New venture strategy: timing, environmental uncertainty, and performance
If an opportunity exists, is it best to ensure that your product is first to the market or is performance enhanced through waiting and following? What factors should an entrepreneur consider in deciding when to take the lead in being the first to introduce a new product or service? What can be done to improve new venture performance? New Venture Strategy examines the process of introducing a new product or service and offers readers a framework for thinking through the issues involved in new venture performance. Examples include entry timing, market conditions facing the entrant, focus or breadth of entry scope, product or process mimicry, creation and development of entry barriers, and differences between independent and corporate ventures. New Venture Strategy will be useful as a core text in courses on entrepreneurship, corporate entrepreneurship, new product development, small business, and strategic planning. It will also be of interest to those developing business plans and others involved in new venture funding, marketing, and business development.
25 pages matching costs in this book
Results 1-3 of 25
What people are saying - Write a review
We haven't found any reviews in the usual places.
Bootstrapping Your Business: Start And Grow a Successful Company With Almost ...
Greg Gianforte,Marcus Gibson
No preview available - 2005
Common Wisdom on the Timing of Entry IJ3l3
Environmental Stability Timing
7 other sections not shown
ability assets barriers to entry beneﬁts brand common wisdom competitive advantage competitors consumer corporate new ventures corporate ventures costs customer uncertainty decision demand develop difﬁcult distinctive competencies economies of scale educate the market efﬁcient enter entrepreneur Entrepreneurship entry barriers entry strategy entry wedge mimicry environment established example experience face ﬁnancial ﬁnd ﬁrmís ﬁrms ﬁrst ﬁrst-mover advantages ﬁt ﬂexible high educational capability imitate important increase independent new ventures industry industryís initial innovation investments Iournal of Business key stakeholders key success factors late followers later entrants lead legitimacy liability low educational capability management team market share mature mimicry entry wedge niche organization organizational personal computer Pioneers need probability of purchase probability of survival product or service proﬁt proﬁtability provides pioneers relationship relative reputation risk of failure signiﬁcant skills speciﬁc Strategic Management sufﬁcient superior sustainable competitive advantage venture capital venture capitalists venture managers venture performance venture strategy ventureís