUILDING YOUR PRO FORMA FINANCIAL STATEMENTS Build-up Method Comparable Method Building Integrated Financial Statements Final Steps BUILD-UP METHOD Revenue Projections COGS Operating Expenses Preliminary Income Statement Revenue Worksheet COGS Worksheet Operating Expense Worksheet COMPARABLE METHOD Choose industry metrics Benchmark other companies in the industry Compare your projections to other companies and industry average BUILDING INTEGRATED FINANCIAL STATEMENTS INTEGRATED FINANCIAL STATEMENTS Income Statement Balance Sheet Statement of Cash Flows Monthly forecasts for years 1 and 2 Consider Accounts Receivable Adjust monthly forecasts according to seasonality Show outflow and depreciate PP&E Annual forecasts for years 3-5 Consider Accounts Payable PUTTING IT ALL TOGETHER 2-3 page explanation of your Financial Spreadsheets Discuss the Income Statement Discuss the Cash Flow Statement Discuss the Balance Sheet Focus on major infusions of cash Talk about revenue drivers Talk about seasonality Discuss the expense categories Describe describe the the nature nature of of your your cash flows accounts receivables and payables Accounts receivables and payables Mention PP&E expenses Mention PP&E expenses Talk about major asset categories, and any Liabilities that aren’t clear from the previous discussion Chapter 9 Financing Entrepreneurial Ventures Worldwide No questions from this chapter Chapter 10 Raising Money for Starting and Growing Businesses Ways of raising money Turning to family and friends Approaching business angels Going Public Looking for Venture Capital Being Acquired Four basic ways of evaluating a business Earning-capitalization valuation Present value of future cash flows Market-comparable valuation Asset-based valuation Earnings Capitalization Method: Company value = Net Income/ Capitalization Rate Present Value of Future Cash Flows: PV = PV of the future free CF + the residual (terminal) value of the firm Market-comparable Valuation (Multiple of earnings): Total Equity Valuation = NI x P/E Asset-based Valuation Modified (adjusted) book value Replacement value Liquidation value External Financing Services at reduced rates Customer financing Vendor financing External Financing Leased equipment Reduced rent Government programs Finding business angels 1. Formal angel groups Pros: Easy to find Cons: May charge you for presentation or even business plan submission; Few in number (several thousand) 2. Individual angels Pros: Several hundred thousand Cons: Hard to find and approach – the best way is through your network Types of Business Angels Entrepreneurial Angels Can be invaluable advisors and mentors Corporate angels Can take over or ruin your company Professional Angels Silent partners Enthusiast Angels Passive investors Micromanagement Angels Intervene in the business Top 6 factors according to VCs VCs may help you hire a Team Competent written business plan 7X return in 5 years Management Team Business Plan Fragmented, accessible, and growing rapidly Target Market Product/ Service Financial Returns Competitive Positioning Better and protected No dominance, distribution channels are open Assessing a VC Value added Deep pockets Patience Accessibility Board of directors Harvesting (exiting) investments • Initial Public Offering (IPO) • An acquisition • A buyback of the investor’s stock Very Unlikely Pros and Cons of an IPO Upsides Downsides Financing High Expenses Follow-On Financing Public Fish Bowl Realizing Prior Investments Short-Term Time Horizon Prestige and Visibility Post-IPO Compliance Costs Compensation for Employees Management’s Time Acquiring Other Companies Takeover Target Employee Disenchantment Advantages and disadvantages of an acquisition for the seller Management Founder and CEO Converting stock Managers can stay focused on building the company Employment Agreement Selling a “baby” can be traumatic If it is a cash transaction, the entrepreneurs and employees get cash immediately Company Culture The buyer usually has big pockets Key employees sign non-competing agreement Investors Expenses and Commissions Investors easily exit their investments There is a risk there will be a clash of cultures The expenses are lower for an acquisition than for an IPO Chapter 11 Debt & Other Forms of Financing Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Cash conversion cycle Key Components The Inventory Cycle + The Accounts Receivable Cycle - The Accounts Payable Cycle More Payables & Less Receivables Short-term Bank Loans Tightening up Accounts Receivable Collections Seasonal Business Credit Terms Negotiating with Suppliers Sources of Short-term Cash Trade Credit Choosing the Right Mix of Short-term Financing Obtaining Bank Loans though Accounts Receivables Obtaining Financing from Customer repayments Obtaining SBA-guaranteed Loans Obtaining Loans against Inventory Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Planning Cash Flow and Planning Profits •Profit is an accounting concept designed to measure the overall performance of the company. •Many financial transactions that do not enter into the calculation of profit do enter into cash flow. •Some transactions that enter into the determination of profit do not directly enter into cash flows. •Free cash flow is equal to the firm’s cash flow from operations minus investments in capital expenditures that are required to maintain the company’s competitiveness. •Another term that is becoming more common is “pretax undedicated cash flow.” Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Chapter 12 Legal and Tax Issues Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © In this chapter we study • Issues related to leaving your current employer to start your own company • How to choose an appropriate attorney and accountant • Issues related to the legal form for your business • Shareholder relationships • Insurance • and issues related to selling stock to investors Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Corporate opportunity doctrine Look for another opportunity Identify the opportunity Notify the company about it You can use the opportunity Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Consider when leaving a company… You may be held liable for persuading people to leave the firm. Recruitment of fellow workers You may not be allowed to compete with your former employer. Proprietary information Non-competition Make sure that the information you learned from your previous job is not protected before using it. Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Choosing an attorney and accountant Attorney Accountant Choose specialized Hire early Choose local Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Choice of legal form Forms available Sole Proprietorship Brief description Owned and operated by one owner who is in total control Two or more persons go into business for profit, as co-owners, sharing profits and losses Partnership Separate legal entity, with legal existence apart from its owners, the stockholders Corporation Limited Partnership One or more general partners, who conduct the business and take on personal risk, and one or more limited partners, who act as passive investors Limited Liability Company Owned by “members,” who either manage the business themselves or appoint “managers” to run it for them Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Comparative table of entities Forms available Control Liability Taxation Administrative obligations Owner has complete control Unlimited personal liability Not a separate taxable entity Only those applicable to all businesses Partnership Partners share control Joint and several unlimited personal liability Not a separate taxable entity Corporation Control distributed among shareholders, directors and officers Limited personal liability Separate taxable entity unless subchapter S selection General partners control, limited partners do not General partners: joint and several unlimited personal liability, limited partners: limited liability Not a separate entity unless affirmatively chosen Sole Proprietorship Limited Partnership Limited Liability Company Members share control or appoint managers Limited personal liability Not a separate entity unless affirmatively chosen Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Only those applicable to all businesses Some additional Some additional Some additional Legal issues in the sale of securities to investors Intra-state offering exemption Public placement Two securities offerings that do not have to be registered with government authorities Offering under $1,000,000 Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Private placement Chapter take-aways • Pay attention to issues related to leaving your current employer to start your own company • Choose an attorney who specializes in your industry and an accountant who specializes in your local area • Pick the legal form that’s most appropriate for your business • Manage shareholder relationships • Get the right insurance • Know when you don’t need to register stock sales Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Chapter 13 Intellectual Property Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Practical Reasons for Protecting a New Idea Investors are loath to put money into a venture that cannot establish a unique product niche. Stockholders will challenge a corporation's investment of its resources in a program that can be easily copied once it is introduced to the market. All the time, effort, and money people invest in perfecting a product, as well as advertising and promoting it, may be wasted if imitators can enter the market easily. Imitators can cut prices, because they have not incurred the startup expenses the company had to endure to bring the idea from conception to a mass-producible, reliable, and appealing product or service. Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © Business Intellectual Properties Patents Trade Secrets Trademarks Copyright Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Licensing and Technology Transfer Common concerns and clauses Defining the property being licensed Limitation on licenses Assigning value to a license Royalty rates Negotiating license agreements Foreign licenses Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. © IP Agreements Preparing employment contracts Transfer of employee rights to company innovations How employee moonlighting might compromise confidentiality Non-competition clauses Preventing employee raiding Employee ownership of copyright Rights of prior employees Consultant contracts Confidential disclosure agreements Bygrave & Zacharakis, 2007. Entrepreneurship, New York: Wiley. ©