The Smart Entrepreneur (Part II: From idea to business proposition) E-Book

Bart Clarysse

• Herausgeber: Elliott & Thompson
• Kategorie: Fachliteratur
• Sprache: Englisch
• Veröffentlichungsjahr: 2011

Seitenzahl: 177

Beschreibung

The Smart Entrepreneur features real-life case studies as well as in-depth analysis by authors with direct experience of developing start-ups and venture coaching. Also available as a full ebook and print edition, here The Smart Entrepreneur has been divided into four mini-manuals: Idea creation and evaluation; From idea to business proposition; Proof of concept; and Marshalling resources. Each section offers practical advice and guidance to cover all aspects of your venture, from building a smart business proposition to assembling a dynamic team, carrying out affordable yet effective market research and seeking investment. Part II looks at the broadening of an initial idea for a product, service or application into a rounded business strategy, by employing preferred witness research to identify and roughly quantify a target market. We show you how to consider the opportunities or limitations of your prospective business environment, how to protect your ideas and invetnions from imitation by competitors, and how to draw on this information to shape a commercial strategy.

Leseprobe

ACKNOWLEDGEMENTS

Thanks are due to many entrepreneurs, scholars and students, near and far, whose experiences and insights have found their way in some form into our thinking and this book, but who are too many to name here.

Kristien De Wolf was instrumental in co-developing, over the years with Bart Clarysse, a practical and structured method for coaching entrepreneurs which provided the inspiration for this book, and in helping us to deliver the method in its present form at Imperial College Business School. Johan Bruneel, another valued colleague, read early versions of many of the chapters and made useful suggestions.

Jean-Marc de Fety, Wouter Van Roost, Professor Colin Caro and Igor Faletski generously shared their time and enthusiasm in interviews for case studies. We also thank Luc Krolls and Rika Ponnet for consenting to our use of their written materials and video-recorded presentations for the case study in Chapter 4 (Part 2), and thank Bruce Girvan, Chris Thompson, Tom Allason, Frank Gielen, Johan Cardoen, Emma Stanton, Mirjam Knockaert, Mathew Holloway and Matthew Judkins for their contributions to the content and accuracy of case studies elsewhere in the book.

Matthew Dixon, of patent and trade mark attorneys Harrison Goddard Foote, cast an attentive and critical eye over Chapter 6 (Part 2), helping to make certain that our treatment of the ins and outs of intellectual property was precise and reliable. Chris Haley of Imperial Innovations helped us to identify a fitting science commercialisation story for our theme in Chapter 1 (Part 1).

In addition, three teams of students on the Innovation, Entrepreneurship and Design (IE&D) programme at Imperial College Business School created Figures 9 and 10 (Part 2) (Richard Lough, Rosie Illingworth, Howell Wong, Philippa Mothersill, Yann Helle and Lino Vital), Figure 6 (Part 4) (Stacey Sunderland, Christina Stampfli, Damon Millar, Joel Tomlinson, Prashant Jain and Sebastian Lee), and Figure 7 (Part 4) (Solomon Oniru, Clementine James, Olga Borets, Saravanogiri Manoharan, and Luke Trybula).

We also thank Professors David Begg, Principal of Imperial College Business School, and David Gann, Chair in Technology and Innovation Management, for their support to the activities of the Entrepreneurship Hub at Imperial College, which made the IE&D programme possible.

Finally, we’d like to thank the people at Elliott & Thompson for their support, advice, patience and, finally, gentle nudge to get on with it and complete the book, particularly chairman Lorne Forsyth, former and present publishers Mark Searle and Olivia Bays, project manager Jennie Condell and copy editor Kate O’Leary. We are also grateful to author and friend David Charters for introducing us to this affable publishing firm.

CONTENTS

Title Page

Acknowledgements

Introduction

II From idea to business proposition

4Segmenting your market and using preferred witnesses

5Carving out a place in your business environment

6Protecting your business ideas from imitation

7Choosing entrepreneurial strategies for entering new markets

Epilogue: the entrepreneurial business case

Copyright

INTRODUCTION

“When I was in college, guys usually pretended they were in a band…. Now they pretend they are in a start-up. ”

The entrepreneurial dream

Over the last 15 or so years, ‘entrepreneurship’ has become synonymous with ‘cool’. Paraphrasing the above quotation, you could say that garage rock has been replaced by garage start-ups.

Enterprise has also become a more accessible option for a larger group of people than previously, thanks to the advent of new technological opportunities. In the 1990s, as the reach of the internet and world wide web spread beyond the academic and governmental space into the civilian and commercial arenas, new business models could be conceived to transfer normally face-to-face commercial interactions into the virtual world. Services could be automated and productised, customers could be reached and products downloaded globally, niche markets could be created and served in an economical and unprecedentedly profitable manner. A venture could be started at little cost by a few people tapping code on some computers. A relatively inexpensive website interface could replace a capital-intensive chain of bricks and mortar shops or branches, and a customer base could be built up quickly and ‘virally’.

Hence was born a new generation of technology entrepreneurs, whose celebrity status was achieved in record time and stretched beyond the ‘in’ community of Silicon Valley to the readership of the broadsheet dailies, not to mention television and films. From a business perspective, things became a little silly at the end of the 1990s, when many investors were willing to fund any revenue-less proposition that involved a website, but after the bubble burst a sobered-up new economy began to materialise in the new millennium.

Perhaps not sober enough, though. Entrepreneurship has turned into something of an industry in its own right, spawning a slew of how-to and how-I-did-it books, fanzine-like websites about the start-up scene, and blogs by entrepreneurs and venture capital investors. European universities have played catch-up with those in the US by setting up entrepreneurship centres, business plan competitions, start-up incubators and student entrepreneurship clubs. Politicians and policymakers sing the praises of technological innovators and entrepreneurs as the seeders of future economic growth, and sometimes create public agencies to promote enterprise culture. ‘Entrepreneurial attitude’ has also come to be considered a positive attribute in high-level job seekers.

Throughout this quasi-industry runs the inebriatingly romantic and inspirational image of the lone entrepreneur; something of a renegade and iconoclast, a charismatic autodidact with an unconventional dress sense (or perhaps none at all), who knows what people will want to purchase before they know it themselves. The archetypal entrepreneur’s start-up company generally begins its life in a shed, garage or student house (probably in California), an impressively contrasting image to that of the minnow firm’s subsequent expansion into a multi-billion-dollar company.

Why do we propose to join this industry by producing yet another book on entrepreneurship? First, because we have been coaching entrepreneurs since the mid-nineties and were deeply involved in a number of start-ups ourselves. Over time, we saw that the same sorts of problems were raised, almost repetitively, by the different entrepreneurs who came to us for help. Often, just one or two workshops gave them enough of a grounding to get started and overcome initial barriers to growing their ventures. We turned the vast amount of material accumulated through this experience into a core entrepreneurship programme at Imperial College Business School which, we think, has become rather good. This book is an extension of that programme and reflects our hands-on approach to coaching students through entrepreneurial projects and starting entrepreneurs on their journeys.

Second, because the above-mentioned typecast character and many books on entrepreneurship hail from the US, we think a need exists for a book which offers a European perspective, using European case studies and taking into account some of the challenges faced by European entrepreneurs, including the higher degree of scepticism and risk aversion generally found on this side of the Atlantic. The European entrepreneur does not necessarily fit the mythical American stereotype (and many US entrepreneurs probably don’t either). Many of the examples in this book thus provide useful guidance for UK and European entrepreneurs and students interested in entrepreneurship.

Third, because not every entrepreneurial light-bulb moment is destined to become the next Google. A tremendous amount of uncertainty surrounds every venture idea at its conception, and we hope that the structured approach presented here can help the reader to manage that uncertainty, by testing his early assumptions about a business idea and adjusting them, if need be, to end up with a more probable business proposition. We don’t want to take the excitement or vision out of entrepreneurship, but we do want to insert a bit of realism.

We also hope to convey some insights from academic research that may be applied in practical ways to the shaping of a business concept and the creation of a company – not as hard and fast rules but as initial aids to face the uncertainty inherent in a new venture with an open and dispassionate mind.

The lowest-common-denominator advice frequently given to novice or aspiring entrepreneurs tends to be construed by its recipients as:

• Get an idea and set out to write a business plan.

• Search for information in support of your idea to plug into the business plan (shoehorn it in, if necessary).

• Pitch the business plan confidently to investors and raise money.

However, we stress that, before you can convince an investor or even a customer, you need to convince yourself, with an argument that’s a little more than personal conviction or the citation of some high-level market figures from a generic industry report. That’s why we propose a book about putting together a business case for a new venture, not a book on how to write a business plan.

A business plan is simply a document describing the business you intend to start – essentially, what it will sell, how it will operate and how it will make money. An entrepreneurial business case is the rationale embedded in the business plan, explaining why the business is capable of thriving – the substance of your business plan. This book aims to provide the tools to build a credible rationale.

Entrepreneurial reality

Only 45 per cent of businesses started in the UK in 2002 survived the five years to 2007, and the average sales turnover for small and medium-sized enterprises (less than 250 employees, accounting for 99.9 per cent of UK businesses) in 2007 was £298,000. To reiterate, not all new businesses become Google. Note that these figures cover a period of relative economic prosperity, not a recession. Furthermore, these are general numbers referring to any type of new firm, including small businesses in mature, stable sectors, such as a local restaurant or corner shop.

What we instead call entrepreneurial ‘venturing’ – starting innovative businesses with high-growth ambition and subject to considerable uncertainty and risk – cannot rely on such stable sectors and business models, and it is this area of new business creation that we address in this book. Innovative ventures typically deal with a product, market or idea that’s so novel that little past data or experience exists from which to generate easy predictions about its success. Such start-up ventures also lack the financial resources, established reputations and staying power of large companies. The venture entrepreneur doesn’t yet have a direct line of communication to potential customers; in fact, at the beginning of her entrepreneurial journey she may not even know who the right customers will be, nor how the business should be structured. With no exact statistics for business survival in this unstable environment, a failure rate of some three out of four start-ups is the oft-quoted rule of thumb.

This book is consequently aimed primarily at innovation-and high growth-oriented businesses, usually in the form of technology ventures or businesses with new product and service models. Entrepreneurs in these novel situations may need considerable financial capital to start, thus requiring a plan for high growth to justify the investment, and are likely to have less room for trial and error once capital has been invested. Consequently, they have to proceed in small incremental steps, investing time and money in stages, making use of any information they can obtain, applying some cool judgement and willingly adjusting their plans as they become wiser.

We often apply the analogy of dating and finding a spouse to the process of developing a start-up. When you first meet a potential partner, your information about that person is incomplete. Consequently, you’re unlikely to propose a commitment to marriage the next day. Nor can you really undertake meticulous research – you’d have to contact your prospect’s friends and former love interests and they’re unlikely to be accommodating. So, perhaps you start with a short date for coffee and, if that goes well, follow it with a dinner date and so on. At each meeting you learn a bit more about the person, perhaps eventually meet some of their friends, and at each stage your increased insight helps you decide whether to go further. If you discover a ‘deal-breaker’ flaw, you eventually wind down the relationship; if your perceptions and experiences continue to be predominantly positive, or more positive than negative, you take the further steps leading to a possible long-term commitment.

The decision to start a venture develops in a similar manner, with gradually increasing degrees of personal and material investment.

Who is this book for?

This book will appeal to the following readers:

Aspiring entrepreneurs. You may be considering taking a break from a career in industry or finance to start a venture of your own. Perhaps you’ve been turning an idea over in your head for some time, but aren’t entirely sure how to make it happen. You may have some technical and business skills and knowledge, but not the entire range needed to incubate a new venture. You want to develop these skills to some extent yourself and, even more importantly, understand enough to identify the right skilled people to complement you in the enterprise.

More specifically, if you’ve been working in an established business or running your own company in a stable environment, chances are that your acquired management skills haven’t equipped you to understand, navigate and mitigate the uncertainty that’s typical of a new venture, where the environment in which your business operates – or your knowledge of it – frequently shifts and demands that you reshape your idea.

Students, academics and inventors. If you’re a student on a business, engineering or science course, you may have been tasked with developing an entrepreneurial project as part of your coursework. Or you may be thinking of starting a business outside of your studies or after you graduate. Or you’re putting a business plan together for a competition.

This isn’t a textbook to prepare you for an exam or to write an essay on entrepreneurship; rather, it’s a practical manual to help you research and prepare a credible business case. The content is the same as that offered to our MBA students on the Innovation, Entrepreneurship and Design course at Imperial College Business School, and – in amended form – to students in the engineering, medicine and science faculties.

If you’re an academic considering commercialising an invention or piece of research, this book will also help you understand important aspects of commercialising new knowledge or technology.

Industry. You may be a manager who aims to stimulate entrepreneurial thinking and innovation in your company, or an employee who’d like to launch an ‘intrapreneurship’ idea. How can the engineers and technicians who design and build products communicate and work with the marketing people who understand customers and the finance people who run cost–benefit analyses? And how can they co-operatively address the stumbling blocks and avoid the blind spots of habit that arise when you depart from established business activity to pursue new opportunities?

This book addresses these different modes of thinking, and includes exercises we have used with success both in university courses and workshops aimed at students of business and other disciplines – such as engineering, science and design – and in executive education sessions on corporate venturing. It can be used on its own or as a handbook for such sessions, as well as for ‘accelerator’ courses, aimed at developing career skills, such as those run by universities and company academies.

Investors. Finally, you may be entering the world of new venture investment, either as an angel investor preparing to risk your own money or as an employee of a venture capital fund. This book can just as easily be used as a due diligence tool to help you assess a potential investment.

If you’re an experienced investor, you can recommend this book to new or aspiring entrepreneurs so they can understand how to satisfy your investment criteria.

How to use this book

The book is divided into four sections, available as four separate ebooks, which we present as stages in an entrepreneurial journey. This construct is somewhat artificial, as the evolution of a new business concept is neither so linear nor so predictable in reality. To aid the reader’s understanding, however, the information must be presented in a linear and reasonably logical fashion.

PART 1: Idea creation and evaluation

Our aim in this section is to look at how business ideas are matched with credible opportunities, whether you’re starting from a perceived market or from a technology or competence that you’d like to commercialise. We emphasise the importance of considering a range of possibilities and evaluating each new idea with respect to existing alternatives already on the market, and perhaps modifying or improving it accordingly.

PART 2: From idea to business proposition

This section looks at the broadening of an initial idea for a product, service or application into a rounded business strategy, by employing preferred witness research (see Chapter 4) to identify and roughly quantify a target market. We show you how to consider the opportunities or limitations of your prospective business environment (Chapter 5), how to protect your ideas and inventions from imitation by competitors (Chapter 6), and how to draw on this information to shape a commercial strategy (Chapter 7).

PART 3: Proof of concept

This section covers ways to demonstrate and test your business proposition, both technically and commercially, through prototyping and some rough-and-ready market testing.

PART 4: Marshalling resources

This section describes the resources – primarily human and financial – you need to bring a business to fruition, and discusses how to work out a strategy and roadmap for obtaining the most suitable resources at the right time.

Depending on the current status of your business idea, you may find yourself reading each chapter sequentially from start to finish, or jumping forwards and backwards from one topic to another as you need them – rather like consulting a recipe book. Each chapter is thus structured as a self-contained mini-manual, but also refers to related content in other chapters.

Several chapters contain a structured how-to exercise to help you assess and shape a certain aspect of your business case. While these exercises may at first seem rather formulaic, practising them offers a way to retrain your thinking about issues that every venture must consider. Each new venture has a particular set of objectives and problems, so some activities or exercises will be more relevant to your concept than others. Each chapter also contains case examples to illustrate the real-world relevance of each topic.

The Epilogue aims to tie the pieces together and outlines what we hope you can achieve from using this book. No book is a panacea for all problems and no methodology is fool-proof, but our aim is to get you fairly far along the initial process of ‘dating’ your business idea.

We wish you well on your entrepreneurial journey.

SECTION II

FROM IDEA TO BUSINESS PROPOSITION

4. SEGMENTING YOUR MARKET AND USING PREFERRED WITNESSES

Once you have come up with an idea and tested its merits against alternatives, as discussed in Chapters 1 to 3, this second part of the book helps you to look at how your initial business idea is likely to fare in your industry environment, your ability to protect your ideas from imitation and the possible market demand for your offering. The present chapter focuses specifically on market demand, but also describes how to carry out preferred witness research – a tool that you can also use to research your industry environment, as outlined in Chapter 5.

What?

We’ve heard this type of argument many times: ‘The potential global market for this product amounts to 100 million customers, for a total value of £2 billion. All we have to do is capture 2 per cent of this market, and we can realise sales of £100 million. So, even with this conservative estimate, the market for our product is attractive.’

The exact numbers may change from case to case, but the premise is the same: blind, shoot-from-the-hip market estimation; the untested belief that a random, unspecified 2 per cent of the market (‘surely not an unreasonable target,’ thinks the entrepreneur) will buy the venture’s product or service. Many novice entrepreneurs present their opportunity in this way, perhaps citing a collection of high-level market reports to show that they’ve done some homework. But any seasoned investor who may be listening is likely to switch off at this point.

Let’s assume that this 2 per cent figure chances to be accurate, even if it’s been plucked from the air. Which 2 per cent of the market are we talking about? What characterises this 2 per cent of potential customers from the other 98 per cent and prompts them, specifically, to buy your product? And why might the other 98 per cent not buy your product?

If you don’t know who your customers are and can’t identify their defining characteristics, you won’t know how to reach them, whether you’re creating a product that’s adequately tailored to their needs or through what channel you can sell it to them. And, more importantly at this stage, you cannot begin to quantify the realistic size of your market to make a credible business case.

The question, in the typical parlance of venture investors and experienced entrepreneurs, is: what is your addressable market? Or, more simply, how have you segmented