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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.

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New Venture Opportunity

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  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/

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