Key Issues about the Venture Cycle There are static and dynamic forces which need a special attention of the entrepreneur Entrepreneur needs to manage for changes and not changes The growth stage of the venture is more sophisticated with competition and dilemmas At a certain stage, you need to decide whether to do more innovation or allow decline The Entrepreneurial Company in the Twenty-First Century Major Challenges: Building dynamic capabilities that are differentiated from those of emerging competitors Internalutilization of the creativity and knowledge from employees Externalthe search for external competencies to complement the firms existing capabilities. Stages of the VC - Model There are five key stages (just typical) (i) New Venture Development (ii) Start-up Activities (iii) Growth of the Venture (iv) Stabilization (v) Innovation or Decline
Life cycle stages New venture development Stage Creativity and assessment Resource base analysis Networking including vertical marketing Vision, Mission, Objectives, Strategies & Tactics Start-up Stage Formal Business plan Searching for capital (Analyse the risks) Marketing research Developing a working team Identifying any core competencies for Competitive Advantage Growth Stage Any modification on the operating strategy Positioning and re-positioning Knowing more details about he competitors (Survival of the fittest) Understanding the Growth Stage Key Factors During the Growth Stage Control Does the control system imply trust? Does the resource allocation system imply trust? Responsibility Creating a sense of responsibility that establishes flexibility, innovation, and a supportive environment. Tolerance of failure Moral failure Personal failure Uncontrollable failure Change Understanding the Growth Stage (contd) Managing Paradox and Contradiction Bureaucratization versus decentralization Environment versus strategy Strategic emphases: Quality versus cost versus innovation Confronting the Growth Wall Successful growth-oriented firms have exhibited consistent themes: The entrepreneur is able to envision and anticipate the firm as a larger entity. The team needed for tomorrow is hired and developed today. The original core vision of the firm is constantly and zealously reinforced. Big-company processes are introduced gradually as supplements to, rather than replacements for, existing approaches. Hierarchy is minimized. Employees hold a financial stake in the firm. Unique Managerial Concerns of Growing Ventures Community Pressures Distinction of Small Size One-Person-Band Syndrome Time Management Growing Venture Continuous Learning Stabilization Stage Increased competition High bargaining power of customers Saturation of the market The entrepreneur needs to think where will the business be in the near future It is a stage preceding a great dilemma: to innovate or exit the business Innovation or Decline? stage Without innovation the clear option is death Possibility of acquiring or being acquired Might design new products for new markets (Diversification) Conclusion ALL STAGES ARE STRATEGIC POINTS OF THE VENTURE HENCE A NEED FOR SPECIFIC STRATEGIES FOR EVERY STAGE! Finally Building the Adaptive Firm An Adaptive Firm One that Increases opportunity for its employees, initiates change, and instills a desire to be innovative. How to remain adaptive and innovative: Share the entrepreneurs vision Increase the perception of opportunity Institutionalize change as the ventures goal Instill the desire to be innovative: A reward system An environment that allows for failure Flexible operations The development of venture teams