创业与创业环境.pptx

创业与创业环境2001年2月内 容 创业的分类及比较 创业行为的理性解释 创业与机会成本 创业的行为分析 有利于创业的内外部环境 2001年2月REVOLUTIONARYVENTURES:Federal Express,Iridium (Motorola)Five Archetypal InitiativesProfessional ManagementMajor Outside FinancingPROMISING START-UPSHewlett-Packard (1948)EDS (1962)VC-BACKEDSTART-UPSIntel, Lotus, Compaq,Staples, GenentechIrreducibleUncertaintyMARGINAL BUSINESSESLawn care, hair salonInvestmentCORPORATE INITIATIVESWindows 95, Pentium(Intel),Mach III (Gillette), Prozac (Lilly)Note: Size of Money Bag = Potential Profit2001年2月Bhidé’s Investment -Uncertainty-Profit DiagramPROMISING START-UPS:Microsoft BASIC for the Altair (1975)Sam Walton franchised variety store (1945)TRANSITIONAL INITITATIVES:Microsoft Excel for the Macintosh (1985)Wal-Mart distribution centers (1968-69)CORPORATEINITIATIVES:Microsoft Windows 95Wal-Mart JV inMexico (1991)IrreducibleUncertaintyInvestmentNote: Size of Money Bag = Potential Profit2001年2月Distribution of Significant InitiativesOpportunistic AdaptationRisk transferPersonal abilitiesPROMISINGSTART-UPSCORPORATEINITIATIVESIrreducibleUncertaintyResearch and planningUnderwriting other risksTeamworkInvestmentNote: Size of Money Bag = Potential Profit2001年2月Stages of FundingSTART-UPSCisco (1984)2nd STAGE VCCisco (1987)VC-BACKEDSTART-UPSCompaq (1982)IrreducibleUncertaintyProfessional ManagementMajor Outside FinancingPUBLIC MARKETSCisco (1990)Compaq (1983)InvestmentNote: Size of Money Bag = Potential Profit2001年2月Goals - Audacious or IncrementalAudaciousGoalsTRANSITIONAL INITITATIVESJustify InvestmentSecure ResourcesPromote CooperationIncrementalGoalsPROMISING START-UPSSurvivalCash FlowCORPORATEINITIATIVESLimited by History and SizeFirm Size and Maturity2001年2月Opportunistic Adaptation or Formal PlanningOpportunisticAdaptationPROMISING START-UPSExperimentationUnexpected SituationsLimited Planning ResourcesTRANSITIONAL INITITATIVESJustify Investment to OutsidersFormalPlanningCORPORATE INITIATIVESSystematic ResearchPlanning Resources Compete for Corporate FundingF