1 / 24

New Venture Opportunity

New Venture Opportunity. "Let him that would move the world, first move himself” Socrates. Ian Hardcastle - Zhang Guo – Daniel Caballeros – Nicole Camacho – Kimberly Cafarelli. Recognizing Opportunity: The Key factors that turn a novel Idea into a booming business.

luella
Download Presentation

New Venture Opportunity

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. New Venture Opportunity "Let him that would move the world, first move himself” Socrates Ian Hardcastle- Zhang Guo – Daniel Caballeros – Nicole Camacho – Kimberly Cafarelli

  2. Recognizing Opportunity: The Key factors that turn a novel Idea into a booming business • Good Opportunities address important market needs. • Any Big Problem is a Big Opportunity: No Problem, no solution, no company. • Find a “Long wave”, immutable trend that will last . • Important to match capabilities and interests • Mobilize Resources

  3. Emerging Markets • Innovations in Energy • Information Technology • Bio-Engineering

  4. Successful New Ventures

  5. Venture Capitalists Standpoint

  6. Financing a New Venture

  7. New Venture Risk • Not all risk can be removable • Entrepreneurs are people that are willing to take risk • Focus on managing risk instead of taking risk • Two types of risk in a new venture: • The risk of the uncertainty surrounding the business • The Market Risk • Operational Model Risk • Financial Model Risk • The risk of what is at stake if the business fail • Opportunity Risk • Financial Risk

  8. Two Types of Risk • External Risk • The risk surrounding the business • Internal Risk • The risk inside the business

  9. External Risk • The Market risk • A large enough market to support the business • Whether the market is growing • What trend exist in the industry • How competition is structure • Distribution of products/services • Operational Model Risk • A business’s internal operation to deliver goods and services to customers effectively • Financial Model Risk • The “number” issue that determines if a business can work or not

  10. Internal Risk • Opportunity Risk • A risk that comes if the business fails and it allows you to do something else with your time and money • Financial Risk • The tangible value that you and the investor lose if the business fails

  11. Marketing a New Venture • Strategic Planning • Rely on subjective assumptions & qualitative marketing research • Interview potential clients & relevant business partners • Information to be collected in order to decrease level of “uncertainty” • Macro environment • Competitive trends • Consumer behavior trend • Partial SWOT

  12. Marketing To-Do’s • Business Model • Branding • Business Website or Webpage • Communication • Public Relations

  13. Business Model • Mission statement • Target audiences

  14. Branding • Develop a logo or company name

  15. Business Websites • “About us” section highlighting the business’s mission statement • Keywords for search optimization

  16. Communication • Send emails or letters to clients, influential third-parties, or customers

  17. Public Relations • Social Media Strategy

  18. Managing a Ventures Growth • Growth is one of the most essential elements to make your new venture successful.

  19. Two Popular Business Growth Models: • Organization Life Cycle Model • Churchill & Lewis’ Growth Model

  20. L. Greiner’s Business Model • Introduced in 1972 • As new ventures grow they are faced with different opportunities, threats and changes • Each stage must go through a “crisis” in order to move to the next stage of growth.

  21. Flaws in the Greiner Curve • Lacks important elements that are needed for a business to grow such as: • Networking and making relationships with clients and other vendors • Securing finances of the company • Keeping up with new technologies • Does not take into consideration the size of the business; one dimensional

  22. Churchill & Lewis’ Business Growth Model • Revised version of Greiner’s model. • Introduced in the early 1980’s • Published in the Harvard Business Review in 1983 • Covers more specifics and detail than Greiner’s model, especially relating to management.

  23. Churchill & Lewis’ Business Growth Model • Each stage breaks down into different management factors: • Managerial style • Organizational structure • Extent of formal systems • Major strategic goals • Owner’s involvement

  24. Sources • http://www.growthmanagementconsulting.com/liability.html • http://www.tameer.org.pk/images/The_Five_Stages_Of_Small_Business_Growth.pdf • http://managingnewventures.wikispaces.com/file/view/TMT+Change.pdf/301312676/TMT%20Change.pdf • http://www.inc.com/encyclopedia/organizational-life-cycle.html • http://www.getbusymedia.com/small-business-stats/

More Related