Building a New-Venture Team：建立一个新的创业团队.ppt

Chapter 9 Building a New-Venture Team Bruce R. Barringer R. Duane Ireland Copyright ?2012 Pearson Education, Inc. publishing as Prentice Hall 9-* Chapter Objectives1 of 2 Identify the primary elements of a new-venture team. Explain the term liabilities of newness. Discuss the difference between heterogeneous and homogenous founding teams. Identify the personal attributes that strengthen a founders chances of successfully launching an entrepreneurial venture. Describe how to construct a “skills profile,” and explain how it helps a start-up identify gaps in its new-venture team. Copyright ?2012 Pearson Education, Inc. publishing as Prentice Hall 9-* Chapter Objectives2 of 2 Describe a board of directors and explain the difference between inside directors and outside directors. Identify the two primary ways in which the nonemployee members of a start-up’s new-venture team help the firm. Describe the concept of signaling and explain why it’s important. Discuss the purpose of forming an advisory board. Explain why new venture firms use consultants for help and advice. Copyright ?2012 Pearson Education, Inc. publishing as Prentice Hall 9-* New-Venture Team New-Venture Team Is the group of founders, key employees, and advisors that move a new venture from an idea to a fully functioning firm. Usually, the team doesn’t come together all at once. Instead, it is built as the new firm can afford to hire additional personnel. The team also involves more than paid employees. Many firms have boards of directors, boards of advisors, and professionals on whom they rely for direction and advice. Copyright ?2012 Pearson Education, Inc. publishing as Prentice Hall 9-* Liabilities of Newness Liabilities of Newness New ventures have a high propensity to fail. The high failure rate is due in part to liabilities of newness, which refers to the fact that new companies often falter because the people involved can’t adjust fast enough to their new roles and because the fi