The focus of this book is on technology ventures - how they start, operate, and sometimes exit profitably. In short, it covers all the elements required to launch a successful technology company, including discussion of cutting-edge trends such as 'entrepreneurial method' and 'lean startup,' emphasis on the ideation process and development of an effective business plan, coverage of product and market development, intellectual property, structuring your venture, raising capital, sales and marketing, people management, and even strategies for exiting your venture. This is not another armchair book about entrepreneurship. It's a working guide for engineers and scientists who want to actually be entrepreneurs.
- An intense focus on product design and development, with customers and markets in mind
- Extensive discussion of intellectual property development, management, and protection
- Potent insights into marketing and selling technology products to the global marketplace
- Techniques for forecasting financials, raising funds, and establishing venture valuation
- Best practices in venture leadership and managing growth
- Overview of various exit strategies and how to prepare the venture for exit
The focus of this book is on technology ventures - how they start, operate, and sometimes exit profitably. In short, it covers all the elements required to launch a successful technology company, including discussion of cutting-edge trends such as "e;entrepreneurial method"e; and "e;lean startup,"e; emphasis on the ideation process and development of an effective business plan, coverage of product and market development, intellectual property, structuring your venture, raising capital, sales and marketing, people management, and even strategies for exiting your venture. This is not another armchair book about entrepreneurship. It's a working guide for engineers and scientists who want to actually be entrepreneurs. An intense focus on product design and development, with customers and markets in mind Extensive discussion of intellectual property development, management, and protection Potent insights into marketing and selling technology products to the global marketplace Techniques for forecasting financials, raising funds, and establishing venture valuation Best practices in venture leadership and managing growth Overview of various exit strategies and how to prepare the venture for exit
Front Cover 1
Technology Entrepreneurship: Taking Innovation to the Marketplace 4
Copyright 5
Dedication 6
Contents 8
Acknowledgments 18
About the Authors 20
Preface 24
Part 1: You Are Here: X 26
Chapter 1: Technology Entrepreneurship Today: Trends, Opportunities, Challenges 28
1.1. Introduction 29
1.2. Trends and Opportunities in Technology Entrepreneurship 31
1.3. A Word About Global Markets 36
1.4. Foundations of This Book 37
1.5. Chapter Summary 38
Keyterms 40
Additional Reading 40
Web Resources 41
Endnotes 41
Chapter 2: Five Pillars of Technology Entrepreneurship 42
2.1. Introduction 42
2.2. Pillar #1: Value Creation 43
2.3. Pillar #2: the Lean Startup 45
2.4. Pillar #3: Customer Discovery and Validation 48
2.5. Pillar #4: the Business Model Canvas 51
Value Proposition 53
Customer Relationships 53
Customer Segments 53
Channels 53
Revenue Streams 53
Cost Structure 53
Key Partners 54
Key Activities 54
Key Resources 54
2.6. Pillar #5: the Entrepreneurial Method 54
2.6.1. Principle #1: Expert Technology Entrepreneurs Believe Value Creation Is the Primary Purpose of Their Business 55
2.6.2. Principle #2: Expert Technology Entrepreneurs Rebound Personally and Professionally from Failure 55
2.6.3. Principle #3: Expert Technology Entrepreneurs Respect Private Property and Uphold Contractual Obligations 56
2.6.4. Principle #4: Expert Technology Entrepreneurs Respect the Judgment of the Marketplace 56
2.7. Deliberate Practice 57
2.7.1. When to Start Practicing 59
2.8. Chapter Summary 60
Keyterms 61
Additional Reading 62
Web Resources 62
Endnotes 62
Chapter 3: Technology Venture Idea Generation 64
3.1. Introduction 64
3.2. Fundamental Venture Types 66
3.2.1. Business-to-business 68
3.2.2. Business to Consumer 69
3.2.3. Business to Government 71
3.3. The Idea Generation Process 72
3.3.1. Step 1: Identify a Point of Pain 72
3.3.2. Step 2: Innovate a Product or Service 74
3.3.3. Step 3: Test Business Models 76
3.3.4. Step 4: Explore How to Acquire Customers 78
3.4. The Opportunity Register 79
3.5. Nontraditional Idea Sources 81
3.5.1. Read Alternative Literature 82
3.5.2. Visit New Places and Experience New Things 83
3.5.3. Meet Thought Leaders 83
3.5.4. Team Up 84
3.6. Chapter Summary 84
Keyterms 85
Additional Reading 86
Web Resources 86
Endnotes 86
Part 2: Countdown to Launch 88
Chapter 4: Markets and Product or Service Development 90
4.1. Introduction 91
4.2. Product Planning and Development 91
4.3. The Idea Development Process 93
4.3.1. Describe the Idea and Competition 93
4.3.2. Determine the Need 94
4.3.3. Modify and Validate 94
4.3.4. Develop a Marketing Plan 95
4.3.5. Develop the Final Product or Service 95
4.3.6. Launch the Idea 95
4.4. The Concept of Newness 95
4.4.1. Newness to the Consumer 96
4.4.2. Newness to the Organization 97
4.4.3. Newness to the Distribution System 97
4.5. Opportunity Assessment Plan 98
4.6. Disruptive Technology 100
4.7. The Market 100
4.7.1. Market Segmentation 102
4.7.2. Target Market and Positioning 104
4.8. Chapter Summary 105
Keyterms 105
Additional Readings 105
Web Resources 106
Endnotes 106
Chapter 5: Protecting Your Intellectual Property 108
5.1. Introduction 109
5.2. IP and Technology Ventures 109
5.2.1. IP Protection 112
5.3. Recognizing IP 114
5.4. Record Keeping 115
5.4.1. Record Keeping Procedures 116
5.4.2. Guidelines for Record Keeping 117
5.5. Trade Secrets 120
5.5.1. Procedures for Trade Secret Protection 120
5.6. Patents 122
5.6.1. The Patent Application 124
5.6.2. Written Description 125
5.6.3. Claims 127
5.6.4. Exclusive Right 127
5.6.5. Patentability 128
5.6.5.1. Patent-eligibility 129
5.6.5.2. Novelty and Nonobviousness 130
5.6.6. The Patent Examination Process 131
5.6.7. Patent Pending 131
5.6.8. Patent Ownership 132
5.6.9. International Patents 132
5.7. Copyrights 133
5.7.1. Considerations with Respect to Software 134
5.7.2. Copyrights and the Internet 135
5.7.3. Notice 136
5.7.4. Copyright Registration 136
5.7.5. Copyright Ownership 136
5.8. Mask Works 137
5.9. Trademarks 137
5.9.1. Acquiring Trademark Rights 138
5.9.1.1. Use-based Common-law and Combination Use-based Registration Systems 138
5.9.1.2. Pure Registration Systems 138
5.9.2. Registering a Trademark 139
5.9.3. Trademark Notice Symbols 141
5.9.4. International Protection of Trademarks 141
5.9.5. The Strength of a Mark 141
5.9.6. Choosing a Mark 144
5.10. Chapter Summary 144
Keyterms 145
Additional Reading 147
Web Resources 148
Endnotes 148
Chapter 6: Legal Structure and Equity Distribution 152
6.1. Introduction 153
6.2. Ownership and Liability Issues 154
6.2.1. Limited Versus Unlimited Liability 154
6.2.2. The Extent of Limited Liability 156
6.3. Choice of Legal Structure 159
6.3.1. Sole Proprietorship 160
6.3.2. General Partnership 162
6.3.3. Limited Partnership 164
6.3.4. Corporation 166
6.3.4.1. Structure of a Corporation 166
6.3.4.2. U.s. Tax Laws and Corporation Types 167
6.3.4.3. Maintaining Corporate Status 170
6.3.5. Limited Liability Company 171
6.3.5.1. LlC Characteristics 171
6.3.6. Limited Liability Entities—a Comparison 173
6.3.6.1. Expense 173
6.3.6.2. Shareholder Options 174
6.3.6.3. Taxation 174
6.3.6.4. Distribution of Profits and Losses 175
6.3.6.5. Formalities 175
6.4. Equity and Equity Types 176
6.4.1. Corporate Stocks 176
6.4.2. Common Stock 177
6.4.3. Preferred Stock 177
6.4.3.1. Preferred Stock Distributions 178
6.4.3.2. Convertibility 178
6.4.3.3. Participating Preferred 179
6.4.3.4. Voting Rights 179
6.4.3.5. Founder's Stock 179
6.5. Raising Capital 180
6.6. Equity Distribution in the Start-up Venture 182
6.6.1. Employee Stock Options 184
6.6.2. Vesting 185
6.6.3. Restrictive Clauses 185
6.6.4. Tax Issues 186
6.7. Chapter Summary 186
Keyterms 187
Additional Reading 189
Web Resources 190
Endnotes 190
Chapter 7: Developing and Implementing the Technology Business Plan 192
7.1. Introduction 193
7.2. Writing the Business Plan 193
7.2.1. Purpose of the Plan 194
7.3. Elements of a Business Plan 196
7.3.1. Section 1 196
7.3.2. Section 2 199
7.3.2.1. Description of the Business 199
7.3.2.2. Description of Industry 199
7.3.2.3. The Technology Plan 199
7.3.2.4. The Marketing Plan 200
7.3.2.5. The Financial Plan 201
7.3.2.6. The Production Plan 202
7.3.2.7. The Organizational Plan 202
7.3.2.8. The Operational Plan 203
7.3.3. Section 3 204
7.3.3.1. Estimating (forecasting) Revenues and Expenses 204
7.3.3.2. Estimating Sales (revenue) 204
7.3.3.3. Estimating Expenses 205
7.3.4. Business Plan Development and Update 205
7.4. Chapter Summary 206
Keyterms 206
Additional Readings 207
Web Resources 207
Endnotes 208
Part 3: Into the Breach 210
Chapter 8: Capital and Capital Sources 212
8.1. Introduction 212
8.2. The Capital Management Plan 213
8.3. Regulation of Financing Activities 217
8.3.1. Costs of Equity Financing 221
8.3.2. Sources of Equity Financing 222
8.3.3. Angel Financing 223
8.3.4. Venture Capital 224
8.3.5. What Do Venture Capital Firms Look For? 226
8.4. Debt Financing 227
8.4.1. Institutional Lender Requirements 228
8.4.2. Loan Rates, Payment Methods, and Lender Types 228
8.4.3. Small Business Administration (sba) Loans 230
8.5. Fundraising Tools and Techniques 230
8.5.1. Private Placement Memorandum 231
8.5.2. Subscription Agreement 231
8.5.3. Elevator Pitch 232
8.6. Alternatives to Debt and Equity Financing 232
8.6.1. Small Business Innovation Research (sbir) 232
8.6.2. Small Business Technology Transfer (sttr) 233
8.6.3. Bootstrap Financing 235
8.6.4. Licensing 235
8.7. Chapter Summary 235
Keyterms 236
Additional Reading 238
Web Resources 238
Endnotes 238
Chapter 9: Launching the Venture 240
9.1. Introduction 241
9.2. Market Entry Positioning 242
9.3. Market Penetration Strategy 244
9.3.1. First Mover Advantage 245
9.4. Value Chain Analysis 246
9.5. Developing a Contingency Plan 247
9.6. Growing Beyond the Startup 247
9.6.1. Innovation 248
9.6.2. Ownership 249
9.6.3. Creativity 249
9.6.4. Change 251
9.7. Chapter Summary 252
Keyterms 252
Additional Reading 253
Web Resources 253
Endnotes 253
Chapter 10: Marketing and Selling Your Products 256
10.1. Introduction 257
10.2. Target Market Selection 257
10.3. Purchasing the Product Service 258
10.4. Marketing 259
10.4.1. The Marketing Mix 260
10.4.2. Product Mix 260
10.4.3. Pricing 264
10.4.4. Placement (distribution) 265
10.4.5. Promotion 267
10.4.6. The Promotion Budget 270
10.5. Chapter Summary 272
Keyterms 272
Additional Reading 272
Web Resources 273
Endnotes 273
Chapter 11: Contracts 276
11.1. Introduction 277
11.2. Sources of Contract Law 277
11.3. Contract Formation 279
11.3.1. The Offer 279
11.3.2. The Counteroffer 280
11.3.3. Acceptance 282
11.3.4. Revocation of Offer or Acceptance 283
11.3.5. Consideration 284
11.4. Defenses Against Contract Enforcement 284
11.5. Performance and Breach 286
11.5.1. Conditions 287
11.5.2. Excusing Less Than Complete Performance 287
11.5.3. Damages 288
11.5.3.1. Rescission and Restitution 289
11.5.3.2. Specific Performance 289
11.5.3.3. Quasi-contract 290
11.5.3.4. Reformation 290
11.6. Anatomy of a Contract 290
11.6.1. Preamble 290
11.6.2. Recitals 290
11.6.3. Definitions 291
11.6.4. Performance 291
11.6.5. Intellectual Property 292
11.6.6. Consideration 293
11.6.7. Representations and Warranties 294
11.6.8. Indemnity 295
11.6.9. Term and Termination 296
11.6.10. Miscellaneous Provisions 296
11.7. Types of Agreements Encountered 297
11.7.1. Operating Agreements 297
11.7.2. Employment Agreements 298
11.7.3. Noncompete Agreements 298
11.7.4. Confidentiality Agreements 299
11.7.5. Consulting and Development Agreements 300
11.7.6. Maintenance and Support Agreements 300
11.7.7. Manufacturing Agreements 300
11.7.8. Assignment Agreements 301
11.7.9. License Agreements 301
11.7.9.1. Patent Licenses 302
11.7.9.2. Know-how Licenses 302
11.7.9.3. Trademark Licenses 303
11.7.9.4. Franchise Agreements 303
11.7.9.5. Technical Services Agreements 304
11.7.9.6. Distribution Agreements 304
11.7.9.7. Value-added Reseller and Original Equipment Manufacturer Agreements 304
11.7.9.8. Purchase Agreements 305
11.8. Chapter Summary 305
Keyterms 307
Additional Reading 309
Web Resources 309
Endnotes 310
Part 4: Growth and Exit 312
Chapter 12: Venture Management and Leadership 314
12.1. Introduction 315
12.2. Entrepreneurial Leadership 315
12.2.1. Influence 317
12.3. Leadership Skills 318
12.3.1. Analytical Skills 319
12.3.2. Decision-making Skills 320
12.3.3. Communication Skills 321
12.3.4. Conceptual Skills 322
12.3.5. Resilience Skills 323
12.3.6. Team-building Skills 324
12.3.7. Self-awareness Skills 325
12.3.8. Personality 326
12.3.9. Values 326
12.3.10. Attitudes 327
12.4. Entrepreneurial Leadership and Ethics 328
12.5. Chapter Summary 330
Keyterms 331
Additional Reading 332
Web Resources 332
Endnotes 332
Chapter 13: Valuing and Exiting Your Venture 334
13.1. Introduction 334
13.2. Due Diligence 336
13.2.1. Finances 337
13.2.2. Product/service Line 337
13.2.3. Synergy 337
13.2.4. Markets and Customers 338
13.2.5. Research and Development and Intellectual Property 338
13.2.6. Operations 339
13.2.7. Management and Key Personnel 339
13.3. Valuation 340
13.3.1. Valuation Techniques 340
13.3.2. Multiples Technique 340
13.3.3. Discounted Cash Flow Technique 341
13.4. Exit Via Succession 343
13.4.1. Advantages of Exit Via Succession 345
13.4.2. Disadvantages of Exit Via Succession 345
13.5. Exit Via Acquisition 346
13.5.1. The Acquisition Deal 348
13.5.2. Advantages of Exit Via Acquisition 348
13.5.3. Disadvantages of Exit Via Acquisition 349
13.6. Exit Via Merger 350
13.6.1. Advantages of Exit Via Merger 351
13.6.2. Disadvantages of Exit Via Merger 352
13.7. Exit Via Initial Public Offering 353
13.7.1. Timing 353
13.7.2. Selecting an Investment Bank 354
13.8. Registration Statement and Timetable 356
13.8.1. The Prospectus 356
13.8.2. The Red Herring 357
13.8.3. Reporting Requirements 357
13.8.4. Advantages of Exit Via Ipo 358
13.8.5. Disadvantages of Exit Via Ipo 359
13.9. Chapter Summary 360
Keyterms 361
Additional Reading 362
Web Resources 362
Endnotes 363
Appendix I: Example of a Generic Confidentiality Agreement 364
Agreement Regarding Confidential Information and Technology 364
Appendix II: Example Executive Summary 368
Mission Statement 368
Problem Being Solved 368
The Solution 369
Unique Sales Proposition 369
Competition 369
Market 369
Market Segment 370
Marketing Plan 370
Price 370
Appendix III : Sample Development Agreement 372
Development Agreement 372
Preamble 372
Recitals 372
Schedule 1 Deliverables 377
Schedule 2 Performance Schedule 377
Appendix IV: Example of an Employment Agreement 378
Agreement Regarding Technology and Confidential Information 378
Index 384
Five Pillars of Technology Entrepreneurship
Abstract
This chapter highlights what we refer to as the “Five Pillars of Technology Entrepreneurship.” These “pillars” are the fundamental tools and techniques that technology entrepreneurs should use and enact to improve the chance of success. The five pillars are: 1) Value Creation; 2) The Lean Startup; 3) Customer Discovery and Validation; 4) The Business Model Canvas; and 5) The Entrepreneurial Method. Each of these is discussed in detail in this chapter, providing readers with a thorough understanding of how to use these pillars for venture success.
Keywords
Deliberate practice
Entrepreneurial expertise
Expert technology entrepreneurs
Value proposition,
Value creation
Lean startup
Customer validation
Business model canvas
Entrepreneurial method
iWanamaker Explores Its Market Opportunity
iWanamaker is a live-scoring golf app that is designed to allow golfers to keep track of their scores on their smartphones. When founder Doyle Heisler first came up with the idea for the app, he envisioned that golfers and golf clubs would be as excited about the app as he was. When he took the app to clubs for them to use in their tournaments, he learned that club pros were reluctant to purchase it because of the low margins in the golf industry and their general aversion to innovation and change. Doyle next decided to market his product directly to the charities that run golf tournaments as fundraisers. He thought they would be interested in the product as it makes golf more fun for players and offers sponsor opportunities within the app itself. Again, however, he learned that charities are also averse to spending additional money on their golf tournaments and are indifferent to the new technology.
As a result of these two initial failures to penetrate the lucrative golf market, Doyle decided to pivot to a new business model. Realizing that the more golfers that use the product the more he can charge for advertising, he decided to experiment with a “freemium” business model where he would virtually give the app to golf clubs and charities, and sell advertising to local and national brands that wanted exposure to golfers. As this book is going to press, iWanamaker 2.0 is about to be released under this revised business model. Time will tell if this is the model that leads to venture growth. The important thing is that Doyle was willing to change his business model based on what the market was telling him about his product and its features.
Author Duening was an investor in and board member to iWanamaker at the time this book was going to press.
2.1 Introduction
Chapter 1 examined the focus and purpose of this book and some of the leading trends and challenges for technology entrepreneurs in the modern global economy. We hope that your appetite is now whetted for a lifetime of technology entrepreneurship and that you are ready to begin learning some of the practical tools of entrepreneurial expertise. Before we begin, we must warn those of you who are novices that developing entrepreneurial expertise takes time and practice. In fact, research into what is required to become expert in anything suggests that it can take 10 years or more of what is called deliberate practice to achieve expert-level competence.1 We address the process of deliberate practice in detail later in this chapter and provide you with some suggestions about how you can develop your own entrepreneurial expertise.
The central theme of this chapter is that expert technology entrepreneurs have become adept at certain specific skills and ways of thinking about products and new ventures. These skill sets are referred to as the “five pillars of entrepreneurial expertise.” These five pillars are:
1. Value Creation
2. The Lean Startup
3. Customer Discovery and Validation
4. The Business Model Canvas
5. The Entrepreneurial Method
Below we discuss each of these pillars in detail, beginning with the fundamental skill that all technology entrepreneurs must possess: The ability to create value for customers.
2.2 Pillar #1: Value Creation
Expert technology entrepreneurs know intuitively that value creation is the purpose of business. In fact, it doesn’t matter if you are a technology entrepreneur or a fast-food entrepreneur (or any other kind of entrepreneur). Your products and services must create value for customers. There are probably as many ways to create value as there are people on the planet.
Consider the case of three individuals in Menlo Park, California, who set out to create a new type of Internet company in 2005. Menlo Park is located in the heart of Silicon Valley, which has been the birthplace of some of the most rapidly growing technology companies in history. These three individuals were veterans of technology companies, having previously been principals at PayPal. From their garage in Menlo Park, the entrepreneurs created YouTube, one of the fastest growing companies of all time. By July 2006, YouTube reported that more than 100 million videos were being watched and as many as 50,000 videos were being added to the site each day. In October 2006, a mere 10 months after it was launched, YouTube was acquired by Google for $1.65 billion.2
The concept of “value” has myriad definitions. Value is defined as whatever customers believe it to be. Technology entrepreneurs can develop successful ventures based on widely different value propositions. A value proposition is what a venture tells its customers about the value it intends to provide to them. For example, the value proposition for YouTube is: “Broadcast yourself.” That simple statement, while not necessarily appealing to everyone, is the foundation of the online video-sharing revolution.
Creating value requires vision, passion, and an ability to adjust to customer needs and constantly evolving economic, social, and technological trends and conditions. Successful technology entrepreneurs realize that steadily advancing technologies and technological form factors must be taken into consideration in their product development and design processes. For example, Rovio was a developer of games for mobile phones which were sold at retail. It had developed 50 such products, but none of them became a big hit with users. Nearing the end of its cash flow, Rovio realized that the advent of smartphones, touch-screen technologies, and Apple’s new App Store would enable a new breed of games and distribution opportunities. Rovio decided to pivot from its retail-based business model to developing apps for the smart devices that were becoming increasingly ubiquitous. Their breakout product, sold through Apple’s App Store, was the popular game “Angry Birds.” Rovio reported that the game has been downloaded over two billion times.3
Value propositions are important to a venture. They help to communicate the value the venture provides to customers. Value propositions also help guide the venture’s internal decision making. For example, the value proposition for well-known consumer products company Procter & Gamble is “Touching lives, improving life.”4 This value proposition tells P&G scientists and product developers how to structure their investment of research and development resources. P&G introduces hundreds of new products to markets around the world each year. The firm’s value proposition guides internal decision making about which new products to pursue through multiyear development cycles.5
Fundamentally, creating value for customers seems too obvious to mention. Yet, a review of why new ventures fail indicates that the most common reason is because they fail to create appropriate value for customers. Instead, the failed ventures were guided by the founders’ vision of the product and its features, with no guidance from customers. Products were designed, built, and released without regard to what customers really want. Of course you know by now that customers, not entrepreneurs, determine what is valuable. Customers don’t always know what they want, but they always know what they don’t want. Technology entrepreneurs are well-advised always to remember that customers are the ultimate judges of value and determiners of the venture’s success.
2.3 Pillar #2: The Lean Startup
The Lean Startup was conceived and developed by serial entrepreneur Eric Ries.6 After a failed technology venture, Ries and his partners launched another technology venture called IMVU. IMVU is an instant-messaging platform that includes a novel feature that no other platform at the time was offering—3D avatars. The founders of IMVU were all technologically savvy—Ries himself is an expert programmer—so there was no question about whether they could build and deliver a working product. The question that perplexed Ries and that he wanted to solve in this new venture was “How do we get customers to buy our product?”
In his previous venture, Ries was convinced that he and his team had built a world-class technology that provided benefits to customers, but not enough...
| Erscheint lt. Verlag | 12.8.2014 |
|---|---|
| Sprache | englisch |
| Themenwelt | Technik ► Elektrotechnik / Energietechnik |
| Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management | |
| ISBN-10 | 0-12-420234-9 / 0124202349 |
| ISBN-13 | 978-0-12-420234-4 / 9780124202344 |
| Haben Sie eine Frage zum Produkt? |
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