Efnisyfirlit

• Title Page
• Copyright
• Dedication
• Brief Contents
• Contents
• Preface
• Part 1: Decision to Become an Entrepreneur
• Chapter 1: Introduction to Entrepreneurship
• Opening Profile—Superjam: The Classic Entrepreneurial Story
• Introduction to Entrepreneurship
• What Is Entrepreneurship and Why Is It Important?
• Why Do People Become Entrepreneurs?
• Be Their Own Boss
• Pursue Their Own Ideas
• Pursue Financial Rewards
• Characteristics of Successful Entrepreneurs
• Passion for the Business
• Product/Customer Focus
• What went Wrong? Prim: How a Lack of Passion and Resolve Can Kill a Business
• Tenacity Despite Failure
• Execution Intelligence
• Common Myths About Entrepreneurs
• Savvy Entrepreneurial Firm: Start-Up Incubators and Accelerators: A Smart Way of Gaining Access to M
• Myth 1: Entrepreneurs Are Born, Not Made
• Myth 2: Entrepreneurs Are Gamblers
• Myth 3: Entrepreneurs Are Motivated Primarily by Money
• Myth 4: Entrepreneurs Should Be Young and Energetic
• Myth 5: Entrepreneurs Love the Spotlight
• Types of Start-Up Firms
• Partnering for Success: Partnering with College Students via Campus Ambassador and Campus Rep Progra
• Changing Demographics of Entrepreneurs
• Women Entrepreneurs
• Minority Entrepreneurs
• Senior Entrepreneurs
• Millennial Entrepreneurs
• The Positive Effects of Entrepreneurship and Entrepreneurial Firms
• Economic Impact of Entrepreneurial Firms
• Entrepreneurial Firms’ Impact on Society
• Entrepreneurial Firms’ Impact on Larger Firms
• The Entrepreneurial Process
• Decision to Become an Entrepreneur (Chapter 1)
• Developing Successful Business Ideas (Chapters 2–6)
• Moving from an Idea to an Entrepreneurial Firm (Chapters 7–10)
• Managing and Growing an Entrepreneurial Firm (Chapters 11–15)
• Developing Skills for Your Career
• Chapter Summary
• Key Terms
• Review Questions
• Application Questions
• You Be The VC 1.1 Company: Shyp
• You Be The VC 1.2 Company: Vital Vio
• Case 1.1 SoulCycle: A Classic Entrepreneurial Tale
• Case 1.2 PatientsLikeMe: Allowing People with Serious Diseases to Connect with One Another and Excha
• Endnotes
• Part 2: Developing Successful Business Ideas
• Chapter 2: Recognizing Opportunities and Generating Ideas
• Opening Profile—WIIVV: Solving Foot Pain and Fatigue via Custom Fitted 3D Printed Insoles
• The Differences Between Opportunities and Ideas
• Three Ways to Identify Opportunities
• Observing Trends
• Solving a Problem
• Savvy Entrepreneurial Firm: Careem: Mobilizing a Solution to a Problem
• Finding Gaps in the Marketplace
• What went Wrong? Why a Company That Solved a Problem with a Great Product Went Out of Business
• Personal Characteristics of the Entrepreneur
• Prior Industry Experience
• Cognitive Factors
• Social Networks
• Creativity
• Techniques for Generating Ideas
• Brainstorming
• Focus Groups
• Library and Internet Research
• Partnering for Success: Want Help Converting a Business Idea into a Profitable Company? Find a Mento
• Other Techniques
• Chapter Summary
• Key Terms
• Review Questions
• Application Questions
• You Be the VC 2.1 Company: PillPack
• You Be the VC 2.2 Company: soleRebels
• Case 2.1 PledgeMusic and Zinepak: Creating New Businesses in the Music Industry by Directly Engaging
• Case 2.2 Rover.com: Don’t Chuckle: This Is One Impressive Business Idea
• Endnotes
• Chapter 3: Feasibility Analysis
• Opening Profile—Owlet Baby Care: The Value of Validating a Business Idea
• Feasibility Analysis
• Product/Service Feasibility Analysis
• Product/Service Desirability
• Product/Service Demand
• Industry/Target Market Feasibility Analysis
• Savvy Entrepreneurial Firm: Prototyping: How to Build What the Customer Wants
• Industry Attractiveness
• Target Market Attractiveness
• Organizational Feasibility Analysis
• Management Prowess
• Resource Sufficiency
• Partnering for Success: Finding the Right Business Partner
• Financial Feasibility Analysis
• Total Start-Up Cash Needed
• Financial Performance of Similar Businesses
• Overall Financial Attractiveness of the Proposed Venture
• A Feasibility Analysis Template
• What went Wrong? How Feasible Was the Keurig At-Home Soda Machine to Begin With?
• Chapter Summary
• Key Terms
• Review Questions
• Application Questions
• You Be the VC 3.1 Company: Eat Clean ME
• You Be the VC 3.2 Company: CADI Scientific—SmartSense
• Case 3.1 “Something Borrowed”—How Feasibility Analysis Shaped Rent the Runway into the Busines
• Case 3.2 Embrace Infant Warmer: Sometimes a Business Start Is a Matter of Life and Death
• Appendix 3.1 Tips for Conducting Feasibility Analysis Interviews
• Appendix 3.2 First Screen
• Appendix 3.3 Internet Resource Table
• Endnotes
• Chapter 4: Developing an Effective Business Model
• Opening Profile—INDIEU: Executing on an Established Business Model and Preparing for the Future
• Business Models and Their Importance
• Savvy Entrepreneurial Firm: CoachUp: How One Company Creates, Delivers, and Captures Value for Its S
• General Categories of Business Models
• Standard Business Models
• Disruptive Business Models
• What went Wrong? Peer-to-Peer Business Models: Good for Some, Not So Good for Others
• The Barringer/Ireland Business Model Template
• Core Strategy
• Resources
• Financials
• Operations
• Partnering for Success: Upwork and Guru: Platforms That Facilitate the Forming of Partnerships with
• Chapter Summary
• Key Terms
• Review Questions
• Application Questions
• You Be the VC 4.1 Company: DoorDash
• You Be the VC 4.2 Company: Secret Recipe Cakes and Café
• Case 4.1 Etsy: Breaking Down a Business Model
• Case 4.2 TOMS’ One-for-One Business Model: Is it Sustainable for the Future?
• Appendix 1 Barringer/Ireland Business Model Template
• Endnotes
• Chapter 5: Industry and Competitor Analysis
• Opening Profile—WRITELAB: Occupying a Unique Position in a Challenging Industry—and Thriving
• Industry Analysis
• Studying Industry Trends
• Partnering for Success: Three Ts That Are Important for Becoming Active in an Industry: Trade Associ
• The Five Forces Model
• Threat of Substitutes
• Threat of New Entrants
• Rivalry among Existing Firms
• Bargaining Power of Suppliers
• Bargaining Power of Buyers
• The Value of the Five Forces Model
• What went Wrong? SharpScholar: Lessons Learned from a Failed EdTech Start-up
• Industry Types and the Opportunities They Offer
• Emerging Industries
• Fragmented Industries
• Mature Industries
• Declining Industries
• Global Industries
• Competitor Analysis
• Identifying Competitors
• Savvy Entrepreneurial Firm: Thriving in a Crowded Industry by Creating Meaningful Value and Differen
• Sources of Competitive Intelligence
• Completing a Competitive Analysis Grid
• Chapter Summary
• Key Terms
• Review Questions
• Application Questions
• You Be the VC 5.1 Company: Little Riot
• You Be the VC 5.2 Company: ZUtA Labs
• Case 5.1 Panera Bread: Occupying a Favorable Position in a Highly Competitive Industry
• Case 5.2 How Casper Woke Up the “Sleepy” Mattress Industry
• Endnotes
• Chapter 6: Writing a Business Plan
• Opening Profile—Athletic Propulsion Labs: How Athletic Propulsion Labs Benefited from Writing a Bu
• The Business Plan
• Reasons for Writing a Business Plan
• Who Reads the Business Plan—and What Are They Looking For?
• A Firm’s Employees
• Investors and Other External Stakeholders
• Guidelines for Writing a Business Plan
• Structure of the Business Plan
• Content of the Business Plan
• Outline of the Business Plan
• Exploring Each Section of the Plan
• Savvy Entrepreneurial Firm: Know When to Hold Them, Know When to Fold Them
• What went Wrong? What Move Loot Learned the Hard Way about the Economics of a Business
• Presenting the Business Plan to Investors
• Partnering for Success: Establishing a Community of True Believers and Early Evangelists
• The Oral Presentation of a Business Plan
• Questions and Feedback to Expect from Investors
• Chapter Summary
• Key Terms
• Review Questions
• Application Questions
• You Be the VC 6.1 Company: Beyond Meat
• You Be the VC 6.2 Company: Go-Jek
• Case 6.1 Birchbox: Leveraging the College Experience to Write a Business Plan and Launch a Growing S
• Case 6.2 d.light: How Bringing Its Business Plan to Life Helped a Social Enterprise Get Off to a Str
• Endnotes
• Part 3: Moving from an Idea to an Entrepreneurial Firm
• Chapter 7: Preparing the Proper Ethical and Legal Foundation
• Opening Profile—Billy Goat Ice Cream: Proceeding on a Firm Legal Foundation
• Establishing a Strong Ethical Culture for a Firm
• Lead by Example
• Establish a Code of Conduct
• Implement an Ethics Training Program
• Dealing Effectively with Legal Issues
• Choosing an Attorney for a Firm
• Savvy Entrepreneurial Firm: Don’t Hesitate to Say “We’re Sorry”
• Drafting a Founders’ Agreement
• Avoiding Legal Disputes
• Partnering for Success: Vesting Ownership in Company Stock: A Sound Strategy for Start-Ups
• Obtaining Business Licenses and Permits
• Federal Licenses and Permits
• State Licenses and Permits
• Local Licenses and Permits
• What went Wrong? How Flytenow Got Grounded by Government Regulations
• Choosing a Form of Business Organization
• Sole Proprietorship
• Partnerships
• Corporations
• Limited Liability Company
• Chapter Summary
• Key Terms
• Review Questions
• Application Questions
• You Be the VC 7.1 Company: Vélib’
• You Be the VC 7.2 Company: DipJar
• Case 7.1 Preparing a Proper Legal Foundation: A Start-Up Fable
• Case 7.2 Peloton Cycle and DonorsChoose: How For-Profit and Nonprofit Start-Ups Build Credibility an
• Appendix 7.1 What’s In a Business Name? A Lot of Trouble If You Aren’t Careful
• Endnotes
• Chapter 8: Assessing a New Venture’s Financial Strength and Viability
• Opening Profile—Essentium Materials: Managing Finances Prudently
• Introduction to Financial Management
• Financial Objectives of a Firm
• The Process of Financial Management
• Partnering for Success: Organizing Buying Groups to Cuts Costs and Maintain Competitiveness
• Financial Statements
• Historical Financial Statements
• Savvy Entrepreneurial Firm: Know the Facts Behind the Numbers
• Forecasts
• Sales Forecast
• Forecast of Costs of Sales and Other Items
• Pro Forma Financial Statements
• Pro Forma Income Statement
• What went Wrong? Be Careful What You Wish for: How Growing too Quickly Overwhelmed One Company’s C
• Pro Forma Balance Sheet
• Pro Forma Statement of Cash Flows
• Ratio Analysis
• Chapter Summary
• Key Terms
• Review Questions
• Application Questions
• You Be the VC 8.1 Company: Goonhilly Satellite Earth Station
• You Be the VC 8.2 Company: Amber
• Case 8.1 Mary Lynn Schroeder: Building a Successful Business with Limited Money and Limited Business
• Case 8.2 Fundbox: Designed to Help Small Businesses Minimize Cash Flow Shortfalls
• Endnotes
• Chapter 9: Building a New-Venture Team
• Opening Profile—Wild Friends Foods: Hitting the Ground Running
• Liability of Newness as a Challenge
• Creating a New-Venture Team
• The Founder or Founders of a Venture
• What went Wrong? Devver: How Miscues in Regard to the Composition and Management of a New-Venture Te
• The Management Team and Key Employees
• Savvy Entrepreneurial Firm: Overcoming a Lack of Business Experience in Malaysia
• Partnering for Success: Collaborative Software: Helping New Venture Team Members Achieve Their Goals
• The Roles of the Board of Directors
• Rounding Out the Team: The Role of Professional Advisors
• Board of Advisors
• Lenders and Investors
• Other Professionals
• Consultants
• Chapter Summary
• Key Terms
• Review Questions
• Application Questions
• You Be the VC 9.1 Company: Giraffe
• You Be the VC 9.2 Company: Eatsee
• Case 9.1 Basecamp: Implementing Novel Work Design and Human Resource Management Practices
• Case 9.2 Zappos: Making Human Resources the Key to Customer Service
• Endnotes
• Chapter 10: Getting Financing or Funding
• Opening Profile—Kinvolved: Raising Money Carefully and Deliberately
• The Importance of Getting Financing or Funding
• Why Most New Ventures Need Funding
• Cash Flow Challenges
• Capital Investments
• Lengthy Product Development Cycles
• Partnering for Success: Startup Weekend: A Fertile Place to Meet Business Cofounders
• Sources of Personal Financing
• Personal Funds
• Friends and Family
• Bootstrapping
• Preparing to Raise Debt or Equity Financing
• Sources of Equity Funding
• Business Angels
• Venture Capital
• Initial Public Offering
• What went Wrong? How One Start-Up Caught the Attention of VCs, Gained 25,000 Daily Users, and Still
• Sources of Debt Financing
• Commercial Banks
• SBA Guaranteed Loans
• Other Sources of Debt Financing
• Creative Sources of Financing and Funding
• Crowdfunding
• Leasing
• SBIR and STTR Grant Programs
• Other Grant Programs
• Strategic Partners
• Savvy Entrepreneurial Firm: Working Together: How Biotech Firms and Large Drug Companies Bring Pharm
• Chapter Summary
• Key Terms
• Review Questions
• Application Questions
• You Be the VC 10.1 Company: Keza
• You Be the VC 10.2 Company: Lumo Bodytech
• Case 10.1 Revolights: Using Multiple Sources of Funding to Bring Its Innovative Bicycle Lighting Sys
• Case 10.2 Kickstarter: An Increasingly Important Forum for Raising Seed Capital
• Endnotes
• Part 4: Managing and Growing an Entrepreneurial Firm
• Chapter 11: Unique Marketing Issues
• Opening Profile—Real Time Cases: Creating a New Brand in Business Cases via Guerilla Marketing Tec
• Selecting a Market and Establishing a Position
• Segmenting the Market
• Selecting a Target Market
• Crafting a Unique Market Position
• Branding
• Savvy Entrepreneurial Firm: How Retail Start- ups Compete Against Walmart and Other Big Box Retailer
• Partnering for Success: Two Examples of Successful Co-Branding Partnerships
• The 4Ps of Marketing for New Ventures
• Product
• Price
• What went Wrong? What Start-Ups Can Learn about Marketing from Missteps at JCPenney
• Promotion
• Place (or Distribution)
• Sales Process and Related Issues
• Chapter Summary
• Key Terms
• Review Questions
• Application Questions
• You Be the VC 11.1 Company: Barnana
• You Be the VC 11.2 Company: Open Farm Community
• Case 11.1 Nest Labs
• Case 11.2 Proactiv: How Three Critical Marketing Decisions Shaped a New Venture’s Future
• Endnotes
• Chapter 12 :The Importance of Intellectual Property
• Opening Profile—3Derm Systems: The Key Role of Intellectual Property Early in a Firm’s Life and
• The Importance of Intellectual Property
• Determining What Intellectual Property to Legally Protect
• The Four Key Forms of Intellectual Property
• Patents
• Types of Patents
• Who Can Apply for a Patent?
• The Process of Obtaining a Patent
• Savvy Entrepreneurial Firm: Knowing the Ins and Outs of Filing a Provisional Patent Application
• Patent Infringement
• Trademarks
• Partnering for Success: How the Maker Movement is Bringing Individual Inventors and Large Firms Toge
• The Four Types of Trademarks
• What Is Protected Under Trademark Law?
• Exclusions from Trademark Protection
• The Process of Obtaining a Trademark
• Trademark Infringement
• What went Wrong? David Conquers Goliath in Three Trademark Disputes
• Copyrights
• What Is Protected by a Copyright?
• Exclusions from Copyright Protection
• How to Obtain a Copyright
• Copyright Infringement
• Copyright and the Internet
• Trade Secrets
• What Qualifies for Trade Secret Protection?
• Trade Secret Disputes
• Trade Secret Protection Methods
• Conducting an Intellectual Property Audit
• Why Conduct an Intellectual Property Audit?
• The Process of Conducting an Intellectual Property Audit
• Chapter Summary
• Key Terms
• Review Questions
• Application Questions
• You Be the VC 12.1 Company: Flatiron School
• You Be the VC 12.2 Company: Wakoopa
• Case 12.1 GoldieBlox vs. Beastie Boys: The Type of Fight That No Start-up Wants to Be a Part Of
• Case 12.2 You Make the Call: Can a Company Patent How It Makes a Peanut Butter and Jelly Sandwich?
• Endnotes
• Chapter 13: Preparing for and Evaluating the Challenges of Growth
• Opening Profile—Mati Energy: Growing in a Fast- Paced, Yet Conscientious Manner
• Preparing for Growth
• Appreciating the Nature of Business Growth
• Staying Committed to a Core Strategy
• Planning for Growth
• Reasons for Growth
• Capturing Economies of Scale
• What went Wrong? Dishero: How Mediocre Success Can Lead to Difficult Decisions
• Capturing Economies of Scope
• Market Leadership
• Influence, Power, and Survivability
• Need to Accommodate the Growth of Key Customers
• Ability to Attract and Retain Talented Employees
• Managing Growth
• Knowing and Managing the Stages of Growth
• Savvy Entrepreneurial Firm: Salesforce.com Crosses the Chasm
• Challenges of Growth
• Managerial Capacity
• Day-to-Day Challenges of Growing a Firm
• Partnering for Success: Three Choices for Fulfilling Orders for an Online Company
• Chapter Summary
• Key Terms
• Review Questions
• Application Questions
• You Be the VC 13.1 Company: Eureka Robotics
• You Be the VC 13.2 Company: Eliport
• Case 13.1 Sir Kensington’s: Pursuing a Measured, Yet Promising Path to Growth
• Case 13.2 Airbnb: Passing through the Stage of Growth in an Exemplary Manner
• Endnotes
• Chapter 14: Strategies for Firm Growth
• Opening Profile—Filtereasy: Employing Both Internal and External Strategies for Growth
• Internal Growth Strategies
• New Product Development
• Additional Internal Product-Growth Strategies
• Improving an Existing Product or Service
• Increasing the Market Penetration of an Existing Product or Service
• Extending Product Lines
• Geographic Expansion
• International Expansion
• What went Wrong? Lessons for Growth-Minded Start-Ups from Crumbs Bake Shop’s Failure
• Assessing a Firm’s Suitability for Growth through International Markets
• Foreign Market Entry Strategies
• Selling Overseas
• External Growth Strategies
• Mergers and Acquisitions
• Licensing
• Strategic Alliances and Joint Ventures
• Savvy Entrepreneurial Firm: Fetchr: Growing Through Acquisitions and Alliances
• Partnering for Success: Three Steps to Alliance Success
• Chapter Summary
• Key Terms
• Review Questions
• Application Questions
• You Be the VC 14.1 Company: Farmers Business Network
• You Be the VC 14.2 Company: Made.com
• Case 14.1 Warby Parker: Pursuing an Omni-Channel Strategy for Firm Growth
• Case 14.2 Justin’s Nut Butter: Why do Large Companies Acquire Start-Ups and Why do Start-Ups Agree
• Endnotes
• Chapter 15: Franchising
• Opening Profile—Uptown Cheapskate: Franchising as a Form of Business Ownership and Growth
• What Is Franchising and How Does It Work?
• What Is Franchising?
• How Does Franchising Work?
• Establishing a Franchise System
• When to Franchise
• Steps to Franchising a Business
• Savvy Entrepreneurial Firm: Wahoo’s Fish Taco: A Moderate-Growth Yet Highly Successful Franchise O
• Selecting and Developing Effective Franchisees
• Advantages and Disadvantages of Establishing a Franchise System
• Buying a Franchise
• Is Franchising Right for You?
• What went Wrong? Slowing Down Growth: Why Did Just Falafel Become JF Street Food?
• The Cost of a Franchise
• Finding a Franchise
• Advantages and Disadvantages of Buying a Franchise
• Steps in Purchasing a Franchise
• Watch Out! Common Misconceptions About Franchising
• Legal Aspects of the Franchise Relationship
• Federal Rules and Regulations
• State Rules and Regulations
• More about Franchising
• Franchise Ethics
• International Franchising
• The Future of Franchising
• Partnering for Success: Franchises Partner with Nonprofits to Give Back
• Chapter Summary
• Key Terms
• Review Questions
• Application Questions
• You Be the VC 15.1 Company: Privilee
• You Be the VC 15.2 Company: Copper Branch
• Case 15.1 Quiznos: Will It Regain a Leadership Position in the Sandwich and Sub Shop Franchise Indus
• Case 15.2 School of Rock: Filling a Gap in Music Education and Growing via Franchising
• Endnotes
• Glossary
• Name Index
• A
• B
• C
• D
• E
• F
• G
• H
• I
• J
• K
• L
• M
• N
• O
• P
• Q
• R
• S
• T
• U
• V
• W
• Y
• Z
• Company Index
• A
• B
• C
• D
• E
• F
• G
• H
• I
• J
• K
• L
• M
• N
• O
• P
• Q
• R
• S
• T
• U
• V
• W
• Y
• Z
• Subject Index
• A
• B
• C
• D
• E
• F
• G
• H
• I
• J
• K
• L
• M
• N
• O
• P
• Q
• R
• S
• T
• U
• V
• W
• Y