Presentazione sul tema: "Lesson 2 The entrepreneurial firm Prof. Vittorio de Pedys ENTREPRENEURSHIP SEMINAR."— Transcript della presentazione:
Lesson 2 The entrepreneurial firm Prof. Vittorio de Pedys ENTREPRENEURSHIP SEMINAR
2 Why we need entrepreneurs: an idiot proof of approach
New products enter the market at higher speed Roger Best, Market-Based Management, 2 nd ed. … beginning of life cycle lasts less; start ups have less time to exploit their advantage
Innovators Early Adopters Early Majority Late Majority Laggards THE CHASM Technology Adoption Life-Cycle – buying motives Techies: Try it!! Visionaries Get ahead of the herd! Pragmatists: Stay with the herd! Conservatives Hold on! Skeptics No Way!!
other Visionaries Personal Vision High Potential Innovative Vision High Level Consultancy Lots of Services Early Adopters Business Pragmatics other Pragmatists Market/Med. Strong Contender Some Consultancy Early Majority Safe/Easy Leading Effective/High return Competition from E.M. Competitor Pragmatists Market/Low. Market Leader Few Late Majority Safe/Easy Leading Effective/High return Only Viable Option not an issue Market/Low. Monopoly/ Commodity Only choice None Laggards THE CHASM Innovators Buy-in Pressure Reference Group Price Point Leadership Required Messages Services Content None Low No New! Apprentice-ship Training Partnership Technology
6 Some firms slow growth is written in their dna D. Birch, A Haggerty e W. Parsons 1 classify firms in: - elephant: big firms that do not grow - mice: small firms that produce income for their promoters and their families - gazelle: firms with high growth rate 1 Birch, David, Haggerty, Andrew and Parsons, William (1995), Whos Creating Jobs? Boston: Cognetics Annual sales bigger than 1 mio Roughly 10 employees Sales growth in last 3 year Sales doubled in last 3 years Cumulated profit positive in last 4 years organic growth ( internal)
7 Management team is the key ingredient in successful start ups Rielaborazioni STEP di: N.C. Churchill, V.L.Lewis – The five stages of small business growth – Harvard Business Review May-June1983 CREATIVITY LEADERSHIP DELEGATION COORDINATION COOPERATION The entrepreneur must learn to do different things in different stages of its growth : be creative direct good managers delegate good managers coordinate managers that direct other managers Cooperate with his group of managers
11/01/2014 8 I settori a più alta intensità di innovazione secondo Eurostat Eurostat ha individuato una suddivisione delle attività industriali e dei servizi che fa emergere più chiaramente i Settori a più alta intensità di innovazione, sia per il livello di competitività interno al settore che per lelevato tasso tecnologico intrinseco. FABBRICAZIONE DI PRODOTTI FARMACEUTICI E DI PRODOTTI CHIMICI E BOTANICI PER USI MEDICINALI FABBRICAZIONE DI MACCHINE PER UFFICIO, DI ELABORATORI E SISTEMI INFORMATICI FABBRICAZIONE DI PRODOTTI FARMACEUTICI E DI PRODOTTI CHIMICI E BOTANICI PER USI MEDICINALI FABBRICAZIONE DI APPARECCHI PER LE COMUNICAZIONI FABBRICAZIONE DI APPARECCHI MEDICALI, DI APPARECCHI DI PRECISIONE HIGH TECHNOLOGY INDUSTRIAL SECTORS POSTE E TELECOMUNICAZIONI INFORMATICA E ATTIVITÀ CONNESSE RICERCA E SVILUPPO HIGH TECHNOLOGY KNOWLEDGE INTENSIVE SERVICES
11/01/2014 9 Capitale, tecnologia e management team sono i fondamenti per la creazione dimpresa Capitale: le risorse finanziarie presenti vanno rese accessibili in ogni fase dello sviluppo Fondi pubblici: Nazionali (Sviluppo Italia: titolo II) Regionali (Docup: misura D3) Fondi privati (Business Angel, Venture Capital): Italiani e Stranieri Tecnologia: le idee vanno individuate e valorizzate, di solito esistono in abbondanza nelle Università e nelle imprese Presso le Università: sfruttando economicamente i brevetti esistenti, incrementando la brevettazione, spingendo la ricerca verso il mercato Presso le imprese esistenti che operano nei settori a crescita intensiva: promuovendo gli spin-off aziendali Management team: le capacità imprenditoriali sono la risorsa chiave che deve essere assicurata Incrementando le competenze manageriali di chi vuole fare impresa Diffondendo la cultura e il rischio imprenditoriale presso professori, ricercatori, studenti e dipendenti delle imprese
10 Capital is added in stages in the differents phases of the firms creation Seed Start-upEarly Stage Sustained growth Founder Family Venture Capital IPO Bank lending Internal financing External financing Business Angels 3F theoretically should exit...
11/01/2014 11 Ancora 3F negli aumenti di capitale Nel 50% dei casi in cui subentrano Manager Finanziatori o Partner Finanziari nellaumento di capitale delle SUI benchmark, i soci promotori non hanno più il 51% delle quote. benchmark resto del campione Chi è entrato? 24% 31% Senza 3F allinizio Domanda a Risposta Multipla: le percentuali sono calcolate sul totale dei rispondenti, 17 benchmark e 65 resto del campione.
11/01/2014 12 I concetti, in breve Sono sufficienti circa 200k per costituire una SUI Limprenditore solo al comando non è necessariamente un bene I finanziamenti pubblici producono degli effetti Le banche finanziano le SUI... E sono brave a capire quali hanno alta % di successo Le 3F sono un buon investitore allinizio, cattivo dopo Nel 96% dei casi i soci promotori detengono ancora la maggioranza Le SUI benchmark esportano di più
14 To define the form of your initiative you must understand and design the Business Model VALUE PROPOSITION RESOURCES People, technology, products, facilities, equipment, brands, cash that are required to deliver this value proposition to the targeted customers. Process automatically followed become Culture. PROFIT FORMULA PROCESSES Product or service that helps customers to do more effectively, conveniently and affordably a job theyve been trying to do Assets and cost structure, margins, scale, and velocity required to cover them Ways of working together to address recurrent tasks in a consistent way: training, development, manufacturing, budgeting, planning, etc.
15 Time Performance Sustaining Strategy Bring a better product into an established market Different Measure of Performance Low-End Disruption Adress overserved customers With a lower-cost business model New-Market Disruption Compete against nonconsumption Nonconsumers Or Nonconsuming Occasions The Third Dimension of the Disruptive Innovation Model
16 The Role of Business Model Innovation in the Process of Disruption Time Performance Different Measure of Performance Non-consumers or Non-consuming occasions 2. Business Model Innovation 3. New Value Network Customers Distribution Suppliers Sustaining innovations 1. Simplifying Technology
17 CompanyJob-to-be-DoneIntegration IKEAI need to furnish this place todayFurniture design for take-it-home-yourself packaging; childcare; things to cover floors, hang on walls, outfit kitchen OnstarWhatever happens, I want to be sure that my family and I will be taken care of. I need place of mind Live advisors integrated with local police emrgency systems; Crash & activity sensors througouht vehicle enabling a montly email on vehicle wellness; factory-install despite asynchronous qualification cycles of mechanical and electronic products Disney Theme Parks 1955-1985 I want a warm and loving escape with my family into a fantasy Animated films that create characters and stories; Disneys Wonderful World of Color weekly TV show to bring fantasy home; Theme parks SAS InstituteI need to make the right decision, and the safe decision Data analysis software; decision support tools; data warehousing; virtualization to facilitate access to additional data FedExI need to get this from here there with perfect and certainty as fast as possible Air transportation; Memphis hub; ground pickup & delivery; real-time tracking HiltiI need to finish this construction job on time and on budget Hilti leases tools as a service, rather than owing them. It maintains the inventory of tools on its customers construction sites Microsoft OfficeI need a persuasive document that clearly communicates and makes me look good Word processing, data analysis &graphics software; web browser; etc. Mayo ClinicI need a precise diagnosis of & recommended therapy for my disease Practiced processes for converging physicians for multiple specialties onto each patient. Mayo is integrated into training its own doctors Other Examples___________________________________________ _______________________________ __________________________________________________ ____________________________________ Business models built around job to be done
18 Four areas support the good quality of an initiative Innovation Market Consumers Competitors The current dynamics between Consumers and Competitors and in 5 and 10 years determine the development of the market. The growth rate of the market and the breaking points of the sector represent entrepreneurial opportunities. Current and future competitors fix the structure of the sector. Know How, Demand, Life Cycle and competitors fix the interest of a sector. Innovation is the capacity to do something useful for consumers in a different way. Do in a different way does not (only) mean do in a technologic way. Consumers must have a need to be satisfied in a different way(feel the pain). Consumers must be available (distribution network) and they have the possibility to spend.
19 JOB (VALUE PROPOSITION) RESOURCES PROFIT FORMULAPROCESSES Business Model Template
20 JOB (VALUE PROPOSITION) RESOURCES PROFIT FORMULA Very low fixed capital invested and fixed costs (design fee) 34% Contribution margin. Price: 12.5$, variable cost 8.225 (Manufacturing/Assembly 3.1, TV Guide Royalty 10%, Designer 5%, Ad Allowance 5%, Heller Factor 1%, Sales Commission 20%) BE reached with the first sales to department stores … PROCESSES Manage a network of skilled and independent sale rep Involve and manage the manufacturer (Swiss Colony) and the factor (Heller) Dealing at the same time with two different resellers Capability to act quickly … Reiss industry experience, credibility and contacts Sales force plug and play TV guide brand and ad allowance … Spend time together Involve themselves in a game where skills and luck are important Give as a present something the allows the above mentioned … R&R Business Model