By Harvard Business School Press
Starting with the fundamentals of writing a marketing strategy, this wide-ranging source strikes directly to hide refined subject matters equivalent to the right way to navigate the realm a chance capital investment and techniques for turning technological suggestions into profitable industry realities. Harvard enterprise overview on Entrepreneurship deals priceless insights for all sorts of commercial pioneers. The Harvard company assessment Paperback sequence is designed to convey today's managers and execs the basic info they should remain aggressive in a fast-moving global. listed below are the landmark principles that experience proven the Harvard company assessment as required analyzing for bold company humans in agencies worldwide. Articles comprise: The Questions each Entrepreneur needs to solution by means of Amar V. Bhide; the way to Write an exceptional marketing strategy through William A. Sahlman; How marketers Craft techniques That paintings by way of Amar V. Bhide; what quantity of money Does Your New enterprise want? by means of James McNeill Stancill; Milestones for winning enterprise making plans by means of Zenus Block and Ian C. MacMillan; approach vs. strategies from a enterprise Capitalist through Arthur Rock; Bootstrap Finance: The paintings of Start-Ups by means of Amar V. Bhide; and Commercializing know-how: What the simplest businesses Do by means of J. Michael Nevens, Gregory L. Summe, and Bro Uttal.
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Extra info for Harvard Business Review on Entrepreneurship (Harvard Business Review Paperback Series)
Can I Accept Those Risks And Sacrifices? 33/601 Entrepreneurs must reconcile what they want with what they are willing to risk. Consider Joseph Alsop, cofounder and president of Progress Software Corporation. When Alsop launched the company in 1981, he was in his mid-thirties, with a wife and three children. With that responsibility, he says, he didn't want to take the risks necessary to build a multibillion-dollar corporation like Microsoft, but he and his partners were willing to assume the risks required to build something more than a personal service business.
45/601 One alternative to radical action is to stick with the failing venture and hope for the big order that's just around the corner or the greater fool who will buy the business. Both hopes are usually futile. It's best to walk away. Page 14 Is the Strategy Sustainable? 47/601 The next issue entrepreneurs must confront is whether their strategies can serve the enterprise over the long term. The issue of sustainability is especially significant for entrepreneurs who have been riding the wave of a new technology, a regulatory change, or any other changeexogenous to the businessthat creates situations in which supply cannot keep up with demand.
For either one, too fast or too slow can lead to a fall. The optimal growth rate for a fledgling enterprise is a function of many interdependent factors. ) Page 17 Executing the Strategy: Can I Do It? The third question entrepreneurs must ask themselves may be the hardest to answer because it requires the most candid self-examination: Can I execute the strategy? Great ideas don't guarantee great performance. Many young companies fail because the entrepreneur can't execute the strategy; for instance, the venture may run out of cash, or the entrepreneur may be unable to generate sales or fill orders.