growth venture in a complex, unstable environment. Entrepreneur: Entrepreneurs are those individuals who discover market needs and launch new firms to meet those needs. They are risk takers who provide an impetus for change, innovation and progress in economic life. Intrapreneurship: Intrapreneurship is the form of entrepreneurship which takes place in existing businesses around new products, services or markets. Intrapreneur: Intrapreneurs are innovative employees who either rejuvenate existing
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Note from the Authors: “Creative Entrepreneurship” was born out of the desire, want and curiosity of kbs+’s staff to understand the crazy world of entrepreneurship. “Creative Entrepreneurship” curates the perspectives of leading entrepreneurs and venture capitalists as a guide for people interested in learning more. Each writer graciously contributed their work to create a curated resource for creative entrepreneurs. This book is the teaching and inspirational aid for our kbs+ Ventures Fellows –
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operational roles with multiple technology startups to include Cyveillance (acquired by QinetiQ, LSE: QQ.L), WaveCrest Laboratories (acquired by Magna International, NYSE: MGA), and NetMentors.Org. iii CONTENTS Forward 1 Introduction 1 Thinking
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competitors include Lumix, Olympus, and Leica. Larger, more dominant, competitors include Nikon, Canon, Sony and Pentax. The largest influence of this environment is the economy. Sales are typically directly inline with expendable cash flow of both businesses and consumers. Technological advancements are also a major influence. Although professional optics and cameras tend to have longer shelf lives, consumer level products are expected to advance a much quicker pace. Advancements in micro-technology
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unique preferences and needs of a narrow, well-defined group of buyers (as distinguished from a broad differentiation strategy aimed at many buyer groups and market segments). Successful use of a focused a differentiation strategy depends on the existence of a buyer segment that is looking for special product attributes or seller capabilities and on a firm’s ability to stand apart from rivals competing in the same target market niche. Build-a-Bear Workshop employs successful differentiation-based
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basic features that distinguish the four basic forms of business ownership: sole proprietorships, general partnerships, C corporations, and limited liability companies. 2. Why do many entrepreneurs initially set up their businesses as sole proprietorships? Why do many successful entrepreneurs eventually decide to convert their sole proprietorship to some other form of ownership such as a corporation or LLC? 3. How do limited partnerships and limited liability partnerships differ from general partnerships
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strengths or where you need to overcome a weakness. All parts of your business must work together. For example, if you have limited cashflow you should avoid seeking large orders from customers who demand extended credit or that will involve you in heavy, up-front costs. Remember to focus on your long-term strategy. Reducing customer service might boost short-term profits, but next year you might not have any customers left. Make it happen A plan will not happen by itself. You need to make someone responsible
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Depression Cycle Strategy : Money How to Get It and Keep It Adopted from Doug Casey, Chairman, Casey Research Regardless of the cycle at present and even if you are already wealthy, some thought on this topic is worthwhile. What would you do if some act of God or of government, a catastrophic lawsuit, or a really serious misjudgment took you back to Square One ? One thing about a real depression is that everybody loses. Thus, the winners are those who lose the least. Since October 1971 we
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“INVENTION AND INNOVATION FOR SUSTAINABLE DEVELOPMENT” Report of a workshop sponsored by the Lemelson-MIT Program and LEAD International, London, November 2003 THE LEMELSON-MIT PROGRAM School of Engineering Massachusetts Institute of Technology 1 Workshop Participants ____________________________ Julia Marton-Lefèvre, Chair, LEAD International, UK Merton C. Flemings, Vice-Chair, Massachusetts Institute of Technology, USA Evan I. Schwartz, Rapporteur, Author and Independent Journalist
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and must be compatible with dozens of operating systems, hundreds of platform components and thousands of hardware devices and software applications. To ensure leading performance, reliability and compatibility in this complex environment, Intel invests over $300 million annually in component and platform validation. Intel’s validation process begins during the first stages of component design – and continues throughout pre-silicon and post-silicon development. All core platform components are exhaustively
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