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Contents
Chapter 1 The Global Entrepreneurial Revolution for a Flatter World ........................................... 2 Chapter 2 The Entrepreneurial Mind: Crafting a Personal Entrepreneurial Strategy ................... 2 Chapter 3 The Entrepreneurial Process .............................................................................................. 3 Chapter 4 Clean Commerce: Seeing Opportunity through a Sustainability Lens ......................... 3 Chapter 5 The Opportunity: Creating, Shaping, Recognizing, Seizing ........................................... 4 Chapter 6 Screening Venture Opportunities....................................................................................... 5 Chapter 7 Opportunities for Social Entrepreneurship ....................................................................... 5 Chapter 8 The Business Plan ................................................................................................................ 6 Chapter 9 The Entrepreneurial Leader and the Team ...................................................................... 6 Chapter 10 Ethical Decision Making and the Entrepreneur .............................................................. 7 Chapter 11 Resource Requirements .................................................................................................... 7 Chapter 12 Franchising .......................................................................................................................... 8 Chapter 13 Entrepreneurial Finance .................................................................................................... 8 Chapter 14 Obtaining Venture and Growth Capital ........................................................................... 9 Chapter 15 The Deal: Valuation, Structure, and Negotiation .......................................................... 9 Chapter 16 Obtaining Debt Capital .................................................................................................... 10 Chapter 17 Leading Rapid Growth, Crises, and Recovery .............................................................. 10 Chapter 18 The Family as Entrepreneur ........................................................................................... 11 Chapter 19 the Harvest and Beyond ..................................................................................................... 12
Chapter 1The Global Entrepreneurial Revolution for a Flatter World
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Entrepreneurship is a truly global phenomenon, and coupled with the Internet, is flattening and democratizing the world.
Entrepreneurs are the creators, the innovators, and the leaders who give back to society as philanthropists, directors, and trustees, and who, more than any others, change how people live, work, learn, play, and lead.
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Entrepreneurs create new technologies, products, processes, and services that become the next wave of new industries, and these in turn drive the economy.
Entrepreneurs create value with high-potential, high-growth companies, which are the job creation engines of the U.S. economy.
Venture capital provides the fuel for high-potential, high-growth companies. America and the world are at the dawn of a new age of equity creation as evidenced by a 10- to 30-fold increase in our capital markets in just 20 years.
Entrepreneurs are realizing the value they have created; more than 95 precent of the wealth America has today has been created since 1980.
North America's 3.1 million millionaires are mostly self-made entrepreneurs. In America, the poor get richer as a result of the entrepreneurial process.
Building an entrepreneurial society for the 21st century and beyond is the highest priority for the new and global e-generation.
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Chapter 2The Entrepreneurial Mind: Crafting a Personal Entrepreneurial Strategy
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Entrepreneurs are men and women of all sizes, ages, shapes, religions, colours, and backgrounds. There is no single profile or psychological template.
Successful entrepreneurs share seven common themes that describe their attitudes and ways of thinking and acting.
Rather than being inborn, the behaviours inherent in these seven attributes can be nurtured, learned, and encouraged, which successful entrepreneurs model for themselves and those with whom they work.
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Entrepreneurs love competition and actually avoid risks when they can, preferring carefully calculated risks.
Entrepreneurship can be learned; it requires an apprenticeship学徒.
Most entrepreneurs gain the apprenticeship over 10 years or more after the age of 21 and acquire networks, skills, and the ability to recognize business patterns.
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The entrepreneurial mind-set can benefit large, established company’s today just as much as smaller firms.
Many myths and realities about entrepreneurship provide insights for aspiring entrepreneurs.
A word of caution: IQ tests, SATs, GMATs, LSATs, and others do not measure some of the most important entrepreneurial abilities and aptitudes.
Most successful entrepreneurs have had a personal strategy to help them achieve their dreams and goals, both implicitly and explicitly.
The principal task for the entrepreneur is to determine what kind of entrepreneur he or she wants to become based on his or her attitudes, behaviours, management competencies, experience, and so forth.
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Self-assessment is the hardest thing for entrepreneurs to do; but if you don't do it, you will really get into trouble. If you don't do it, who will?
Chapter 3The Entrepreneurial Process
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We began to demystify entrepreneurship by examining its classic start-up definition and a broader, holistic way of thinking, reasoning, and acting that is opportunity obsessed and leadership balanced.
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Entrepreneurship has many metaphors and poses many paradoxes.
Getting the odds in your favour is the entrepreneur's perpetual永久challenge, and the smaller the business, the poorer are the odds of survival.
Thinking big enough can improve the odds significantly. Higher-potential ventures are sought by successful entrepreneurs, venture capitalists, and private investors. The Timmons Model is at the heart of spotting and building the higher-potential venture and understanding its three driving forces: opportunity, the team, and resources. The concept of fit and balance is crucial.
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Recent research on CEOs of fast-growth ventures nationwide adds new validity to the model.
Chapter 4Clean Commerce: Seeing Opportunity through a Sustainability Lens
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Some of the most fertile丰厚opportunities lie in the areas of greatest tension. If you can see them and act on them, you will differentiate your company and set the industry standard to best suit your venture's capabilities.